TALENT MANAGEMENT IN SPORT ORGANIZATIONS

Abstract

Succession and talent management approach from sports organizations should be shaped by its strategic goals, the context in which it can be find, and human resources requirements. We will present the six steps that provide a work schedule to design and implement succession in management: a) planning/extending the process, b) providing strategic integration, c) assess the current situation, d) identifying and assessing gifted individuals e) implementation: planning and undertaking development, f) evaluation. In the starting phase, the organization must define a business case for the succession in management. The second step should be considered in the demographic light of the organization and implications of the demographic change upon the application of candidates for critical organizational roles. By the third step, by estimating the current state of play, it is performed a risk assessment of possible departures from the existing already critical roles. The fourth step is to identify and evaluate the potential. It incorporates the identification of critical roles in the organization and the development of a clear understanding of the capabilities required for effectiveness in those roles. The fifth step is the implementation and this involves planning and implementing the program. The last step is evaluation. For the organization, assessing its results could be determined in the following terms: if organizational risk decreased, reduced or not.

Keywords

• management
• sport
• organization