Economy and society are continually changing, which entails a variety of influencing factors. The resulting trends constantly pose internal and external challenges to human resource management (HRM) in companies and demand continual development of HR strategies. The beginning of this thesis discusses the factors underlying the constant transformation in HRM and generating the new requirements in the recruitment and re-tention of potential employees.
Talent Relationship Management (TRM) is considered to be the current trend in recruit-ment and as an internal solution for setting the course for external challenges in HRM. In this thesis, the concept of TRM is presented as a strategic and systematic model of HRM to build and maintain relationships between employees and employers. Because TRM is still in its infancy, the literature lacks a clear and unified conception and definition of the approach. Different definitions and derivations of the literature are presented below. Fur-thermore, the current definitions are contrasted with the practical realization and imple-mentation of TRM. The elucidation of implementation strategies in practice is aimed at providing additional insight into the perception and implementation of TRM by compa-nies. Consequently, the opportunities and risks of TRM are discussed as a future recruit-ment instrument in HRM.
The relationship approach of talent relationship management is derived in the literature from customer relationship management (CRM). The third component of the work is comprised of exploring the parallels and differences between TRM and CRM with the aim of depicting future research implications.
Table of Contents
4 Problem and Objective of the Bachelor Thesis
5 From Personnel Management to Strategic Human Resource Management
5.1 Human Capital
5.2 Current trends and future challenges
5.2.1 Demographic change and the "war for talents"
5.2.2 Generation Y – a demanding generation
5.3 Personnel management as a marketing task
5.3.1 Employer branding – marketing staff
5.3.1.1 Influencing factors of employer branding
5.3.2 Trends in recruitment
5.3.2.1 Active sourcing
5.3.2.2 From "post and pray" to talent-oriented recruiting
6 Talent relationship management
6.1 From CRM to TRM - term definition
6.1.1 Objectives and use
6.2 TRM in practice
6.2.1 Drivers to implement TRM in companies
6.2.2 The TRM strategy and organization
6.2.3 Target groups of TRM
6.3 Instruments of TRM
6.3.1 The talent pool – the heart
6.3.2 Channels for making contact
6.3.3 Instruments of candidate retention
7 Risks and opportunities of TRM
7.1 Risks
7.2 Opportunities
8 TRM vs. CRM – a little comparison
8.1 "Market-pull" and "technology push" – the relationship approach
8.1.1 Database support and information systems
8.1.2 Research status of performance measurement
8.1.2.1 Performance measurement in companies
8.1.3 Implications for research
9 Summary and outlook
Objective and Research Focus
This thesis examines the role of Talent Relationship Management (TRM) as an emerging, strategic model within Human Resource Management, specifically addressing the challenges of personnel procurement and future talent retention in a changing economic landscape. The research centers on the following objectives:
- Analysis of the strategic transformation from traditional personnel management to proactive, marketing-oriented recruitment processes.
- Evaluation of TRM as a systematic model for building and maintaining long-term relationships with potential, current, and former employees.
- Comparison of TRM principles with Customer Relationship Management (CRM) to identify parallels and structural differences.
- Investigation of practical implementation challenges, including the integration into existing HR organizational structures and the necessity of IT-based database support.
Excerpt from the Book
6.3.1 The talent pool – the heart
The talent pool is the basis of TRM and resembles a database in which all relevant information is stored and processed on potential candidates, with a view to systematically managing and maintaining contact with potential and attractive candidates (von Dewitz A. , 2006). With the accumulation and processing of relevant information on potential candidates, the establishment of a company's own network is supported for efficient and sustainable recruitment of candidates who are involved in different contact relations with the employer (Trost, 2012; Fischer, 2011; von Dewitz, 2006; Interview III, 2016).
Using an information technology database solution, it is possible to gather information that goes beyond candidates' CVs. By obtaining and understanding information by means of database support on individual preferences of contact, registration of contact, interest in certain business areas and job offers, interest in training opportunities and personal interests, it is possible to form an individual relationship and retention structure as well as a targeted approach to different target groups (Fischer, 2011; Interview II, 2016; Interview III, 2016; Interview IV, 2016; Interview V, 2016).
With the implementation of a talent pool, a company can actively address a candidate in their own network before a vacancy is advertised externally (Wolter, 2007; von Dewitz, 2006; Interview II, 2016).
Summary of Chapters
4 Problem and Objective of the Bachelor Thesis: This chapter introduces the shift in economic and societal trends as catalysts for new HR challenges and defines the scope of TRM research.
5 From Personnel Management to Strategic Human Resource Management: This section discusses the increasing importance of human capital and the transition toward a long-term, optimization-focused HR strategy to counter external challenges like demographic shifts.
6 Talent relationship management: This chapter defines TRM as a strategy for maintaining individualized, mutually valuable relationships with current and potential employees, supported by information systems.
7 Risks and opportunities of TRM: This section evaluates the potential advantages of TRM for competitive positioning while highlighting the risks involved in simple applications of CRM-derived concepts to labor relations.
8 TRM vs. CRM – a little comparison: This chapter analyzes the derivation of TRM from CRM, focusing on the "market-pull" and "technology-push" parallels in their respective developments.
9 Summary and outlook: The final chapter synthesizes the research findings, confirming the transition toward proactive talent orientation and identifying the need for further theoretical and empirical research.
Keywords
Talent Relationship Management, TRM, Human Resource Management, HRM, Recruitment, Employer Branding, Human Capital, Talent Pool, Generation Y, Active Sourcing, Candidate Experience, Demographic Change, Relationship Marketing, Performance Measurement, Workforce Retention.
Frequently Asked Questions
What is the core focus of this thesis?
The work focuses on the conceptualization of Talent Relationship Management (TRM) as a modern, strategic recruiting model intended to replace passive, vacancy-oriented recruitment with a relationship-based approach.
What are the primary themes covered in the research?
The main themes include strategic human resource transformation, employer branding, the impact of demographic change on labor markets, and the role of IT and database solutions in managing talent relationships.
What is the primary objective of this bachelor thesis?
The objective is to present TRM as a systematic model for managing relationships with employees, while identifying both the opportunities it presents for companies and the risks derived from its early stage of adoption.
Which methodology is applied in this research?
The research relies on an analysis of academic literature combined with qualitative data derived from interviews conducted with professionals in the fields of employer branding and recruitment.
What does the main body of the work address?
The main body treats the internal and external drivers of TRM, the categorization of TRM processes into collaborative, operational, and analytical domains, and the comparison of TRM with CRM.
Which keywords best characterize this work?
The work is defined by terms such as Talent Relationship Management, Active Sourcing, Employer Branding, Human Capital, and Talent Pool.
How does the "war for talents" influence the adoption of TRM?
The "war for talents," driven by demographic shifts and skill shortages, acts as a primary catalyst for companies to shift from reactive "post and pray" recruiting to building proactive, long-term pipelines of potential talent.
Why is the "talent pool" considered the heart of TRM?
The talent pool serves as the database foundation where individual candidate preferences, skills, and contact history are processed, enabling companies to target and approach candidates with relevant, personalized offers.
- Arbeit zitieren
- Katharina Beck (Autor:in), 2016, Talent Relationship Management as a Future Recruiting Tool in the Human Resource Management, München, GRIN Verlag, https://www.grin.com/document/1247476
