{"id":11987,"date":"2018-06-11T19:40:00","date_gmt":"2018-06-11T19:40:00","guid":{"rendered":"https:\/\/www.sisinternational.com\/the-global-talent-crunch-a-white-paper-by-ruth-stanat\/"},"modified":"2026-01-26T14:20:15","modified_gmt":"2026-01-26T19:20:15","slug":"globalny-kryzys-talentow-biala-ksiega-autorstwa-ruth-stanat","status":"publish","type":"post","link":"https:\/\/www.sisinternational.com\/pl\/globalny-kryzys-talentow-biala-ksiega-autorstwa-ruth-stanat\/","title":{"rendered":"Badania rynku zarz\u0105dzania talentami"},"content":{"rendered":"<figure class=\"gb-block-image gb-block-image-864c5eaf\"><img loading=\"lazy\" decoding=\"async\" width=\"1456\" height=\"816\" class=\"gb-image gb-image-864c5eaf\" src=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Focus-group-meeting-5.jpg\" alt=\"SIS Mi\u0119dzynarodowe badania rynku i strategia\" title=\"Focus group &amp; meeting (5)\" srcset=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Focus-group-meeting-5.jpg 1456w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Focus-group-meeting-5-300x168.jpg 300w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Focus-group-meeting-5-1024x574.jpg 1024w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Focus-group-meeting-5-768x430.jpg 768w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Focus-group-meeting-5-18x10.jpg 18w\" sizes=\"auto, (max-width: 1456px) 100vw, 1456px\"><\/figure>\n\n\n\n<p><\/p>\n\n\n\n<p>One of the most daunting challenges in today\u2019s global economy is the \u201cTalent crunch\u201d and challenges in scouting, recruiting, and growing talented people in your firm. Ageing societies are struggling to find qualified people to run complex and high-technology processes.<\/p>\n\n\n\n<p>Attracting and retaining talent can mean the difference between success and failure in today&#8217;s fast-paced global economy.\u00a0 Significant trends are impacting HR management functions, including the rise of Artificial Intelligence, Data Science, Automation and Algorithms.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Znaczenie zarz\u0105dzania talentami<\/h2>\n\n\n\n<p>Zarz\u0105dzanie talentami jest istotne z nast\u0119puj\u0105cych powod\u00f3w:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>The HR function is considered <a href=\"https:\/\/www.sisinternational.com\/pl\/ekspertyza\/branze\/b2b-strategic-content-white-paper-writing\/\" title=\"B2B Strategic Content &amp; White Paper Writing Company\"  data-wpil-monitor-id=\"11023\">strategic by more and more companies<\/a>.<\/li>\n\n\n\n<li>Specjali\u015bci ds. kadr nadal uwa\u017caj\u0105, \u017ce ich pracownicy nie s\u0105 odpowiednio przygotowani do realizacji przysz\u0142ych plan\u00f3w firm.<\/li>\n\n\n\n<li>HR management has embraced software and <a href=\"https:\/\/www.sisinternational.com\/pl\/rozwiazania\/podroze-turystyka-hotelarstwo-doradztwo\/hotel-management-company-market-research-strategy-consulting\/\" title=\"Badania rynku i doradztwo strategiczne dla firm zarz\u0105dzaj\u0105cych hotelami\"  data-wpil-monitor-id=\"11020\">management tools but many companies<\/a> use manual tools and processes.<\/li>\n\n\n\n<li>Technology-enabled <a href=\"https:\/\/www.sisinternational.com\/pl\/rozwiazania\/badania-rynku-i-doradztwo-strategiczne-w-zakresie-sztucznej-inteligencji\/human-resources-talent-management-automation-artificial-intelligence-consulting\/\" title=\"Zasoby ludzkie i zarz\u0105dzanie talentami Automatyzacja i doradztwo w zakresie AI\"  data-wpil-monitor-id=\"11024\">automation of discrete talent<\/a> functions is providing significant opportunities for cost containment.<\/li>\n\n\n\n<li>Cross-functional HR metrics leveraging workforce analytics can provide an advantage.<\/li>\n\n\n\n<li>Pokolenie Millenials\u00f3w cz\u0119\u015bciej zmienia prac\u0119, co sprawia, \u017ce pozyskiwanie talent\u00f3w i zatrzymywanie pracownik\u00f3w w dziale HR ma kluczowe znaczenie<\/li>\n\n\n\n<li>Coraz wi\u0119kszego znaczenia nabieraj\u0105 pomiary i zarz\u0105dzanie wska\u017anikami, kluczowymi wska\u017anikami efektywno\u015bci i analiza si\u0142y roboczej.<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">Pozyskiwanie talent\u00f3w<\/h2>\n\n\n\n<p>A robust Talent Management function within a company hires beyond the traditional model of looking only at skills; instead, they hire by \u201ctalent.\u201d Focusing on defining the talent needed to reach organizational goals and building a plan to make certain you have the talent available are the crucial first step in a robust TM function.<\/p>\n\n\n\n<p>Ich podej\u015bcie wykracza poza podej\u015bcie zewn\u0119trzne. Menad\u017cerowie musz\u0105 by\u0107 w stanie pozna\u0107 w\u0142asne talenty, co wymaga du\u017cej introspekcji. Pewny siebie lider nie ma problemu z zatrudnianiem ludzi lepszych od siebie.<\/p>\n\n\n\n<p>As part of a company\u2019s long-term Talent Management procedures, much of the scouting process involves getting both managers and members of Generation Y on board. Generation Y has fundamentally different objectives in their behavior, outlook and interaction in the workplace. Generation Y, as a baby boom generation, is widely considered one of the most important generations in advancing a rapidly ageing workforce.<strong><br><\/strong><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Integracja pokolenia Y w miejscu pracy<\/h2>\n\n\n\n<p>SIS has built a model that proactively integrates very talented members of Generation Y in creative development, <a href=\"https:\/\/www.sisinternational.com\/pl\/the-impact-of-desk-research-on-strategic-decision-making\/\" title=\"The Impact of Desk Research on Strategic Decision-Making\"  data-wpil-monitor-id=\"11025\">strategic planning and research<\/a>. Essentially, the goal is to harness both the strengths of older and younger generations, while minimizing the intergenerational tensions that often arise in corporate settings.<\/p>\n\n\n\n<p>Embracing Generation Y is one possible method. For example, at SIS, managers fully embrace the youth. We provide them with an uncommon opportunity for experience and confidence to allow them the opportunity to thrive. And through their perspectives, we have considered many new initiatives that have continued to our success, our commitment to innovation and ability to provide high degrees of client value. But, what works in our company may not work in others. It is a matter of striking the right balance between strategy and culture.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Making Your HR Function More Strategic<\/h2>\n\n\n\n<p>The Talent Management function certainly considers necessary skills and the candidates\u2019 ability to grow their skills, applying them to core business processes and leading change. Talent Managers analyze the candidate\u2019s ability to fit within the corporate culture, viewing corporate culture as a valuable competitive advantage. For certain companies, integrity, responsibility and character are important in ensuring that the company\u2019s long-term interests will be fulfilled. For example, many financial services firms look to ensure that their new talent are group-oriented to minimize self-serving behavior that could potentially endanger their firms.<\/p>\n\n\n\n<p>Aligning talent with corporate <a href=\"https:\/\/www.sisinternational.com\/pl\/the-nigerian-market-cultures-effect-on-business\/\" title=\"The Nigerian Market: Culture&#8217;s effect on Business\"  data-wpil-monitor-id=\"11019\">culture is not fluffy marketing<\/a> jargon. A strong corporate culture with employees on board contributes to strong <a href=\"https:\/\/www.sisinternational.com\/pl\/global-competitive-intelligence-blueprint-by-ruth-stanat-competitive-intelligence-magazine\/\" title=\"Globalna firma zajmuj\u0105ca si\u0119 wywiadem konkurencyjnym\"  data-wpil-monitor-id=\"11022\">competitive advantages in companies<\/a> like Southwest and Apple.<\/p>\n\n\n\n<p>W korporacjach o sztywnych strukturach organizacyjnych cz\u0119sto mo\u017ce by\u0107 znaczna liczba utalentowanych ludzi. Ale kiedy utalentowani profesjonali\u015bci nie czuj\u0105 si\u0119 doceniani, szanowani lub nie czuj\u0105 wystarczaj\u0105cej swobody, aby wymy\u015bla\u0107 i wdra\u017ca\u0107 kreatywne pomys\u0142y.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Pomiar warto\u015bci w zarz\u0105dzaniu talentami<\/h2>\n\n\n\n<p>Wiele firm naciska na budowanie \u015brodowisk, kt\u00f3re piel\u0119gnuj\u0105 silne relacje z pozyskiwaniem talent\u00f3w. Dzieje si\u0119 tak ze wzgl\u0119du na ogromn\u0105 warto\u015b\u0107 talentu w dzia\u0142alno\u015bci firmy i konkurencj\u0119, kt\u00f3ra mo\u017ce powsta\u0107, je\u015bli pozyskiwanie talent\u00f3w nie zostanie zaspokojone. Ponadto firmy chc\u0105 mie\u0107 pewno\u015b\u0107, \u017ce ich talent b\u0119dzie si\u0119 rozwija\u0142, nawet je\u015bli kultura korporacyjna jest sztywna. Wiele firm uwa\u017ca, \u017ce najlepszym sposobem na to jest stworzenie dla swoich utalentowanych pracownik\u00f3w sieci silnych relacji opartych na prawdzie, niezawodno\u015bci i zaufaniu.<\/p>\n\n\n\n<p>Firmy mog\u0105 teraz u\u017cywa\u0107 zintegrowanych, z\u0142o\u017conych intranet\u00f3w do udost\u0119pniania wiedzy, aby umo\u017cliwi\u0107 swoim pracownikom kontakt z utalentowanymi ekspertami w ca\u0142ej korporacji w celu natychmiastowego rozpowszechniania wiedzy technicznej na wysokim poziomie. Wniosek z tego jest taki, \u017ce wdra\u017canie proces\u00f3w pozwala firmie <em>natychmiast<\/em> wykorzysta\u0107 i wykorzysta\u0107 ich talent.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">A long-term perspective<\/h2>\n\n\n\n<p>Talent Management is a long-term process, with three potential ways to continually cultivate their talent:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Przekwalifikowa\u0107<\/strong> \u2013 musimy przeszkoli\u0107 ludzi i upewni\u0107 si\u0119, \u017ce maj\u0105 oni odpowiednie zasoby do wykonania zada\u0144<\/li>\n\n\n\n<li><strong>Zmiana po\u0142o\u017cenia<\/strong> \u2013 do not discard antiquated talent, but help reposition them periodically according to their strengths within the company<\/li>\n\n\n\n<li><strong>Odchodzi\u0107<\/strong> \u2013 plan with your staff their retirements and futures to <a href=\"https:\/\/www.sisinternational.com\/pl\/b2b-customer-experience-the-ultimate-guide-to-building-loyalty-that-lasts\/\" title=\"B2B Customer Experience: The Ultimate Guide to Building Loyalty That Lasts\"  data-wpil-monitor-id=\"11021\">build goodwill and loyalty<\/a><\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">O badaniu rynku zarz\u0105dzania talentami<\/h2>\n\n\n\n<p>Talent <a href=\"https:\/\/www.sisinternational.com\/pl\/ekspertyza\/branze\/badania-rynku-zarzadzania-flota\/\" title=\"Badania rynku zarz\u0105dzania flot\u0105\"  data-wpil-monitor-id=\"5914\">Management Market Research<\/a> provides data, insights and strategies to drive performance with your company&#8217;s most valuable resources &#8212; your team.\u00a0 We conduct Qualitative Research, Quantitative Research, and Strategy Research.\u00a0 In Qualitative Research, we <a href=\"https:\/\/www.sisinternational.com\/pl\/rozwiazania\/badania-rynku-w-grupie-fokusowej\/how-to-conduct-a-focus-group\/\" title=\"Jak przeprowadzi\u0107 grup\u0119 fokusow\u0105\"  data-wpil-monitor-id=\"11018\">conduct Focus Groups<\/a>, In-Depth Interviews, Workplace Ethnography, and Online Communities.\u00a0 In Quantitative Research, we conduct employee surveys and surveys with prospective candidates.\u00a0 In Strategy Research, we conduct research into the competitive landscape, competitive analysis, <a href=\"https:\/\/www.sisinternational.com\/pl\/ekspertyza\/branze\/telecommunication-market-research\/\" title=\"Badania rynku telekomunikacyjnego (5G i 6G)\"  data-wpil-monitor-id=\"4516\">Badania mo\u017cliwo\u015bci rynkowych<\/a>, and Market Sizing.<\/p>","protected":false},"excerpt":{"rendered":"<p>Dowiedz si\u0119, w jaki spos\u00f3b zarz\u0105dzanie talentami mo\u017ce by\u0107 przewag\u0105 konkurencyjn\u0105 Twojej firmy.<\/p>","protected":false},"author":1,"featured_media":62667,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[292],"tags":[],"class_list":["post-11987","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategy","generate-columns","tablet-grid-50","mobile-grid-100","grid-parent","grid-50"],"_links":{"self":[{"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/posts\/11987","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/comments?post=11987"}],"version-history":[{"count":7,"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/posts\/11987\/revisions"}],"predecessor-version":[{"id":81803,"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/posts\/11987\/revisions\/81803"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/media\/62667"}],"wp:attachment":[{"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/media?parent=11987"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/categories?post=11987"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.sisinternational.com\/pl\/wp-json\/wp\/v2\/tags?post=11987"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}