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Macro talent management in Russia: Addressing entangled challenges in managing talent on the country level
Abstract
There has never been a tradition in Russian history over hundreds of years for entrusting the state to individuals with rare or unusual talents who have been outside the controlling power group. This stance typifies governance in Russia today. Russia needs talented people in all walks of life, but to what degree to trust them and give them scope? From a Western standpoint talent management (TM) both as a concept and practice is not at all straightforward. This is not to say that Western approaches to the study of TM in Russia are fatally flawed; rather it is necessary to balance these approaches with nuanced insights from Russia’s historical, cultural, and institutional contexts. Making use of the relatively new notion of MTM, this chapter embraces formal information on the MTM environment: demographics, immigration, labour markets, competitiveness, and education; introduces relevant international comparisons; and accompanies these data with telling contextual detail. A problematical conclusion is that Russia has yet to create a business environment that considers the under-deployment of talented individuals to be a major disadvantage to state-building.
... Therefore, there was a scholarly calling to empirically investigate country-specific TM studies (particularly, emerging economics) as many angles as possible (Dries 2013), in order to contextualize and understand the diverse nature of TM (Thunnissen and Buttiens 2017). Talent management scholars found that TM is not a universal management system, rather it is highly contextual (see IJHRM special issue on context matters -Gallardo-Gallardo, Thunnissen and Scullion, 2020) and dependent upon a combination of historical, cultural and institutional factors (Outila, Vaiman, and Holden 2019). In response, TM studies in the national context has been significantly increased. ...
... In response, TM studies in the national context has been significantly increased. For example, Outila, Vaiman, and Holden (2019) highlight that the private sector threat to the Kremlin stymies the development of TM approaches in the Russian context. In China, Cooke and Wang (2019) suggest a system of TM is part of China's mandarin legacy, and that talent pipelines and educational attainment remain a central feature of Chinese management systems despite the complications caused by the role of Guanxi. ...
It is frequently argued that Talent Management (TM) has been derived from Western, and there are gaps between spread westernized TM format and contexts of non-western countries when TM is adopted and practiced in a business daily basis. The cultural and institutional gaps to adopt TM are analyzed in this paper through comparing the differences in TM practices between foreign owned subsidiaries and local firms in South Korea using an institutional theory lens. A mixed method approach including 55 semi-structured interviews from South Korean and non-South Korean employees and 155 survey responses is employed. This paper results revealed the clear distinctions that indigenous firms practice inclusive and implicit TM, whereas foreign firms practice global standard exclusive TM program South Korean firms are developing very specific approaches within their traditional cultures such as collectivism and Confucianism to manage talent, and also local employees evaluate this tailored TM approach is effective like other foreign MNCs’ exclusive TM approach. Firms experience and respond to the external exigencies in very different ways and tendencies for isomorphism cannot be assumed.
... being macro factors that negatively influence talent management implementation: restrictive political environment, structural imbalance in economy, public mistrust of institutions, weak labour legislation, soviet mental software, and poor empowerment [Outila, Vaiman, Holden, 2018;Latukha et al., 2020]. Modern talent management practices are often introduced into Russian companies through the practices of MNCs. ...
Firms increasingly adopt various talent attraction practices in order to hire the most talented employees and outperform competitors. Although talent attraction is considered critical for the firm success, there is little information on how specifically local firms and multinational corporations strive to win the “war” for talented employees in Russia. To bridge this gap, this study aims to explore talent attraction systems of Russian firms and their foreign counterparts, which they use in order to increase a competitive advantage. The research is based on a qualitative methodology, the data was collected using thirty three in-depth interviews with HR managers and further analyzed with the help of NVivo 12 software. The study reveals that both local firms and multinational corporations apply the same set of talent attraction practices at the operational level. However, only a few foreign companies use a strategic approach for the creation of external and internal talent pools which help them to quickly react to disruptive changes. The article contributes to existing research in two ways. First, it develops the resource-based view on talent management using the HR architecture framework and shows how talent attraction systems enable companies to acquire various talent groups in order to improve the competitive advantage. Second, this study explores talent attraction as a system on the strategic, policy and practices levels, describing their similarities and differences in local companies and multinational corporations.
... Особую роль при этом играет циркуляция талантов за счет притока человеческого капитала как важного ресурса для данной деятельности [De la Vega Hernández, De Paula, 2020]. В публикациях отмечается взаимосвязь уровня развития управления талантами и инновационной деятельности в стране [Outila, Vaiman, Holden, 2018]. Однако при изучении МТМ важно понимать, каким конкретно образом система в целом воздействует на социально-экономические процессы и инновационную активность на уровне стран и организаций. ...
This literature review is devoted to the analysis of the existing empirical studies in areas related to Macro Talent Management and its research directions. The study presents a systematic literature review of 150 empirical papers in peer-reviewed journals for the period from 2011 to 2021. Macro Talent Management is a complex phenomenon that combines different interrelated processes at country and organization levels. Socio-economic and cultural macro factors have a significant impact on human capital mobility, which can be represented as talent attraction and retention processes and, therefore, as a component of Macro Talent Management. At the same time, human capital mobility itself influences the indicators of countries and regions’ development at macro level. At country level, talent development requires joint actions of state institutions and organizations, while Macro Talent Management system can affect the countries’ economic indicators. However, it can be concluded that the literature lacks a sufficiently detailed consideration of the implementation of Macro Talent Management system; the impact of characteristics of political regimes and cultural characteristics on formation of Macro Talent Management in different countries is not fully described, as well as the influence of Macro Talent Management on innovative development at macro level is studied generally. This review allows researchers to clarify issues related to the subject of Macro Talent Management and the existing gaps in the literature. As a result of the analysis, we identified several areas for further research. First, it is important to study the mechanisms of inter-level interaction in talent management both in terms of human capital mobility and talent development within a country. It is also necessary to study in detail the influence of political and cultural characteristics in countries as conditions for the implementation of these activities by agents. Finally, the impact of talent management on innovation development at macro level has been studied rather generally, without considering the impact of specific processes on innovation activity of particular countries.
... The main criterion for selecting the respondents was their personal experience of conducting business in the Soviet or early post-Soviet eras (i.e., 1980-1990 s). Recent literature on talent and human resource management in Russia suggests that the legacy of the Soviet past is still largely persistent in Russian society today (Holden & Vaiman, 2013;Outila et al., 2018;Outila & Fey, 2021). Furthermore, we concur with Holden and Vaiman (2013, p. 139), who state that "most Russian companies are still headed by their owners and creators, who are unlikely to leave their positions and make way for the new generation outside of the owner's 'inner circle.'" ...
The different social contexts and historical backgrounds of countries in which companies operate may influence how their managers understand and apply the concept of environmental commitment. Thus, the understanding of environmental commitment in the post-communist societies of Central and Eastern Europe can be expected to be different from the Western markets. This study sheds light on these issues by analyzing managerial stories about environmental commitment in Russia. It explains how managers’ sensemaking is shaped by the Soviet socio-historical context. This study contributes to the limited literature on environmental commitment in post-communist societies and provides a link between environmental commitment and sensemaking research, thus responding to recent calls for a clarification of the microfoundations of corporate social responsibility.
... We assume that the adaptation of attraction practices to create a female pool of talent is more difficult in the Russian context. Moreover, the prevailing influence of talent development and retention over talent attraction practices has its roots in the administrative heritage of the Soviet Union and the need for Russian firms to acquire and assimilate global knowledge to develop a competitive advantage (Dixon and Day, 2007;Outila et al., 2018). In Russia, the lack of leadership skills and managerial education (Holden and Vaiman, 2013) (and no targeted female inclusion in business education), along with a scarcity of global TM experience (Muratbekova-Touron et al., 2018) has created an agenda for knowledge development and retention but not one for attraction. ...
Purpose
There is a substantial void in the understanding of the effect of talent management (TM) practices specifically targeted at females on firm performance. This paper investigates the relationship between female-focused TM and firm performance with the aim of demonstrating the importance of gender diversity in firms.
Design/methodology/approach
The authors developed and empirically tested a contextually embedded model using data from 103 multinational corporations in Russia to examine the effect of female-focused TM on firm performance.
Findings
The authors found an overall positive relationship between female-focused TM and firm performance. The authors’ analysis also revealed significant positive effects of female-focused talent development and talent retention, but not talent attraction, on firm performance.
Originality/value
This paper contributes to the vibrant TM scholarship by focusing on female-focused talent attraction, development and retention practices.
This paper addresses official Russian discourse on educational diplomacy—that is, discourse that prioritizes the political rationale for internationalization of higher education. When Russia promotes its higher education abroad and recruits international students to Russian universities on the territory of the Russian Federation (RF) or abroad, it engages in educational diplomacy as part of its public diplomacy activities. Thus, in official discourse, cross-border education should also serve foreign-policy goals. Economic, cultural, and academic rationales do co-exist, but they are instrumental to the political rationale. This becomes evident with the emphasis on the Commonwealth of Independent States (CIS) as the “target audience” for Russia’s higher education promotion and the main recruitment area, in line with Russia’s foreign-policy priorities; and the understanding that cross-border education would help Russia to enhance its negative external image and that alumni would function as “Russian diplomats” after returning home.
In this paper, we try to unravel some of the unintended and intended
academic effects associated with post-Soviet educational reforms by
focusing on three cases: Estonia, Latvia and Russia. We have chosen
this comparison because a unique ‘natural experiment’ in the three
countries allows us to compare the changing academic performance
on an international test of a largely similar population in the three
countries—Russian origin students attending Russian-medium
schools—subjected to three variations of post-Soviet reforms. We
find that relative to students in Russia, Russian-medium students in
the Baltics made significant gains in the Programme for International
Student Assessment (PISA) test. In Latvia, these appear to be an
unintended effect of somewhat ‘softened’ state language policies,
the conditions surrounding minority rights, and the general context
of maintaining social cohesion. In Estonia, the (later) relative gains
of Russian students appear to an intended effect of locally grown
educational (and language) policies and increased, more effective
cooperation with Russian medium schools to further improve PISA
performance in a relatively high scoring, PISA-focused country.
Purpose
The purpose of this paper is to supply insights into talent management (TM) in Russia in the light of Soviet experience and the contemporary officially sanctioned business‐antagonistic political culture.
Design/methodology/approach
A diachronic approach, whereby a key dictum of Karl Marx which underlays Soviet thinking and methods is contextualized and applied to post‐communist Russia, and TM practice in Russian firms and foreign firms in Russia is contrasted.
Findings
A key finding is that there is seemingly greater value placed on Russian employees' talents by foreign companies. Six influential factors are identified which give Russian‐style TM a dysfunctional character: Russia's default position (i.e. instinctive gravitation to authoritarian rule), mistrust of institutions, entrenched “bossdom”, persistence of “Soviet mental software”, negative selection, and limited tradition of empowerment.
Research limitations/implications
The paper highlights needs for: comparative empirical studies, contrasting Russian firms' and foreign firms' understanding and application of TM; investigation into the relationship of Russian‐style TM and career progression in Russian companies; and studies into contrasting ways of transferring TM concepts and practices by Western firms.
Practical implications
Foreign firms must be prepared to engage with Russia's prevailing officially sanctioned business‐antagonistic, occasionally xenophobic political culture.
Originality/value
The paper demonstrates how engagement with contemporary Russia for management research purposes requires a deep appreciation of the Soviet period and the complexities of its legacy and judicious use of Russian‐language material adds credibility.
This article highlights a number of salient aspects of the culture and character of Russia (now the Russian Federation) in order to facilitate an informed understanding of the way Russians deal with organizations and approach leadership style. When appropriate, the clinical paradigm is applied, dimensions derived from cultural constructs are utilized, and examples are given of the author's fieldwork in Russian organizations. The article starts by examining how a number of contextual factors contribute to stoicism as a typical Russian character trait and make for a collectivist outlook. The implications of Russian child-rearing and educational practices are then discussed and the article analyses the development of a `false self' - a public self that is split from the true private self - particularly during the Soviet era. Other themes explored include emotional expressiveness, a particularistic outlook toward other people, Oblomovism and oscillation between order and disorder The destructive bureaucracy in Russia is shown to be a social defence; the Czar legacy and the wish for strong leadership are also analysed. The article ends by making a number of general comments about leadership and organizational practices in the context of stimulating the transformation processes that have recently taken place in Russia.
The fall of the socialist system, and of the Soviet Union as a political entity, created a situation where external assistance to the transformation of the ex-Soviet countries into market economies and multi-party democracies became a domain of “development assistance”. While the attractiveness of the ex-Soviet countries to the providers of development assistance was obvious, it was less clear, what the possible legitimization could be for interventions in the education sector. On the basis of documentary data the article traces the conceptions of development assistance that are embedded in the international analyses of the state of education in the ex-Soviet countries and prescriptions for educational reform in these countries since the 1990s.
The advantage of Trends in International Mathematics and Science Study is that not only does it perform a direct cognitive assessment of students concerning these students' teachers, but also their education, work experience and the instructional strategies used in their classes. In order to estimate teachers’ characteristics effects on a student’s achievements and overcome the limits of the TIMSS' correlational design, we have employed the first-difference method. Teachers’ characteristics effects have also been measured with the usual regression method. The effects discovered varied from one subject field to another, and there has been a difference between the results gained by using the first-difference method and OLS regression analysis model. The first-difference method has revealed a negative effect of reproductive tasks and group work in math class, whereas comprehension tasks and tasks for developing meta-cognitive skills have shown a positive effect. On the contrary, reproductive tasks for science classes have had a positive effect while comprehension tasks and tasks for developing meta-cognitive skills have had either none or negative effects. Apart from this, a teacher's experience has had a significant effect on natural science subjects as opposed to mathematics. The possible interpretations of these results are discussed in this paper.
This article starts by mapping the growing (Western based) literature that deals with participation and empowerment by outlining two clusters of writings—those that glorify these phenomena and those that problematize them. The article then examines why participation and empowerment, as introduced in the Western literature, do not work in Russian organizations. Explanations are found in one-man authority, anti-individualism and dependence, tightly coupled hierarchies, lack of knowledge sharing, and double-bind situations. The arguments are illustrated by examples from two case studies of Russian companies with Western participation.
Russia's new Concept of the State Migration Policy until 2025 (the CSMP) was approved on 13 June 2012. As the first comprehensive, nationwide document on migration policy in the modern history of Russia, it marks the beginning of a decisive reform of the country's migration policy by departing from the existing focus on temporary foreign workers. The emphasis of the CSMP is on coordination between new, modernized, and reformed migration policies to help achieve its central goals: sustaining the country's economic competitiveness, alleviating the negative effects of the country's demographic decline, combating the deficiencies of the country's domestic labor market, attracting and retaining talented foreign workers, and facilitating the country's modernization and innovative development. This article first presents the principal elements of Russia's migration policy in the post-Soviet period. It explains the reasons for the legacy of problems arising from this policy that have motivated migration reform in Russia. Second, it describes the scope, stages, and policy measures of the new CSMP, with emphasis on its major new aspect - the selective recruitment and facilitated settlement of international economic migrants. Third, it provides recommendations to policy-makers, based on the relevant experience of other migrant-receiving countries. These recommendations are derived from a theoretical model for the important but often overlooked notion of the effectiveness of migration policy. The article entirely relies on a comparative learning method. By answering the question of whether a decision variable may be regarded as supplyled, demand-driven, or both, the recommendations of this analysis are summarized in the following categories: (1) models for selective migration policies; (2) state programs for foreign graduates of local universities; (3) temporary-to-permanent residence programs; (4) migration diasporas and skill-selective migration programs; and (5) labor market tests. The article concludes with a discussion of two points: (1) data quality and availability, and (2) the appropriate research methods for measuring the effectiveness of migration policies for international economic migrants.
The authors argue that despite significant numbers of foreign workers present in the Russian labor market Russia remains unattractive for highly skilled foreign workers. The economic crisis the country has faced since 2014 has resulted in a further outflow of foreign nationals from OECD countries. So Russia has to look for employees among newcomers from the former Soviet states, the majority of whom come from Central Asia. Russian politics with regard to immigration is characterized by the collision between “geopolitical” and domestic policy rationales. On one hand, seeking to maximize its influence in the post-Soviet space Russia provides preferential conditions of employment for citizens of partner countries in the framework of the Eurasian Economic Union. On the other hand, the Kremlin is afraid to liberalize its approach to immigration and the integration of immigrants through fear of losing popularity among the electorate. The second substantial feature of Russian immigration politics is an extreme level of securitization of migration issues. The government considers these issues primarily through a policing lens. One cannot claim that the Russian state does not take any steps to liberalize “migratory regulation”; however, the effect of these measures is being vastly reduced by new restrictions. In addition, liberally designed laws do not bring the expected results due to the corrupt practices that pervade the whole of migration regulation.
We argue that the present scope of global talent management (GTM) is limited by its focus upon individuals and organizations, that leaves country effects and influences, as witnessed in the form of talent mobility, and respective governments' direct involvement in attracting and developing national talent, unaddressed. We present a conceptual framework for macro global talent management (MGTM), which incorporates a macro view and supports interdisciplinary research. The framework draws our attention to the macro context in which GTM occurs as well as illuminates its multiple consequences traversing levels of analysis. It also captures the essence of complexities associated with managing talent globally. We offer directions for future research and discuss implications for managers and policy makers. We conclude with some contributions, limitations and conclusions.
Executive Overview
A new entrant has abruptly and dramatically appeared on the international business scene. Hibernating for most of this century in a long winter's sleep induced by the communist regime, the Russian bear has awakened and is now dancing to the beat of capitalism. The bear is looking for a willing Western partner, and many North Americans are eager to be asked for a dance. With the hope that they will have a smooth pas de deux and avoid stepping on each other's toes, what follows is a portrait of their potential Russian partners, including their leadership traits in three eras: traditional Russian society, the communist regime, and the developing market economy.
The study investigates talent management practices in Russian and foreign companies and their influence on a company's performance. In our work, foreign companies are foreign-owned companies (multinational or global) that operate in the Russian market and their headquarters are located outside the Russian Federation. Attention is paid to the analysis of the factors that support talent management implementation. As the results of the research are based on a comparative analysis of differences and peculiarities in talent practices in Russian and foreign companies, the paper explores and provides a number of ideas and conclusions about talent management elaboration, realization and talent practices improvement in the Russian context. Our data show that talent management practices are influenced by a number of factors that are different, in parts, in Russian and foreign companies. Supplementary analysis also suggests that the positive connection between talent management efforts and a company's performance can be found.
This article investigates Russia's historical and current innovation initiatives through the lens of institutional theory, utilizing the triple-helix innovation model, which we have extended to include the context of Russian culture. The Russian government has embarked upon a national innovation policy and has committed billions of dollars with the goal of developing a knowledge-based economy to enhance participation in the global arena, while simultaneously diversifying away from energy and natural resources. Historically, Russia has typically not succeeded with innovation beyond the idea, and sometimes product development, stages. Our primary conclusion is that the inadequacy of formal and informal institutional support has created historical barriers in Russia, some of which are currently being addressed to develop an innovation ecosystem encompassing a more supportive institutional infrastructure. The article concludes with implications for US firms and universities involved with innovation activities in Russia. © 2014 Wiley Periodicals, Inc.
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