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Regular version of the site

Talent Analytics: Data and Tools

2019/2020
Academic Year
ENG
Instruction in English
3
ECTS credits
Course type:
Elective course
When:
2 year, 2 module

Course Syllabus

Abstract

Use data on the talent to measure and improve ROI (Return on Investment) based on HR initiatives in companies. Analyze talent in the organization to drive business value through HR practices. The course consists of tutorials and online course. The tutorials involve group presentation, problem-solving, case study discussion and individual assignment during seminars.
Learning Objectives

Learning Objectives

  • Put in place innovative ideas to use analytics to solve business challenges using the talent of the company.
  • Develop analytics to measure the efficiency of incentives and career planning
  • Understand the relationship of talent with the performance of the company.
Expected Learning Outcomes

Expected Learning Outcomes

  • Demonstrate the ability to catch new knowledge and skills in the fields beyond his/her majoring
  • Understand the features of team working
  • Utilize a range of tools and techniques for completing the organizational programs and launching them
  • Apply received knowledge and understanding of the strategical talent management to real business situations
  • Show the ability to create strategic corporate vision based on data
  • Defend an originate and customized consulting project based on data and analytics
Course Contents

Course Contents

  • Talent management and attracting Talent
    Five talent management areas. Talen attraction. The talent attraction components. The talent attraction process. Common errors when attracting top talent. Referral approaches. Tactics to convince reluctant prospects to apply. Benefits of an effective attraction process and cost of a weak one. Recruitment talent through technology.
  • Talent and Performance. How talent brings value to the company.
    Alignment, capabilities, and engagement (often abbreviated as ACE) and performance management. A new dynamic performance dialogue. Identifying Talent. Action steps. Social media and crowdsourcing. The Blueprint. The portability of individual performance. The Effect on organizational value through increases in the value of intangible assets.
  • The role of technology: using information management to enhance career planning and succession management
    Organizational succession planning (SP) model. Organizational career planning (CP) model. Technology-based e-learning options. The cloud model. Alumni relationship. Social relationship succession planning.
  • Rewarding Talent
    Market position. Performance-based rewards. Public pay. Reward segmentation. Talent management in multinational (MNCs) and small- and medium-sized enterprises (SMEs).
  • HR Metrics and Talent Analytics
    Benchmarking. Balanced Scorecards. Research-Based approaches (Kirkpatrick’s Model of Learning Evaluation; Human Resource Accounting; Utility Analysis). Types of metrics. Talent analytics. HR metrics and talent analytics work together. Fostering talent analytics.
  • The role of technology in changing Talent Management
    Social Recruitment. Rich-Media Simulations. Assessment Administration. Assessment Content. Learner Control. Virtual Communities. Evaluating Talent. Integrated Talent-Management Solutions. Self-Initiated Talent Management.
  • Tools to innovate and make talent sustainable
    The key practices for the five talent management areas. Four corporate HR roles in global Talent management.
Assessment Elements

Assessment Elements

  • non-blocking Class performance
  • non-blocking Homework 1: group presentation by given topic
    If a student missed the class, there no option to get a grade excepting for sickness absence, in this case, he/she should discuss extra activities with instructors.
  • non-blocking Exam in the LMS
Interim Assessment

Interim Assessment

  • Interim assessment (2 module)
    0.5 * Class performance + 0.25 * Exam in the LMS + 0.25 * Homework 1: group presentation by given topic
Bibliography

Bibliography

Recommended Core Bibliography

  • Collings, D.G., Mellahi, K., and Cascio, W. F. 2017. The Oxford Handbook of Talent Management // Eds. By Collings, D.G., Mellahi, K., and Cascio, Oxford University Press.

Recommended Additional Bibliography

  • Liu, Y. (2019). Research Handbook of International Talent Management. Cheltenham, UK: Edward Elgar Publishing. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2195053