Evaluation the Effectiveness of Talent Development Programs in Large Companies: Case of Sheremetyevo International Airport

The paper highlighted the issues of evaluating talent management programs’ effectiveness. Despite the growing publication interest, most of the authors focused on assessing the relationship between talent management practices and the company’s results. At the same time, evaluating talent management practices from an employee perspective got non-significant attention. As a theoretical base, we used a subjective approach to talented employee definition, which is associated with a set of personal non-cognitive characteristics. As a model of personal characteristics, we used “Big Five”. The empirical base consisted of a survey of 180 employees with different socio-demographic and professional characteristics from the talent management program in Sheremetyevo Airport. As an indicator of talent management program effectiveness, we used two scenarios: development in the company or voluntary turnover. We confirmed the ability to evaluate talent management programs’ effectiveness based on employee labor behavior. Compared to previous conclusions, we found the opposite effect of non-cognitive skills, where talent management programs do not keep talented employees in the company. Despite its novelty, conclusions are limited by the empirical part, which was formed based on one company and measurements of labor behavior during the crisis of 2020. At the same time, the expansion of the sample of companies, a set of non-cognitive characteristics, and a panel study can serve as directions for future investigations.