Talent management in health care: identifying and retaining talent at Medisch Spectrum Twente

摘要: This research focuses on talent management – in particular the identification and retention of within Medisch Spectrum Twente (MST), The Netherlands. MST employs about 4000 employees, has several locations region is one largest non-university hospital wants to implement future, order ensure continuity achieve business goals. According Silzer Dowell (2010) “an integrated set processes, programs, cultural norms an organization designed implemented attract, develop, deploy, retain strategic objectives meet future needs”(p. 18)However, before implementing a policy carry out exploratory investigate how can be identified retained. To able answer main question ‘How identify talent?’, literature study was carried out. provided information retained. Based it stated that must define including competencies, motivation, performance. Furthermore talent, formulate criteria talent. following generic were found; creative, self-starter/initiative, shows leadership behavior, high levels expertise, ability, aspiration, engagement. After formulating definition method for identifying should developed implemented. A common used development competency profile. Tools investigation are profile, reviews 360-degree feedback. In certain needs which, when fulfilled, have positive influence their intention stay at organization. These distinguished into extrinsic - which will lead no dissatisfaction with jobs intrinsic motivated satisfaction jobs. When talents commitment. Subsequently, organizational commitment accomplished, result. Based concluded both as depends whole process tools influenced by context, strategy nature work. Whether eventually fulfilled decide if they fulfill talents, this decision among other things work. After study, field conducted. included two parts, part interviews conducted managers MST. In became clear does not use methods However, based results include following: ‘he/she do more than expected from him/her’ performs above average’ . With regard MST, included: - he/she compassion/thinks change along organization, - proactive/ (self)-initiative, - creative/thinks outside box, - energetic/enthusiastic, - entrepreneurial/innovative. Managers some doubts whether there objective talent. In two, current what are. results, top five most important relationships colleagues, followed work conditions, job security, promotional opportunities, salary. autonomy, opportunities satisfaction, challenge, recognition task significance. From here conclude fall category ‘job’. Therefore assumed consider specific/context important. Furthermore, asked suggestions improve design/work context. analyzing question, want career paths promotion (education/training), being coached develop themselves better. The interviewed also rank importance. these rankings remarkable since cases opposite literature. made questionable respondents talents. indicate commonly shared definition, Since inadequate guidelines explain assumption all talents. Based recommendations given contain context specific inventory fulfilling last budget management.