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.

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.

Drawing on recent theoretical contributions, this Cambridge Companion presents an up-to-date, critical review of talent management within a global context.

This book bridges the research and practice of global talent management. It opens important theoretical and practical avenues to understand the concept internationally while focusing on developing and emerging countries. Chapters derive from various geographic regions and embrace cross-national, comparative, and interdisciplinary perspectives. An open and inclusive approach is used in assessing the challenges of global talent management, strategies to overcome these challenges, and in charting opportunities for future talent management. These three dimensions are crucial to academic researchers and business practitioners for envisioning a positive future role of talent management in businesses and societies. ​

This is an ideal foundation text for anyone studying or working in the International Human Resource Management (IHRM) arena. This text utilizes and incorporates most of what is currently known, researched or experienced in the field. It features data and examples from academic research, international businesses and consulting firms, as well as experiences of and interviews with HRM managers in multinational and global firms. This book offers both a theoretical and practical treatment of this important and constantly evolving area. Thoroughly updated and revised, this second edition now includes key terms, learning objectives, discussion questions and an end-of-book integrative case. It has been designed to lead readers through all of the key topics in a highly engaging and approachable way. This book focuses on IHRM within multi-national enterprises (MNEs) and covers topics including: * MNE and country culture * organizational structure, strategy and design * international joint ventures and cross-border mergers and acquisitions * labour standards, ethics and codes of conduct * selection and mangement of international assignees * training and management development * compensation and benefits * health and safety and crisis management * IHRM departments and professionals Uncovering precisely why IHRM is important for success in international business and how IHRM policies and practices function within the multinational enterprise, this outstanding textbook provides an essential foundation for an understanding of the theory and practice of IHRM. This book is essential reading for all students, lecturers and IHRM professionals.

In early 2003, Randy MacDonald, the senior vice president of human resources for IBM Corporation, was reviewing his recent meeting with Sam Palmisano, the CEO of IBM. Randy had been the chief HR executive at IBM since 2000, joining when Lou Gerstner was in the middle of his tenure as IBM's CEO. Sam and Randy discussed IBM's strategic view of the evolution of global markets, IBM's strategic position as a leader in global transformation and the evolving needs of IBM's clients. Sam coined the phrase "Globally Integrated Enterprise" (GIE) to describe what he had in mind. He foresaw that IBM's clients would increasingly be moving toward a GIE and that IBM needed to get ahead of that trend.

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.

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.

International talent management has become a critically important topic for scholarly discussion, in policy debates, and among the business community. Despite this, however, research into talent management tends to lack theoretical underpinnings, especially from an international, multidisciplinary, and comparative perspective. This Research Handbook fills this gap, bringing together a range of leading researchers, scholars, and thinkers to debate and advance the conceptualization and understanding of this multifaceted subject.

This book highlights the importance of talent management practices in recruiting, developing and retaining talented professionals in the digital and IT&C industry. It unpacks the distinctive characteristics of ‘digital talent’ represented by a wide spectrum of professionals and managers with digital abilities, competencies and skills who add considerable value to organizations and industries worldwide. It shows that despite digital talent’s increased variety and significant contribution to digital transformation processes, much of the existing human resource and talent management research and practice fail to account for their distinctiveness. This book calls for the need for a new kind of talent management, referred to as ‘digital talent management’ (DTM) that is applicable to digital talent and decidedly integrates digital talent’s distinctive characteristics into talent management strategies and practices in a human-centered manner. Drawing upon existing, yet disconnected, streams of literature and empirical evidence derived from the information technology and communication (IT&C) industry, this book defines digital talent and delineates strategies to attract, develop and retain them for an uncertain and renewed future.