Which learning models are going to be the most effective ones? How to find the most talented employees? And finally, how to create a team capable of taking the company to a new level of development? Employers and leading Russian universities shared their professional experience during the discussion “Talent Management” held at the St Petersburg Labour Forum.

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Who is to win “the battle for talents”: the talents themselves, my company or my business competitors? Most experts agree it is the talents who win. However, their victory is not only due to their efforts, it is also their employers investing in their education and building a smart management system who can take credit for it. According to the results of the McKinsey & Company survey, employers are keen to hire the most talented professionals and know who shows the best performance among their employees. Yet, they pay far less attention to fast and effective employee development and retention of highly trained staff.

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Specialists from the Graduate School of Management of St Petersburg University can help employers create a staffing strategy that works. There are several educational programmes in the field of talent management for different job positions. For example, the Executive MBA programme for top managers has both the open and customised in-company formats. The MBA programme “Challenges of the Cyber World” is aimed at middle managers, whereas the occupational retraining PreMBA programme is tailored for personnel reserve.

“GSOM has more than 200 partner companies which all agree that creating an effective talent management system is vitally important. Our business school works towards uniting professionals, ideas and companies in order to train leaders, as well as to create and spread management skills. I am sure that such an approach will let us embark upon rewarding changes in economy and society,” said Leonid Vasilyev, Director for MBA and Executive Education Programmes.

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Today major Russian companies are gradually working out their own models of employee training. For example, Irina Koroleva, CEO of the Graduate Medical School of the Corporate University INVITRO, spoke about a system of regional trainers. The project was created to fulfil the company’s demand for qualified staff and also to maintain the quality of the provided services. Twenty-seven employees have already graduated from the Institute of Regional Trainers and went on to work giving employees soft skills and on the job trainings.

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Tatiana Knyazeva, Chief Human Resources Officer of the Magnit chain of food retailers, spoke about the changes in the HR policy of the company. The new HR strategy focuses on attracting, retaining and developing of talents. According to Ms Knyazeva, an employee’s talent is not merely their personal gift, but a set of competencies connected with their conscious choice and motivation level. This is why it is so important to give attention to staff training, namely developing the employees’ knowledge and skills as well as their behavioral patterns. 

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The discussion was also joined by: Andrey Beshko, Deputy Director for HR Policy of the Rosatom State Corporation; Irina Arkhipova, Director of the Moscow State University Centre for Modern Technologies of Human Capital Development; and Ksenia Pletner, an independent advisor. The moderator of discussion was Sergey Kordashenko, an executive partner and leadership development practice director at the RosExpert company.

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