Talent Development Strategies in Finnish IT Consultancy Companies

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School of Business | Bachelor's thesis
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Authors

Date

2019

Department

Tieto- ja palvelujohtamisen laitos

Major/Subject

Mcode

Degree programme

Tieto- ja palvelujohtaminen

Language

en

Pages

24 + 2

Series

Abstract

This study focuses on the problem of how to efficiently respond to the dynamic situation in the IT market by developing and implementing a Talent Development Strategy suitable for the company’s present and future needs. More specifically, the scope of the research is limited to Finnish IT consultancy companies offering services with a stable volume. Moreover, apart from Talent Development, other components of Talent Management are not covered or discussed in depth in the study. As for methods of research, two case studies were conducted on two Finnish IT companies offering consultancy services. One of the companies generated around 7,1 million (eur) revenue in 2018 with close to 100 employees (of which around 80 are located in Finland), where as the other one generated 1600 million (eur) revenue in 2018 with approximately 15 000 employees around the world. Qualitative data was gathered for the study through semi-structured interviews with company representatives. The interview questions considered the objectives and consistency of the companies’ Talent Development Strategies, their implications and practicality as well as efficiency and results. Both companies demonstrated having some-what structured Talent Development Strategies and a strong mentality towards extending the company’s existing internal talent. However, due to the size difference, there was a huge distinction between the two companies in the agility of implementing the Talent Development Strategy. Moreover, a more exclusive recruitment strategy of the smaller company positively correlated with its employees’ motivation to learn new skills and extend their areas of expertise rather than sticking to one field of specialization. The results of the study show that there is clearly some ownership over Talent Development, indicating its growing significance within the industry. Additionally, it was acknowledged that the general mindset and culture in the industry enhances individual learning and development, which also benefits employers. However, employer companies should not lean on its employees taking ownership of the Talent Development but further facilitate and accelerate growth opportunities for its employees, adjusting the direction of Talent Development to be suitable to both the company’s and the individuals’ needs.

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Thesis advisor

Hekkala, Riitta

Keywords

talent development, talent development strategy, talent management, talent management strategy

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https://urn.fi/URN:NBN:fi:aalto-202001121538

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[kand] Kauppakorkeakoulu / BIZ