this is a review of the research paper

1. Talent management in Russian companies: domestic challenges and
international experience
This study investigate talent management practices in domestic and foreign companies working
in Russia and their influence on organizational performance.
There is great variety of definitions of talent and this raises question that how it can be linked
with the organization performances, these definitions does not provide a clear image that what
factors support effective practices. First is to analyse the definition of TM and then to find out
the similarities and differences between TM and HRM practices.
What are the main factors that influences TM practices, and other cultural and organizational
barriers that affect the implementation of TM practices? In this paper the researcher is
discussing the phenomenon of TM practices in domestic and foreign companies. And analysing
the factors that influence TM practices. The definition of this researcher is, TM as a set of
activities aiming to attract, develop, motivate and retain people within an organization.
The main objective of the paper is to discover both the differences and peculiarities in TM
practices in Russian and foreign companies regarding factors influencing TM implementation.
The main research question is to find out that there exist any TM practices? Difference between
foreign and domestic approaches for TM practices implementation? And find some correlations
between TM practices and a company’s result.
Dimensions Talent management Human resources management
Focus Special’ workers All workers
Place ‘the right people into Yes Yes
the right roles’
Emphasize Segmentation Egalitarianism
Practices Severalfunctional areas of All functional areas of
people management People management
HR role in company Partner Supporter
Top management involvement Active for ‘special’ category Active for all groups of
of employees employees but some
time low
low attention
Work environment Flexible in most cases Formal or flexible
Integrations with business strategy Yes Yes

2. Talent management phenomenon
The concept of TM gained main acceptance in 1997 when the term ‘the war for talent’ was
coined by McKinsey consultants (Michaels, Handfiels-Jones and Axelrod 2001). Since
then, the topic of TM has become more important and critical than ever for organizational
strategic success (Boudreau 2005) and is gaining top priority for organizations across
countries (Bhatnagar 2008). Researcher has identified factor that are associated with TM are
managerial and professional talent and the growth of emerging markets demands for high
competitive employees who can best operate in different culture and geography.
Talent management versus human resource management:
TM is rooted in the concept of HRM, HRM is about how to manage people in the organization.
While talent management is to manage highly potential people in the organization. The talented
people shows exceptional abilities. That need to be motivated, developed and promoted. Hence
TM is a collection of HRM practices with more focus on those individuals, high potential
employees. This is a transition from traditional “equal” HR approach to “special” approach.
Factors influencing talent management in Russia:
TM in Russia is influenced by a number of institutional and cultural factors. There are many
cultural and organization barriers to TM practices implementations. Management also not
focusing on the development of talent pools they think that this is wasting of money and time.
They are not considering talented people for different decision making and other activities
because of their old authoritative and bureaucratic leadership style. Some domestic firms try to
raise their TM practices but they face the problem of cultural and subsidiary headquarter
cooperation.
Russia job market can also be characterized as WAR OF TALENT because of intangible assets
in different industries like trade names, technologies and knowledge. The globalization and the
enlargement of the business has increased the need to hire potential and skilled people from
the market to get competitive edge.
Research Question:
Research question 1a. Is there some particular (or precise) understanding of TM phenomenon
in Russian companies?

3. Research question 1b. Are there any differences between TM practices in Russian and foreign
companies? If so, what are they?
Research question 2. What factors influence successful TM implementation? How are they
affected by cultural and institutional factors in the Russian context?
Findings and Discussion:
As the review of TM literature revealed the lack of clarity regarding the definition of talent and
factors influencing it (Michaels et al. 2001; Kesler 2002), and considering it is a very important
issue to analyse (Lewis and Heckman 2006), we found that this was also the case with Russian
and foreign companies. All the answer were divided in six categories, (23%) Russian and
(10%) foreign companies define that talent is innate. 27% Russian and 17% foreign companies
consider that talent is a knowledge and it can be developed. The third category is that talent is
innate that can be developed. The forth category of talent is performance some companies
indicated that it is the ability to achieve high results with minimum cost and time with more
effectiveness and less efforts. Some of the companies indicated talent as high potentials. In
Russian companies, managers more often define talent as gifted ness and knowledge, while in
foreign organizations talent is described by potential and performance and knowledge.
Russian and foreign companies remarks that they have no agreed definition of TM. So these
companies having no agreed definition of TM that why they cannot practice it. Russian
companies have no precise understanding of TM. These have an individual approach towards
it. While the foreign companies exercise the general TM strategy.
Factor s for successful talent management implementation:
In a survey analysis we find out 20% best performers amongst Russian and 20% amongst
foreign companies. Best performers are from those companies who said that in comparison for
the last five years their revenue, customer’s satisfaction, profitability and market share are
better. They considered that this because of managing talents. The factors identified by these
subgroups are (1) analysis; (2) understanding; (3) involvement; (4) support and (5) elaboration.

4. Talent management and a company’s performance:
To determine the link between TM and company’s performance the researcher had taken such
measures of economic effectiveness as market share, customer satisfaction, profitability and
economic growth. The factor analysis has shown that it exist. The researcher has chosen the
company’s performance as dependent variable and talent management as independent variable.
They used regression analysis to test the hypothesis. The results show that the relationship
between company’s performance and TM exist.
References:
Bhatnagar, J. (2008), ‘Managing Capabilities for Talent Engagement and Pipeline
Deveopment,’ Industrial and Commercial Training, 40, 19–28.
Boudreau, J.W. (2005), ‘Talentship and the New Paradigm for Human Resource Management:
From Professional Practices to Strategic Talent Decision Science,’ Human Resource
Planning,
Michaels, E., Handfiels-Jones, H., and Axelrod, B. (2001), The War for Talent, Boston, MA:
Harvard Business School Press.
Kesler, G. (2002), ‘Why the Leadership Bench Never Gets Deeper: Ten Insights About
Executive Talent Development,’ Human Resource Planning, 25, 32–44.