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.

The ultimate success or failure of a business in modern society depends on a variety of factors across all levels of the organization. By utilizing dynamic human resource planning techniques, businesses can more efficiently reach their goals. Effective Talent Management Strategies for Organizational Success is a pivotal reference source that provides scholarly perspectives on the latest practices for leveraging human capital in business environments to maintain and increase competitive advantage. Highlighting innovative coverage across relevant topics, such as division of labor, intellectual assets, and value creation systems, this book is ideally designed for managers, professionals, academics, practitioners, and graduate students seeking emerging research on optimizing talent management in modern businesses.

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.

Effective talent management is about aligning the business's approach to talent with the strategic aims and purpose of the organisation. The core rationale of any talent strategy should be to have a direct positive impact on the organisation's goals but in many cases this is not so. The ideas, principles and approaches outlined here will enable the reader to understand the strategic nature of talent and design a response that meets the needs of their own organisation. Case studies are used to illustrate the concepts and proven methodologies guide the day-to-day practice of the reader. The content will link the strategic intent of HR with the practical actions it takes to make a positive impact on the business's results. The author begins by examining the disconnected nature of talent management in many organisations; how at times it has been a response to trends and seen by many as a bolt on to HR and he proposes a different model, one that links clearly the development of a talent strategy with the achievement of a business strategy. Mark Wilcox summarises succinctly the case for a more strategic approach to talent management, one directly linked to business performance. He concludes that the time is now right for talent management, and therefore many HR managers, to move from a functional support role to one with a direct strategic impact on the business.

Clearly written and providing actionable strategies, this book explores new paradigms for workforce management to enable human resource managers and the organizations where they work to thrive in today’s turbulent business environment. Robert Greene goes beyond the many human resource management books currently available, to deal head-on with the new realities of talent management, including such factors as the "gig economy" and globalization. The book focuses on attracting, developing, and effectively utilizing human capital. It begins with human capital planning, and then explores strategies and programs that can attract and retain the workforce an organization needs. A range of sizes and types of organizations and different working relationships are considered, as Greene demonstrates how to evaluate the effectiveness of strategies that fit specific contexts and will sustain the viability of an organization’s workforce into the future. Postgraduate students of human resource management, as well as current HR professionals and managers, will find this practical book an indispensable resource. PowerPoint slides and test banks are available to support instructors.

What Talent Development Professionals Should Know and Do to Be Successful The talent development field is deep and wide, encompassing the efforts that foster learning and employee development to drive organizational performance, productivity, and results. Major societal forces and business changes require talent development professionals across all industries to adopt new approaches and upgrade skills to keep pace and grow. Capabilities for Talent Development presents the new ATD Capability Model, a powerful framework to guide the profession in what practitioners need to know and do to develop themselves, others, and their organizations. ATD’s research shows that the future of work will require talent development professionals to leverage interpersonal skills, along with their professional expertise, to work as a true business partner to achieve organizational goals. As organizations respond to trends in business, science, and technology—such as artificial intelligence and automation, brain-based learning, new ways to enlist skilled talent brought on by the gig economy, and other factors—professionals must develop their knowledge and skills from three domains of practice: Building Personal Capability Developing Professional Capability Impacting Organizational Capability Capabilities for Talent Development offers an in-depth look at the Model and its components, drawing from the research behind it. Inside are application tips for individuals, educators, and organizations, as well as examples and interviews with thought leaders that describe an exciting future ahead for the talent development field. The ATD Capability Model is future-oriented and can help you personalize your development needs. Grow your career as you grow your knowledge and skills in talent development.

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

"The Talent Powered Organization" shows how businesses and organizations must treat talent as a strategic issue so that their operations are focused on growing the workforce talent on which they depend.

Managing Your Scarcest Resources Business leaders know that the key to competitive success is smart management of scarce resources. That's why companies allocate their financial capital so carefully. But capital today is cheap and abundant, no longer a source of advantage. The truly scarce resources now are the time, the talent, and the energy of the people in your organization--resources that are too often squandered. There's plenty of advice about how to manage them, but most of it focuses on individual actions. What's really needed are organizational solutions that can unleash a company's full productive power and enable it to outpace competitors. Building off of the popular Harvard Business Review article "Your Scarcest Resource," Michael Mankins and Eric Garton, Bain & Company experts in organizational design and effectiveness, present new research into how you can liberate people's time, talent, and energy and unleash your organization's productive power. They identify the specific causes of organizational drag--the collection of institutional factors that slow things down, decrease output, and drain people's energy--and then offer a pragmatic framework for how managers can overcome it. With practical advice for using the framework and in-depth examples of how the best companies manage their people's time, talent, and energy with as much discipline as they do their financial capital, this book shows managers how to create a virtuous circle of high performance.

A radical approach to growing high-quality talent--fast You know that winning in today's marketplace requires top-quality talent. You also know what it takes to build that talent--and you spend significant financial and human resources to make it happen. Yet somehow, your company's beautifully designed and well-benchmarked processes don't translate into the bottom-line talent depth you need. Why? Talent management experts Marc Effron and Miriam Ort argue that companies unwittingly add layers of complexity to their talent-building models--without evaluating whether those components add any value to the overall process. Consequently, simple activities like setting employee performance goals become multipage, headache-inducing time wasters that turn managers off and fail to improve results. Effron and Ort introduce a simple, powerful, scientifically proven approach to increase your ability to develop better leaders faster: One Page Talent Management (OPTM). Using the straightforward, easy-to-follow process described in this book, you will eliminate frustrating complexity, focus only on those components that add real value, and build transparency and accountability into every practice. Based on extensive research and experience in companies such as Avon Products, Bank of America, and Philips, One Page Talent Management shows you how to: Quickly identify high-potential talent without complex assessments Increase the number of "ready now" successors for key roles Generate 360-degree feedback that accelerates change in the most critical behaviors Significantly reduce the time required for managers to implement talent-building processes Do away with complexity and bureaucracy--and develop the high-quality talent you need, right now.