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This book explores the implications of talent management in four practical settings across the globe. Focusing on countries in the Asia-Pacific region, Central and Eastern Europe, Latin America and within the Commonwealth of Independent States (CIS), the authors illustrate how multinational corporations (MNCs) can benefit from talent management practices and as a result, develop a strategy of organizational leadership. Offering empirical examples from each region, this book examines how economic and cultural contexts influence talent management. Talent Management in Global Organizations discusses successful cases in different cross-cultural settings, and aims to inspire companies around the world to develop and implement talent management practices effectively.
This book draws on recent theoretical contributions in the area of global talent management and presents an up to date and critical review of the key issues which MNEs face. Beyond exploring some key overarching issues in global talent management the book discuses the key emerging issue around global talent management in key economies such as China, India, the Middle East and Eastern Europe. In contrast to many of the currently available texts in the area of global talent management which are descriptive and lacking theoretical rigor, this text emphasizes the critical understanding of global talent management in an organizational context. Drawing on contributions from the leading figures in the field, it will aid students, practitioners and researchers alike in gaining a well grounded and critical overview of the key issues surrounding global talent management from a theoretical and practical perspective.
Economic and political reforms and globalization in the developing world have led to the emergence of companies that are expanding beyond their national borders into the international arena. The transformation into multinational corporations is generally not accompanied by a change in the way they manage their talent. There is a disconnect between globalization and talent management. Yet the most effective and sustainable source of competitive advantage is talent. Talent Management in the Developing World explores how the policies, systems and procedures that have been successful within national boundaries are inadequate to meet the value propositions of completely different and diverse people working in different countries, cultures, legal and socio-economic environments. In fact they may be dysfunctional to talent management. Using the perspective of the developing world, Dr Elegbe outlines the shift in paradigm and practice that is required if organizations are to develop a sustainable talent management strategy in these countries. A global approach to talent management assures competitiveness and sustainability of success in the international environment but change will not happen until line and HR managers see its urgency and criticality. That is the endeavour of this book.
The second edition of Global Talent Management (GTM) offers a state of the art overview of the key areas of talent management in theory and practice. Drawing on contributions from the leading global contributors to talent management research, the book is structured around three key sections. Section one provides a contextual overview of talent management. The second section explores in depth some of the core areas of GTM practice which includes the meaning of talent in the global context, internal talent identification, developing leadership talent, employee turnover, employer branding and the role of the corporate HR function in GTM. The final section considers three key contemporary issues in GTM, namely, data analytics in GTM, managing virtual talent and managing globally diverse talent. The chapters in the volume provide advanced undergraduate or postgraduate students with an interest in global talent management with a cutting-edge overview of the key topics in the field. It is also an invaluable resource for the reflective practitioner looking for an overview of key research in this important area of practice.
This book covers the main issues on the study of competencies and talent management in modern and competitive organizations. The chapters show how organizations around the world are facing (global) talent management challenges and give the reader information on the latest research activity related to that. Innovative theories and strategies are reported in this book, which provides an interdisciplinary exchange of information, ideas and opinions about the workplace challenges.
The Oxford Handbook of Talent Management offers academic researchers, advanced postgraduate students, and reflective practitioners a state-of-the-art overview of the key themes, topics, and debates in talent management. The Handbook is designed with a multi-disciplinary perspective in mind and draws upon perspectives from, inter alia, human resource management, psychology, and strategy to chart the topography of the area of talent management and to establish the base of knowledge in the field. Furthermore, each chapter concludes by identifying key gaps in our understanding of the area of focus. The Handbook is ambitious in its scope, with 28 chapters structured around five sections. These include the context of talent management, talent and performance, talent teams and networks, managing talent flows, and contemporary issues in talent management. Each chapter is written by a leading international scholar in the area and thus the volume represents the authoritative reference for anyone working in the area of talent management.
Drawing on recent theoretical contributions, this Cambridge Companion presents an up-to-date, critical review of talent management within a global context.
The Talent Management book explains how organizations can identify and get the most out of high-potential people by developing and promoting them to key positions. The book explains a system for integrating human resources building blocks and human resources conditions neccessary for organization excellence and how to link employee assessment process to career planning and development. It is full of simple, efficient, easy-to-follow methods for assessing, planning and developing high-value people to meet your organization's current and future needs. And it will help combine organization's diverse human resorces activities into a single, cogent system.
Providing a global perspective on the increasingly important concept of talent management in the health sector, this significant new text brings together evidence and research findings to suggest how healthcare organisations can attract and retain talent. The demand for healthcare in many countries often exceeds the supply of those who can provide it, and with case studies from Asia, the UK and the US, this book provides geographical insights into the extent of this global challenge. Topics discussed include employee engagement, employer branding, retention and succession planning. Talent Management in Healthcare offers readers a substantial guide and provides a sustainable talent strategy for organisations within the healthcare industry. An invaluable contribution to research on human resource development, this book will be of interest to academics and practitioners involved in organisational development, human resource management and healthcare management.
Your people hold the key to your business success Make Your People Before You Make Your Products is an authoritative guide to the evolution of talent management. Written specifically for HR professionals this book describes how organizations can gain a global competitive edge through better management of talent resources. With a practice-based philosophy, readers will learn more effective talent management strategies for a complex market in which people are often the only competitive advantage. Inclusivity is emphasized, and discussion centres on innovative, dynamic, fluid approaches to talent acquisition, development, and retention. In today's market environment, talent has moved from audience to community while leadership has shifted from control to empowerment. Traditional, linear approaches to talent management are falling short, and directing resources solely to senior management and HIPOs is no longer a valid strategy. This book provides practical guidance on more modern approaches, helping organizations to: Attract and retain the best talent by expanding talent resource management Augment traditional management methods with more dynamic techniques Develop a talent strategy that recognizes the new diversity of supply and demand Consider the evolving roles of talent and leadership in a global context Contextual changes in workplace dynamics necessitate an updated approach for keeping the best people on board and using them to their utmost potential. Talent management is a driving force behind an organization's success, affecting outcomes by every major metric – if the strategy becomes stale, success is no longer sustainable. Make Your People Before You Make Your Products is guide toward developing an organization's greatest asset.