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Scientific journal Vestnik NSUEM

2020 year, number 4


Yu.G. Odegov, M.N. Kulapov, P.A. Karasev
Plekhanov Russian University of Economics, Moscow, Russian Federation
Keywords: talent, talent management, talent war, talent development, talent poaching, talent characterization


In the industrial system, the organization of labor had to be carried out exactly according to the regulations and instructions written by the designer of the work. In the postindustrial economy, the ideology of labor organization is changing. At the dawn of postindustrialization, such concepts as «decent work, «humanization of labor, «rotation of work, «development of human resources, «enrichment of labor, etc. are widely used. At the same time, the trends of «professionalization of labor and its autonomy began to appear. Step by step, the multi-disciplinary nature of labor grew, when from the post-operative Taylorist-Ford organization of labor began to move to a multi-operational, based on the combination of functions and professions. The emphasis is on creating holistic models of attractive decent work, reducing the distance between different categories of employees, primarily managers and workers. Unlike in the past, prevention, repair and reprogramming of equipment is assigned to the main staff. This indicates a flexible organization of not only production, but also labor. Thus, the employee is freed from the «dictates of machines and bureaucratic instruction, and is given the freedom to choose decisions and actions while increasing responsibility and risk for the successful performance of work. It becomes the main link in the technological process. When creating new jobs, it is also necessary to take into account the fact that the employee entering the labor market is changing today. The quality of the labor force is improving: the employees educational level and competence are growing, and the process of development and training becomes continuous throughout life. The professional space of the employee is also developing, which is manifested in the emergence of new, sometimes hybrid professions related to receiving, transmitting, and processing information in its various forms and ensuring the sustainable development of the information environment. There is a transformation of the place and role of the employee in social production. These changes allow us to speak about the formation of a new type of employee, characterized by a high educational level, knowledge of information and communication technologies (ICT), having the skills to work with complex intellectual equipment, independent and creative thinking, activity and responsibility in their actions, high ability to self-organization, based on creativity in work, that is, the employee becomes creative. The new nature of work, manifests itself, on one side of individualization, it characterizes the weakening of relations of the employee with a certain social environment (workers become more mobile and less dependent on the firms in which they work), the conclusion of individual labour agreements, the personification of the system of motivation of personnel, and on the other - to increase the creative content of the work and turning it into a means of human self-realization. In this regard, the nature of employee management changes, since it becomes not only the object of management, but also its subject - an individual developing within a certain cultural tradition. Talent management, in contrast to HR processes, through which the operational management of personnel is carried out, focuses special attention on employees as the most important single asset that has a strategic focus. The article discusses the search for talented employees in the organization, highlights the characteristic features of modern approaches to managing them (employees), and in particular, the tools for this work, which are constantly being improved.