Czech University of Life Sciences Prague



JEL classification

  • Personnel Management; Executives; Executive Compensation
  • Personnel Economics: Other


development, mind map of talent management, Acquisition, retention, talent management


The wish of every organization is to achieve in advance stated objectives and to fulfill its tasks successfully. In order to be able to carry out its intentions, the organization has to employ all its resources – people, materials, technique and technologies, capital as well as methods – as efficiently as possible. A key element in the fulfillment of in advance stated objectives and achieving organization's required performance efficiency are human resources, mainly talented individuals. These employees contribute to a large extent to the implementation of strategy and to organization's economic objectives. There is therefore a need that the organization pays the increased attention to them, concentrates on comprehensive and systematic work with them and applies the system of talent management in the organization. It is just talent management in the context of human resources management in the organization what this paper is focused on. It is based on a prerequisite that a well-adjusted and working system of management may enable to the organization to survive and grow in the existing competitive and globalized business environment, outstrip the existing competition, raise substantially its added value, and to implement a competitive advantage. The article is aimed, on the basis of available theoretical information and the existing practical experience, not only at describing the nature, significance, benefits and particular processes of talents management (their acquisition, development and retention) but mainly at bringing information on the scope and the level of use of talent management by organizations in the Moravian-Silesian Region. On the basis of data acquired by a questionnaire survey it has been found out that organizations in the above-mentioned region are implementing the system of talent management on a small scale: this approach is used by 3.8 % of organizations only that is 9 from 237 (100 %) of the approached respondents. The main reasons why this approach is not used is either that organizations have no knowledge of it or there is lack of financial and personnel resources. In the article recommendations suggested by the author can be found for a wider application of talent management in the Czech practice. The text also includes a schematic illustration of logical sequence, continuity and interconnection of areas, sub-areas as well as activities of the specified approach – a mind map of talent management in the organization.