Case Study: Analyzing Italian Ballet Company Talent Management

The assignment presents a case study of the Italian Ballet Company, examining its strategies for attracting and retaining artistic talent. It delves into the company's approach, highlighting the significance of human resources and the impact of factors such as company reputation, culture, and employee satisfaction. The analysis explores how the company leverages its artistic identity and the influence of resident choreographers. The study also contrasts the retention strategies for experienced dancers versus those with less experience and concludes that extrinsic rewards do not significantly influence talent retention. The case study references relevant literature to support its findings, offering valuable insights into talent management within the performing arts sector.

HOW TO ATTRACT AND RETAIN ARTISTIC TALENT 1
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HOW TO ATTRACT AND RETAIN ARTISTIC TALENT 2
Italian Ballet Company Case Study
Human resource management plays a crucial role in the success of any organizational
performance. In organizations like the performing arts, attraction and retention of artistic talent is
vital and, therefore, this article aimed at determining factors involved. Human capital is one
critical aspect that gives a company a competitive advantage (Chadwick and Dabu, p. 259). An
image or reputation that an organization depicts (employer brand) in the public domain as well as
it’s values and culture determines whether it will be able to attract and retain qualified personnel.
Factors such as employee satisfaction, job alternatives, and organization commitment predict
intention to leave and turnover. When the Italian Ballet Company took in Bigonzetti in 1983, he
changed the artistic identity and nature of the company hence obtaining a national profile
(Scapolan and Montanari, p. 6). Aterballetto retains its dancers through professional training,
seminars, and workshops.
Aterballetto’s attraction factors include the resident choreographer who encouraged the dancers
to join and stay in the organization. Also, the reputation of the Aterballeto and flat structure
created an egalitarian environment that didn’t provide permanent roles. Therefore, they enhanced
a personal growth, development, reputation, and artistic endeavors career-wise. However, some
differences emerged regarding retention between dancers with six or more years of experience
and those with less. Extrinsic rewards, on the other hand, does not influence the attraction or
retention within this company (Scapolan and Montanari, p. 13). It is advisable to analyze how
retention and attraction factors differ from one another.

HOW TO ATTRACT AND RETAIN ARTISTIC TALENT 3
References
Chadwick, C. and Dabu, A., 2009. Human resources, human resource management, and the
competitive advantage of firms: Toward a more comprehensive model of causal linkages.
Organization Science, 20(1), pp.253-272.
Scapolan, A. and Montanari, F., 2013. How to attract and retain artistic talent: The case of an
Italian ballet company. International Journal of Arts Management, 16(1), p.1-17.