Students’

views on
Talent
Management
Björk Löf, Marcus
Virta, Damon
Westpahl, Gustav
et.al.
This report has been developed with support from
Forum för industriell byggnadskonst (FIND) at
KTH.

TRITA-FOB-Report 2011:2
Copyright The authors
US-AB, Stockholm, 2011

1
Preface
This publication was created during the fall of
2011 as a part of the course Knowledge
Management and Evaluation within the program
Civil Engineering and Built Environment at KTH
in Stockholm. It was written by us, 21 students
from different culture and continents; Europe, Asia
and Africa. At that time we were studying the last
year within the track Architectural Design and
Construction Project Management and were
therefore on our way out to the labor market. We
had all different backgrounds and varied
experiences from the industry through internships,
trainee and mentor programs.

We would like to give a special thanks to our

course examiner Tina Karrbom Gustavsson, PhD.
Senior Lecturer at KTH, for all her help, supportive
ideas and useful feedback. We would also like to
express our gratitude towards Väino Tarandi,
professor at KTH and Örjan Wikforss, professor at
KTH, for their expertise and helpful input. Finally,
we would like to thank the participating companies
for devoting their time and generous sharing of
knowledge.

2
Joseph Aho
Sara Alizadeh Amirbeigi
Marcus Björk Löf
Fantahun Demdime
Therése Edén
Fabrizio Galliano
Ivica Kojadinovic
Frida Krantz
Valeriy Matouzko
Elin Mattsson
Natapatchara Methanivesana
Anders Ragnerstam
Jiamei Ren
Vidar Sandström
Salih Sen
Christofer Sjöstrand
Sara Sundelin
Susanna Ternstedt
Damon Virta
Gustav Westphal
Muharrem Firat Yilmaz

3
Table of Contents

INTRODUCTION ......................................................6
PURPOSE AND METHOD ......................................7
THE FAME MODEL ................................................9
Q1. What is a talent and what is talent
management? .....................................................11
FINDING .............................................................. 15
Q2. How can a company find talented
individuals? ........................................................ 15
ATTRACTING .....................................................18
Q3. What can a company do to attract
talents? ............................................................... 18
MANAGING ......................................................... 24
Q4. What can a company do to keep talented
individuals within the company? ........................ 25
EXTRACTING .....................................................28
Q5. How can knowledge sharing enhance
Talent management? ..........................................28
IMPLICATIONS..................................................32
Q6. What are the advantages with Talent
management? .....................................................32
Q7. What are the possible problems with
Talent management? ..........................................34

4
CONCLUSION ......................................................... 36
APPENDIX 1 ............................................................ 38
APPENDIX 2 ............................................................ 39
REFERENCES ......................................................... 42

5
Introduction
This publication gives a reflective view on Talent
Management within the construction industry in
Sweden.

During the recent years, construction and

consultant companies within the industry has put
an increasing focus on the importance of having
skillful employees within the organization. The
baseline of success in an organization has shifted
from being measured by the strength of the
structural capital towards being defined by the
collected knowledge of the employees i.e. the
human capital. As a result of this shift a parallel
demand of having management disciplines to
handle the human capital has risen. This is where
the concept of talent management has come into
focus.

Talent management, as a concept, has diverse

meaning to different companies within the
industry, which is reflected in their practice.

We believe that if talent management is to be

implemented in an effective way, many parts of the
company’s organization have to be involved. It has

6
to be integrated with knowledge management and
the corporate culture. Talent management deals
with the employees and their entire careers, which
of course is different depending on the age,
experience, and personality of each employee.

To give a picture of what we consider talent

management to be we have created a model that
gives an overview on the connections between
talent management, knowledge management and
an employee’s lifecycle.

Purpose and Method

The purpose of this publication is to be informative
and reflective on the subject of talent management.
It aims to contribute to an increasing awareness
and development of talent management within the
construction industry. To do this we have turned to
a group that are highly involved on the subject; our
self.

Being fifth year Construction Management and

Architectural Design students at KTH with
experience of career fairs, recruiting programs and
internships, we think that we can provide valuable
input to our potential employers. Our work has

7
relied on dialog seminars, a collaborative
environment, interviews, literature studies and
statistics from master students within the section
for the Built Environment. This has been the
foundation from which we have produced adequate
questions with reflective answers on the subject.

8
The FAME Model
The FAME-model will be the foundation from
which we elaborate on the concept of Talent
Management. It was created by Damon Virta, a
fifth year Construction Management and
Architectural Design student at KTH, and one of
the editors of this publication. Its purpose is to give
an illustrative view of how we students perceive
Talent Management and how it is related to the
construction industry and the life cycle of an
employee. The model consists of four different
roles that have a key influence when considering
Talent Management; Prospect, Employee, Senior
and Company.

The Prospect
Is an individual with potential talent that can be
valuable for the company by providing new

9
insights and innovative ideas. This person is not yet
under the company’s employment and can be of
any age varying from a newly graduated student to
a senior who is interested in changing career paths.

The Employee
Is an individual who is employed by the company
because of the potential that person has or the
experience that the person possesses. This person
will eventually develop and evolve into a skillful
professional within a certain field and will become
a vital part of the company’s human capital.

The Senior
Is an individual with valuable experience and tacit
knowledge. This person is considered a key part of
the company’s human capital, nevertheless this
person could be someone approaching retirement
or is in some other way leaving the company in a
near future.

The Company
The company is described as one entity that
includes praxis, structures, structural and human
capital.

10
All of these roles are illustrated in the FAME-
model and connected with four different processes;
Finding, Attracting, Managing and Extracting.
Together they form the life cycle of a talent, which
will be the foundation for the structure of this
publication, where we try to clarify the concept of
Talent Management

Q1. What is a talent and what is talent

management?
To lay the foundation for further reflections on the
subject of talent management, it is important for us
to state what we consider a talent. We argue that
talents are basically people with aptitude and better
intuition about a certain area. Everybody can be a
talent; however the talent has to be matched with
the correct task in order to achieve the best result.

According to Buckingham and Coffman,

researcher, business consultants and coauthors of
“First, Break All the Rules, What the World's
Greatest Managers Do Differently”, a talent is:

“Any recurring patterns of behavior that can be

productively applied are talents. The key to

11
excellent performance, of course, is finding the
match between your talents and your role “.

Hence, the potential talent will become a talent

when put into the right environment within the
company, which enables the talent to develop
according to his or hers potential.

It is almost impossible to give a straight answer to,

or a correct definition of what the concept of talent
management is. The difficulty in defining the
concept lies in the diverse perception of the
practitioner. Anyhow, Nancy R. Lockwood, an
international human resources director for the New
York State SHRM council and co-founder of the
International Human Resources Special Interest
Group, writes a definition that coincides with our
perception of the subject:

“Talent Management is the implementation of

integrated strategies or systems designed to
increase workplace productivity by developing
improved processes for attracting, developing,
retaining and utilizing people with the required
skills and aptitude to meet current and future
business needs.”

12
In addition we believe that in order for above
mentioned utilization part to function successfully,
theories from knowledge management has to be
applied. Knowledge management contains theories
and strategies that deal with the problems of
extracting, sharing, preserving and maintaining
knowledge within the organization. The ambition
should be for the companies to create the best
opportunities to extract and process knowledge
from talented individuals. This step can be found in
the extraction part in the FAME model.

In order for the talented employee to be able to

grow and develop, an environment of knowledge
sharing has to be created where the individual can
easily extract and process useful knowledge from
the organization. This step is placed in the
managing part of the FAME model.

The FAME model implies that talent management

is a process where companies use different
strategies and solutions to attract skilled
individuals on the market. The goal is to gain
knowledge to develop the organization and to
enhance talent development and motivation.

13
This could result in making business more
competitive with the right employee on the right
job, making more money and reducing internal
risks in recruiting etc. It is therefore not primarily a
matter of setting up the right organs in the
organization but to create work processes and
support systems that stimulate the diverse
dimensions of talent management.

14
FINDING
Almost every company is continuously searching
for employees with potential that could evolve into
a skillful professional, which can help the company
to become more profitable and innovative. To be
able to know if a specific person is right for the
company, the company has to know what kind of
knowledge they already have in-house and what
they are in need of now and in the future. This
must be done in order to make the recruitment
process efficient. This section will discuss different
methods to find these potential talents, or as we
choose to call them; prospects.

Q2. How can a company find talented

individuals?
Our perception of the finding process is mainly
based on the following three steps:
What to look for
Where to look
Who to choose

In order to know where and who to find in the

recruitment process the company has to first of all
know what is needed within the company, both
long and short term. This process is completely

15
internal and managed by the companies HR-
department or equivalent. Once the specific need
has been pinpointed the process of knowing where
to look begins.

To be able to find the specific individual that the

company needs, the first task should be to narrow
the search pool of potential prospects. There are
four areas in particular from where this gap can be
filled. First, the company should search for
prospects in-house. Second is to search for
individuals on the job market. If for some reason
this person cannot be identified, the company can
search amongst the competitor’s employees within
the same industry. This option can be more
difficult to succeed in, since greater incentives
might be needed for that person to leave the
competitor. The final option is to search the
academia for prospects that could be shaped and
evolved into a future skilful professional.
Graduated students or soon to be graduates can
also provide new insights which the company
needs for further development.

Once the search pool has been defined, the

company should focus on who to choose within
that pool. Due to the fact that we are students we

16
are best suited to elaborate on the academic part of
the finding process. To be able to find the right
person within the academia we suggest two main
methods.

Career fairs are an excellent way of distinguishing

which students are worth focusing on when
searching for the right individual. Both parties can
benefit from these career fairs, students get a good
overview of which companies to choose from and
what they can offer. Companies on the other hand
get personal contact with the search pool and could
evaluate both the pool and the individuals within.

The second method of finding the prospects is by

internships. These programs offer a way to
evaluate how the prospect performs in an actual
work environment. This enables the company in an
easy and inexpensive way to see if that person is
able to perform as expected, without any long-term
obligations. The prospect can in return form a
perception of what the company can offer and if
they can live up to their expectations. What the
companies may not know is that these methods of
finding the right prospects is also, from a student’s
point of view, a good way of attracting us.

17
ATTRACTING
In order for a company in the construction industry
to survive they will eventually need to recruit.
However the time period for this differs between
larger and smaller companies. The industry is
affected, like many other industries in Sweden, by
the generation shift caused by the retirement of the
1940’s baby-boom generation. This recruitment
will also occur for many other reasons such as
company growth, changed focus or just
replacements. It may both include junior staff from
universities with comparatively little experience
and senior staff from the industry with many years
of experience. However, a talent by our previous
definition can be any individual having potential,
which implies that they can be anything from
newly graduated to someone approaching
retirement age. This section will primarily focus on
how companies can attract young professionals.

Q3. What can a company do to attract

talents?
This is a question that has been discussed many
times in our class and with the interviewed
companies. There are a number of aspects in a
company that can attract a newly graduated KTH

18
student. From class discussions ten different
aspects arose that we would consider when
choosing an employer.

In order to get a better view of how these aspects

are prioritised by students who are about to start
working in the construction industry, we have
made a survey. This consisted of a questionnaire
where we asked the participants to rank these ten
statements from 1 to 10 depending on how
important it was for them when choosing an
employer. The aspect ranked as number one is the
one considered the most important and ten the least
important. The questionnaire was then distributed
to students in their last year of master studies,
taking one of the programmes within the Built
Environment section.

The result was 70 replies and the diagrams and

tables chosen to illustrate these results are shown in
Appendix 1 & 2. However, below the ranking of
the aspects considered most important are shown:

1. High salary
2. Personal development
3. Career opportunities

19
 4. Good co-workers and atmosphere
5. Location of worksite
6. A mentoring organisational structure
7. Company benefits (bonuses, funds,
pension, shares and awards)
8. Trainee programs and other personnel
training
9. Attractive company profile
10. Possibilities to work internationally

The list above was based on the lowest average

score that each aspect got, which can be seen in
Appendix 1. The lower the average was, the more
important the aspect was considered.

As shown in the list above the first aspect

considered is the salary, which on the other hand is
likely to be a big improvement compared to the
average student’s income.

To support this conclusion we have Table 2 in

Appendix 2 where the three aspects that got the
most top three choices was salary, career
opportunities and personal development. Hence,
possibilities to climb the corporate ladder and
having a clear career path as well as being able to

20
acquire new skills and knowledge, will be
important aspects to consider. Here either a larger
company that can offer work in a wide range of
different positions or a smaller specialized
company that requires more multi-skilled
individuals could gain a competitive edge in the
attracting process.

A larger company may provide better trainee

programs and training for their staff. On the other
hand smaller companies might have better
communication between the top and bottom layers
of the organisation, meaning that they can provide
a more open environment and stimulate employees
to take greater responsibilities and hence develop
faster.

The fourth aspect is a bit more abstract; this

includes things like personal chemistry amongst
co-workers and “having fun” at work. This is
something that can vary quite a lot between all
companies, whether small or large, since it depends
on every individual employee. However, a
company should try to promote good relations
between employees by having team building
activities, which are mentioned below in Question
4.

21
The company’s geographical location (office or
project site) ended up as the fifth aspect. The
location affects the time it takes to travel to work
and the surrounding area will have effects on
employees’ well-being and services available to
them.

At sixth place a mentoring organisational structure

is found. This can partly be connected to the
company policy and point number four.
Nonetheless, a mentoring structure is more focused
on getting junior and senior employees to interact
and exchange knowledge in a professional way.

Next on the list, surprisingly enough is company

benefits. There are a variety of different benefits
that can be offered the employees, which can act as
incentives to both join and stay in the company.
These benefits can include things like different
funds (incl. pension funds), becoming a
shareholder, awards such as employee of the month
and bonus programs. This was something that was
expected to be lower on the list since the average
age of the people asked was 25. The conclusion
drawn from this is that long-term efforts from the

22
company to award their employees, is something
appreciated by students.

The bottom three aspects, trainee programs,

company profile and international work
possibilities were still chosen as top three choices
by a number of students as seen in table 1 in
Appendix 2. This means that being part of an
international corporation may still affect the choice
of employer for a number of students. The same
can be said for company profile since a student is
likely to want to work in a company that has
similar goals to their personal beliefs. This can
include green, sustainable or high tech profiles.
The final, but not lowest ranked aspect is trainee
programs. This was also a bit surprising, but our
conclusion regarding the low score is that certain
trainee programs have been poorly executed and
not differentiated from normal part-time jobs. On
the other hand, we believe that a well-executed
trainee program used to its full potential can
support the second ranked aspect mentioned above,
which is personal development.

23
MANAGING
Managing and keeping knowledge within the
company is basically an integral part of talent
management and one of the important concerns of
companies in general. From the perspective of a
company, keeping knowledge is retaining the
talented employee that a company possesses so that
the company can maintain its position on the
competitive market. According to David Abdulai,
CEO and executive director-Graduate School of
University of South Africa, what makes one
company different from the other is the great
wealth of tacit knowledge lying in the minds of the
employees.

A company has to be competitive in keeping

skillful professionals to take advantage of the
personal and tacit knowledge that gives a company
the cutting edge on the competitive market.
Knowledge workers are the cornerstone of
organizational success. However, in understanding
how to keep an employee within a company it is
crucial to understand what motivates them. This
can include many things, ranging from something
as concrete as high salary to something as abstract
as a sense of affiliation.

24
Q4. What can a company do to keep
talented individuals within the company?
The general consensus in our class is that the key
to keeping the talents within a company is to
identify what motivates them and satisfy their
needs. Therefore, it would be best if the managers
of a company could continuously follow up what
they could do to contribute to each employee’s
personal growth. This could be done either openly
during company meetings and performance
reviews with the closest manager or anonymously
in surveys. From these results the employees
should be able to be rewarded based on their
individual needs and personal goals.

The motivational issue can be linked to the aspects

that might act as deciders between different
employers, which can be seen in the answer to the
question “Q4. What can a company do to attract
talents?”. These aspects try to give a holistic view
of what a prospect considers before choosing an
employer. However once a prospect has become an
employee the challenge is to manage their talent
and keep them within the company so that they can
evolve into a senior professional. This challenge
still remains, as a company needs to keep both their

25
junior and senior employees. The difference in
motivation between a junior and a senior employee
can be very different. A junior employee may feel
that career opportunities and personal development
are very important as they have just started their
careers. The senior employee may in contrast feel
that they have finished their “career race” and
therefore rather prioritize having company benefits
like pension funds or becoming a mentor.

The hardest thing however is to ensure that the

working atmosphere is good. The individual has
many needs and there are many different variables
that can influence a person’s feeling of happiness
at work. Things like co-workers, managers, work-
load and surrounding environment affect a person’s
well-being. Our suggested solution is having a
company culture that allows open discussions
between different layers in the organization in
order to ensure employee satisfaction.

To show employees that they are developing and

progressing through the company, different titles
can be used to show rank and ensure recognition.
This can include junior and senior titles to accredit
amount of experience, but it is important that the
new title also comes with increased responsibilities

26
or some other incentives for example higher salary.
If no other incentive is given there is a risk of the
title system becoming redundant. The titles could
also show the employees specialties and skills in
different areas. An example of an employment
where no title improvement at all exists is in a
Swedish government body. Their employees in a
certain department have the same title when they
start as when they retire, unless they have
progressed to becoming a manager.

I other words, the company could practice career

tracks. This is an effective way to formalize the
firm’s organization and the development of every
employee. Because of this the employee can see his
career like a project, composed by a series of steps,
represented by the roles the employee has to cover
in each part of the career path. Therefore it’s likely
that the employee’s involvement and productivity
will increase and consequently push to complete
the path and reach the project goal – the career
goal.

In addition people in the construction industry are

used to a project based working process, thus the
idea of integrating the two concepts of career and
project could be an effective approach.

27
EXTRACTING
An important process for successful talent
management is knowledge sharing between people
within an organization. The difficulties are how to
manage skillful employees to share their
knowledge and experiences with the other
employees. The problem could be that the
employees think they are valued higher due to their
unique knowledge and therefore choose not to
share it. It is important to get the employees to
understand the value of sharing knowledge for their
own development and for the benefit of the
company.

Q5. How can knowledge sharing enhance

Talent management?
Our view is that in order to create an environment
that reacts positively and enthusiastically to sharing
valuable knowledge, some incentives have to be
incorporated into the organizations culture and
agenda.

First of all the Chief Executive Officer (CEO) and

senior management have to promote the problem,
of not sharing knowledge, to the agenda,
acknowledge its importance and send incentives

28
down the chain of the organization. These steps are
of crucial matter; if they fail this issue might not
get solved within the organizations cultural
behavior.

When the CEO and the senior managers have

raised the problem to the agenda, different
strategies could be implemented. This could
include trainee programs, mixed generations in the
project groups and after work activities to share
experiences. Depending on how positive the senior
staff is towards sharing valuable knowledge with
the new recruits, certain motivating approaches
might be of great advantage.

These incentives could for instance be:

Culture related: in some cultures and
organizations it is regarded prestigious to
have apprentices or trainees. If the senior
managers constantly work to set a good
example and highlight this issue as
important, that might influence the entire
organization.

Promotion related: if a senior staff

member wishes to advance further he or

29
she has to become a mentor in a mentor
program.

Social related: creating environments

where senior and junior staff will meet
and interact on a daily basis. Planning and
designing the facilities and spaces so they
will maximize the opportunities for formal
as well as informal communication and
interactions amongst employees. They
should also encourage their staff to
engage in activities such as after works or
sports.

IT related: every company that already

has an Information System/IT
infrastructure, can create a question and
answer database between different
departments of the company. The
possibilities of asking questions will
improve the chance of learning faster than
usual. It can also improve the knowledge
sharing between departments from
different countries. Another aspect to

30
consider is for all divisions of the
company to have questions and answers
section. It makes it easier for the junior
staff to learn basic processes and rules of
the company, meaning that this learning
process is shortened.

31
IMPLICATIONS
Q6. What are the advantages with Talent
management?
One of the main focus areas of talent management
is attracting and recruiting talents to a company
with the purpose to capture human capital that can
contribute to financial growth. By having a well-
defined strategy the organization can provide
channels and tools that enhance the search for new
employees.

Beside finding and attracting, talent management

also involves making the present organization more
efficient by utilizing the staff and their competence
i.e. putting the right people on the right job. As
stated in the first question, "Q1.What is talent and
what is talent management?” a talent can only
reach its full potential when assigned a task for
which the individual have a special aptitude.
Hereby above stated utilization part is important to
consider.

We believe that in combining above-mentioned

aspects the companies will attain higher
productivity and organizational growth.

32
This statement has been shown as a result of a
study made by the Hackett Group where companies
working with talent management reported up to 20
% higher profitability than other companies that do
not emphasize the approach. (Dataföreningens
kompetens, 2011) Even though the study did not
solely represent the construction industry or
exclusively the Swedish market, we believe that it
is an indicator that can be translated in to the
Swedish construction industry.

In addition we believe that the advantages with

talent management do not only facilitate the
financial growth in an organization, but could also
improve the working environment and the
employee satisfaction. By providing the
possibilities for personal development and the
ability to move upwards in the organizational
hierarchy, the employees will feel appreciated and
respected.

By having high employee satisfaction a company

could expect lower employee turnover, which
results in longer and better relationships among the
employees and with the clients. A good
relationship between the employee and client is a

33
valuable factor for companies. This enhances the
work process, which in the end benefits the
business.

Q7. What are the possible problems with

Talent management?
A major issue with talent management is that it is
hard to evaluate the effects of the performance. It is
hard to measure the individuals’ performances and
how it is connected to the overall profitability of
the company. In other words, since the process of
working with talent management is both costly and
time consuming, companies investing in it want to
gain from their investment. As a result of this
problem, we believe that the construction industry
have been skeptical to implementing talent
management. Therefore, it will be crucial for
companies to work towards improving the
strategies and tools of how to measure the effects
of talent management.

A possible factor that can explain why it is hard to

measure the effects of talent management is the
lack of well-defined strategies of how to work with
the concept. In a study from Bersin & Associates,
only 5 % of 975 companies working with talent
management had a well-defined strategy that could

34
help them evaluate the effects of the outcome.
(Stardust Consulting, 2011)

We believe that another risk could be that

companies implementing talent management
misinterpret the concept in putting too much focus
in attracting and finding new talents. Hence,
putting more focus on recruiting than utilizing
already employed individuals. This could
eventually lead to low employee satisfaction.

In contradiction, one argument is that a higher

employee turnover is essential in order to meet the
talents’ ambitions to develop and grow within the
organization. (Nordling, Granath, 2009) We do not
agree with this, and believe that this rather is a
result of the misinterpretation of the talent
management concept. We therefore find it
important to have the above mentioned reasoning
in mind when establishing a talent management
structure within the company.

35
Conclusion
When we started to analyze the subject of talent
management, we realized that it is putting high
emphasis on human capital rather than structural
capital. That is, how to manage new recruits and
people already working within a company and
what kind of strategies that can contribute to
having a successful business. Our insight in the
subject of talent management developed the FAME
model, which divides the process into four stages:
Finding, Attracting, Managing and Extracting. By
answering relevant questions to each stage we went
into detail describing, analyzing and finally
deriving conclusions.

Based on our impressions from seminar dialogues,

lectures, literature and questionnaires we were able
to reflect upon the consequences of talent
management. It became obvious that the subject of
talent management is new for the construction
industry in Sweden. Therefore it is hard to say that
construction companies have a well-defined
strategy of how to implement talent management.
This could be due to the characteristics of the
construction industry being reluctant to new ideas.

36
Also, due to doubts about the ability to measure the
outcomes of talent management practice.

We believe that as long as there is consistency

between the company objectives and the purpose of
talent management, it is going to add value to the
company in the long run. Values added in the long
term can be having a more robust knowledge
management implementation with the use of tools
such as internships, apprenticeships, mentoring
programs and IT. It will also add value by having
a more effective business process through
increased productivity and a more collaborative
working atmosphere that creates trust among
employees and customers.

Finally, we believe that the advantages of having

an effective human capital management system
outweigh the disadvantage. Talent management is
therefore a necessary process tool for the
construction industry to implement.

37
Appendix 1
Number of participants: 70
Average age: 24.96
Gender distribution: 61.4% Male 38.6%
Female

A bar chart illustrating the average score that each

aspect was awarded in the survey

Note: The lower the score, the more important the

aspect was considered.

8
6
4
2
0

38
Appendix 2
Table 1. This shows the number of times an aspect
was chosen as the first, second, third, eight, ninth
or tenth choice.

Nr. Nr. Nr. Nr. Nr. Nr.

of of of of of of
1’s 2’s 3’s 8’s 9’s 10’s

High salary 8 16 13 2 0 0

Career 16 8 9 0 4 3
opportunities

Personal 14 18 7 0 1 4
Development

A mentoring 5 4 7 7 7 13
organizational
structure

Trainee 2 3 3 16 13 4
programs and
other personnel
training

39
Attractive 3 4 7 14 15 11
company profile

Company 1 6 3 6 10 9
benefits

Location of 5 2 11 12 9 6
worksite

Possibilities to 3 2 6 8 8 19
work
internationally

Good co- 13 7 4 5 3 1
workers and
atmosphere

Table 2. This shows the number of times an aspect

was chosen as a top or bottom three choices.

Nr. of top Nr. of bottom

3’s 3’s

High salary 37 2

Career opportunities 33 7

40
Personal Development 39 5

A mentoring organizational 16 27
structure

Trainee programs and other 8 33

personnel training

Attractive company profile 14 40

Company benefits 10 25

Location of worksite 18 27

Possibilities to work 11 35
internationally

Good co-workers and 24 9

atmosphere

41
References
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knowledge workers in a hypercompetitive era.
(Electronic) Available at:
http://www.leader.co.za/infocentrearticle.aspx
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Buckingham, M., Coffman, C. W, 2009. How

Great Managers Define Talent. (Electronic)
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managers-define-talent.aspx, 09.12.2011

Dataföreningens kompetens, 2011. Talent

Management och entreprenörskap.
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kans-entreprenorskap/2011-04-
04_agptw/index.xml, 2011-09-28

Lockwood, N. R., 2006. Talent Management:

Driver for Organizational Success' (SHRM
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_6_51/ai_n26909340/, 09.12.2011

42
Nordling, C., Granath, A., (2009). Talent
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jobs- at the right time. Thesis in sociology
and social psychology from Örebro
University.

StardustConsultning, 2011. Varför Talent

Management? (Electronic) Available at:
http://www.stardustconsulting.se/varfor-
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Taleo Research, 2011. What is Talent

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talent-management, 09.15.2011

43