Global Talent Management: How Leading Multinationals Build and Sustain Their Talent Pipeline
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... Talent motivation, development, and commitment are the main goals of strategic talent management, which cover the identification of talent positions; the creation of a talent pool comprising high-potential and high-performing employees who may fill talent positions; and the development of the HRM architecture for talent management. The study of the best practices of talent management at global EDUCATION OF ECONOMISTS AND MANAGERS • Volume 71, Issue 1, January-March 2024 Tugce Yerlitas, Ilona Buciuniene • Sustaining Human Capital in an Organisation… • p. 31-52 companies disclosed three sets of HRM practices of talent management (Stahl et al., 2007): recruitment, staffing, and succession planning; training and development; and retention management. ...
... This also increases retention and value generation (Dlugos and Keller, 2021). While practitioners (Stahl et al., 2007) and scholars (Pfeffer and Veiga, 1999;Collings and Mellahi, 2009) emphasize the importance of attitudinal and cultural talent fit with the company, talent identification and selection are predominantly performed by evaluating skills and experiences rather than values, attitudes, and personality traits. ...
Talent management, based on an exclusive approach to talents and focusing on high achievers, may place excessive performance pressure on employees, jeopardize their well-being, threaten workplace equity, and lead to detrimental long-term outcomes for human capital. Research is needed on how organisations can develop more inclusive talent management that aligns the interests of both organisations and employees to sustain human capital. To explore how human capital sustainability is understood and how talent management contributes to it, qualitative research, including 30 interviews with human resource managers from international companies operating in Europe, was performed. The research reveals four pillars of human capital sustainability enhancing talent management and contributes to talent management literature by expanding it with a long-term perspective covering employee-organisation mutual value development.
https://econjournals.sgh.waw.pl/EEiM/article/view/4549
... The issue of the rarity of talented employees also presents a kind of tension for businesses. According to Stahl et al. (2007), global businesses face the same tension in finding the best talents, as they all seek individuals with unique talents across the globe. Consequently, organizations strive to adopt both international and local frameworks and practices of talent management to hunt for the best talent. ...
In the shift towards a knowledge-based economy, human capital and skilled workers
are pivotal drivers, necessitating a holistic talent management approach covering
acquisition, retention, and development. Despite interest, research often focuses on
practical aspects, neglecting theoretical frameworks. Talent management success relies on three elements: acquisition, retention, and development. This study critically analyzes talent management functions, including acquisition, selection, retention, and development, and their intersection with employer branding and HR expectations. Aligning talent strategies with broader organizational goals offers insights for practitioners, researchers, and policymakers. The comprehensive methodology used in this review ensures diverse perspectives, enhancing understanding of talent management literature. Based on the findings of the study, it was observed that the effective implementation of talent management practices is crucial for organizational success across various dimensions. These dimensions include increased productivity, strengthened reputation, improved brand equity, and the achievement of competitive advantages.
... At the same time, they are individuals who contribute to the performance of the organization with the knowledge, skills and behavior of the individual and engage in activities that support their success. Accordingly, in another study, it is the capacity of individuals to use the knowledge, skills and behaviors they have (Stahl et al, 2007). ...
Human resources management has an important role in organizations. This importance comes from the fact that HRM plays an active role in all other functions of the organization. At this point, although it is an important competitive tool for organizations, it has gained importance in organizations in practices that will shape competition. While green talent management, which is one of the most important green HRM functions, comes to the fore, various changes have begun to be seen in the functions due to the fact that the competition is human-oriented. In this regard, organizations have not only developed business strategies for talented individuals, but have begun to develop environmental awareness and business strategies for talented individuals who can take environmental initiatives. In this regard, the aim of the study is to analyze green talent management and how organizations captivate through eco-friendly practices.
Hotel sector in the tourism Industry is more and more treating human capital as a typical positive feature that can be leveraged to provide sustainable competitive advantage. As a consequence investors and administrators of hotels have resorted to embracing strategies geared towards talent building and relating it with their hotels. It is hoped that talented employees would enable the hotels realize their objectives. South Rift Region which was the focus of the study, exhibits diversity of star rated tourist hotels classified by Tourism Regulatory Authority. The study was conducted in two to five star hotels, within South Rift Region. This research sought to determine the effect of talent attraction on organizational performance of hotels in South Rift Region, Kenya. The study was guided by Resource Based View Theory. Given that the target population was small (40), a census survey was conducted and structured questionnaires administered to all Human Resource Managers and Hotel Managers in hotels in South Rift Region. The instrument was pilot tested to ascertain the reliability of the research instrument using Cronbach Alpha Reliability Coefficient. The reliability of the research instrument was found to be 0.946 which was considered reliable. The study employed both descriptive (frequency distributions, means and percentages) and inferential statistics. Pearson correlation coefficient and multiple Linear Regression analysis was conducted at significant level of α= 0.05. Data analysis was done with the aid of Statistical Package for Social Sciences (SPSS) version 24. The study established that talent attraction, has a positive significant effect on organizational performance of hotels in South Rift Region with correlation coefficients of (r = 0. 810, p < 0.05). The study recommends that further research could be done on Influence of Innovation Management on organizational performance.
The purpose of this review is to produce a comprehensive understanding of themes related to the role of talent management in talent migration. Hence, a scoping review of the literature is conducted and finally discovers six themes related to the topic. It can conclude that macro talent management and its impact on economy is the most popular theme in these studies. Specifically, macro talent management can optimize the positive effects of talent migration for host countries by implementing organizational-level talent management practices and national-level policy that effectively attract and retain talents, thereby enhancing a country's global competitiveness and economic development. Conversely, socioeconomic factors also have a substantial impact on macro talent management. Future research could further explore the role of socioeconomic factors on macro talent management. The findings from this review indicate the importance of talent management in talent migration, which has the potential to be advantageous for businesses, organizational researchers, and policymakers.
2023). The influence of talent management practices on employee retention and performance: An empirical study of Jordanian service organizations. Abstract This study aimed to examine the influence of talent management practices (recruit-ment and selection, training and development, rewards and compensation) on employee retention and employee performance in Jordanian service organizations. A questionnaire was adopted and distributed among the employees in the service organizations in Jordan; the study's respondents were 267 employees from service organizations (telecommunication firms, banks, and tourism firms). SmartPLS 3 was used to analyze the data and to examine the measurement and structural models. The findings of the study indicated that rewards and compensation significantly and positively affected employee performance (t = 2.558) and employee retention (t = 5.336). Similarly, recruitment and selection significantly and positively influenced employee performance (t = 2.208) and employee retention (t = 5.822). Training and development also significantly and positively affected employee performance (t = 2.288) and employee retention (t = 2.699). The results suggest that implementing talent management practices (recruitment and selection, training and development, and rewards and compensation) can improve employee retention and performance in Jordanian service organizations.
Purpose
This review aims to investigate the impact of Industry 4.0 on talent development, emphasizing the need to redefine talent for the future of work. By exploring the evolving job requirements, the research seeks to map the competencies essential for success in Industry 4.0 and provide insights for developing talent to stay competitive in the digital era.
Design/methodology/approach
The review uses a comprehensive literature review to systematically trace the evolution of talent and identify the evolving competencies needed for Industry 4.0. Drawing upon established theoretical frameworks of resource-based view, human capital theory and organizational learning theory, this review identifies key factors influencing talent development and Industry 4.0 competencies.
Findings
The findings reveal that the emergence of automated technologies has altered the traditional understanding of jobs and highlights the importance of talent development aligned with Industry 4.0. By investing in developing Industry 4.0 competencies, organizations empower employees to navigate change and remain competitive. Effective talent management strategies contribute to retaining talented individuals and achieving sustainable competitive advantage for organizations.
Practical implications
This study has implications for educational institutions in guiding their curriculum, for organizations to identify the skills and talents necessary to adapt to Industry 4.0 and for the government to inform policy changes that contribute to the global economy and promote a skilled workforce.
Originality/value
This research contributes to the existing literature by comprehensively examining talent in the context of Industry 4.0. It offers a nuanced understanding of the role of talent management in the intersection of talent, competencies and changing technologies in future-proofing organizations.
Income inequality has increasingly become more ubiquitous within rather than across countries. Yet much of the theorizing has been at macro levels and does not sufficiently account for the firms within regions, which are primary sources of income inequality. Moreover, much of the research that does implicate firms, assumes that firms impact inequality equivalently. It neither accounts for the heterogeneity of firms within regions nor the potential for differential impact from that heterogeneity. Our study challenges these assumptions through a theory that connects a firm’s life cycle and recruiting and compensation strategies to its impact on income inequality within and across regions. We incorporate a set of contingencies that also have the potential to alter the model’s predictions, which are based on external shocks and ownership of the firm. The paper concludes with a discussion of the implications of this model for theory, policy, and practice.
This study examines the role of human resource (HR) strategies in enhancing collaboration and performance within global supply chains, an area of increasing importance in the context of globalized business operations. The primary objective is to identify and analyze current trends in HR practices that contribute to effective global supply chain management, focusing on adaptability, technological integration, sustainability, and ethical practices. Employing a systematic literature review and content analysis as its methodology, the study draws on academic journals, conference proceedings, and industry reports from databases such as Scopus, Web of Science, and Google Scholar. Key findings reveal that adaptability and flexible work arrangements, supported by digital HR technologies, are essential for operational resilience and employee engagement. The integration of sustainability and ethical considerations into HR practices is identified as crucial for maintaining competitive advantage and ensuring regulatory compliance. Furthermore, the development of cultural intelligence and inclusive leadership within global teams is highlighted as vital for fostering effective collaboration across diverse cultural landscapes. The study concludes that strategic HR management plays a pivotal role in navigating the challenges and leveraging the opportunities within global supply chains. Recommendations for practitioners emphasize the importance of continuous learning, embracing digital transformation, and integrating sustainability into HR practices. The study also outlines areas for further research, including the impact of emerging technologies on HR practices and the long-term effects of sustainable HR strategies on organizational performance. This research contributes valuable insights into optimizing HR strategies to enhance global supply chain collaboration and performance.
Purpose
The purpose of the paper is to afford a comprehensive conceptualization and operationalization of the construct of talent management through an inclusive exploration of conceptual clarifications for existing confusions while developing a complete measuring instrument.
Design/methodology/approach
The archival method was adopted together with a systematic review based on Khan et al. ’s (2003) five steps of systematic literature review. The systematic review has encircled published research articles between 1982 and 2023 in the human resource management (HRM) arena. A total of 130 articles were initially scrutinized, and 106 were systematically reviewed to conceptualize, operationalize and explore clarifications for confusions and instrument development for talent management.
Findings
This study explored conceptual clarifications for existing confusions towards talent management while recognizing definitions that come under the main philosophical schools for the underlying concept of talent. A novel practical definition has been established for talent management while recognizing dimensions, and then certain elements. A comprehensive instrument has been developed to measure talent management.
Research limitations/implications
This study is limited to instrument development in measuring talent management; nevertheless, there is an enormous scope for using the instrument to empirically measure talent management through organizational and employees perspectives linked to diverse global contexts in future studies.
Originality/value
The developed comprehensive instrument is a vibrant contribution to future investigations related to empirically measuring talent management associated with organizational and employee perspectives related to diverse global contexts in winning “war for talent.” This study endows a significant input to the whole frame of HRM knowledge as it resolves existing conceptual ambiguities towards talent management while defining and operationalizing it.
The challenge of global talent management is critical to firm success. Even with the global economic
slowdown of 2008 and 2009, there are continuing challenges in attracting, managing, and retaining
talent, especially in the developing regions of the world where economic activity has outpaced the
availability of skilled employees. To examine this situation, we develop and test a model of talent
management across 28 Indian firms involving 4811 professional-level employees. The intrinsic rewards
experienced are a critical element in employee retention, satisfaction with the organization, and career
success. We explored four antecedents of intrinsic rewards: the social responsibility of the employer,
pride in the organization, manager support, and performance management (PM). We found support for
the importance of intrinsic rewards as a mediating variable, as well as for the moderating role of certain
hygiene factors. Our research suggests multinational, international, and national employers may have
non-pecuniary mechanisms to promote retention and employee satisfaction, even in challenging labor
market environments. We conclude by proposing implications for research and global HRM practices.
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Globalization of business seems to be a fait accompli , a truism no longer questioned: corporations have to be global in their business . This claim reflects the era in which it was written as the opening sentence in this Introduction. We think it critical to ask, though, is it still true, or has globalization reached its zenith and is now set to contract?
Performance feedback is an important part of many organizational interventions. Managers typically assume that providing employees with feedback about their performance makes it more likely that performance on the job will be improved. Despite the prevalence of feedback mechanisms in management interventions, however, feedback is not always as effective as is typically assumed. In this article, we present specific conditions under which feedback might be less effective, or even harmful. We then discuss the implications of our results and model for designing of interventions aimed at improving performance, and focus more narrowly on 360-degree appraisal systems. After arguing that these systems typically have design characteristics that reduce effectiveness, we conclude with recommendations for improving their effectiveness. We also emphasize the need for systematic evaluations of feedback interventions.