| dc.description.abstract-en | 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. | cs |