In view of today’s chronic shortage of personnel in the nursing care sector and the continuing increase in the ageing population, not only a steadily rising demand for care services is expected, but also an intensified headhunt for nursing staff itself. In order to counteract this situation, measures, such as retaining talented employees as long as possible, are to be fostered. In case of the Spitex Region Brugg AG, which is additionally facing a large number of retirements over the next ten years, immediate actions need to be taken to address this situation.

In the area of career development, the decision-making process shall be enhanced to ensure purposefully placed investments in the personnel. To do so, the goal of this thesis is to provide an overall picture and draft a suggestion how to best define talents and how to present an informative talent distribution. Besides a literature review, which covers all relevant topics of talent management, a situation analysis was drafted, providing gaps and opportunities. The discussion suggests how to close these gaps and how to use and implement the opportunities for targeted purposes.

It has been found, that even though the Spitex Region Brugg AG has not been specifically identifying talents to date, the employee appraisal sheet can be restructured by disclosing potential and performance criteria separately. By doing so, a graphical overview about the talent distribution can be drafted, which ultimately enhances the decision-making process towards career developments. Further, to enhance the employee retention rate in the long-run, it is recommended that the corporate strategy should be connected with the competences in more depth, which, in turn, should be better reflected in the employee appraisals. Specific suggestions are made how to do so, and which employee appraisals methods should be implemented to provide a holistic approach and a strong basis for defining and retaining talents.