Talent Management Reform.pdf

Dr. Gyarmathy Éva emphasizes the need for change in talent management in Hungary. The Géniusz Program, launched with great promise, has stalled, and the talent network it created is not functioning as intended. Instead of collaboration, a competitive situation has arisen among talent points, with each vying for resources.

The current system of talent management in Hungary is based on a mechanistic approach, which has been criticized internationally. Research has shown that this approach is not only ineffective but also hinders the development of talents. The concept of talent has been reevaluated, and new, more dynamic models have emerged, but these have not been implemented in Hungary.

The Hungarian model of talent management is unique in that it starts with building a network of talent points. However, the system has become bureaucratic, with an emphasis on accreditation, which has led to the exclusion of unconventional talent groups. The talent points are not cooperating with each other, and the system is not providing equal opportunities for all.

The problem lies not in inequality but in flawed selection. The current system favors those who are already privileged, while neglecting talented individuals from disadvantaged backgrounds. Research has shown that the probability of talent emerging is the same in all regions, regardless of socioeconomic status. However, the lack of environmental support and resources hinders the development of talents in disadvantaged areas.

To change the system, a new approach to talent management is needed, one that focuses on the individual and their unique needs. The current mechanistic approach must be replaced with a more dynamic and flexible model that encourages cooperation and creativity. Only then can the full potential of talents in Hungary be realized.

Key points:

The current system of talent management in Hungary is based on a mechanistic approach, which is ineffective and hinders the development of talents.
The Géniusz Program has stalled, and the talent network it created is not functioning as intended.
The system is bureaucratic, with an emphasis on accreditation, which has led to the exclusion of unconventional talent groups.
The problem lies not in inequality but in flawed selection, which favors those who are already privileged.
* A new approach to talent management is needed, one that focuses on the individual and their unique needs, and encourages cooperation and creativity.