The global race for talent is on, with countries and businesses competing for the best and brightest. Talented individuals migrate much more frequently than the general population, and the United States has received exceptional inflows of human capital. This foreign talent has transformed U.S. science and engineering, reshaped the economy, and influenced society at large. But America is bogged down in thorny debates on immigration policy, and the world around the United States is rapidly catching up, especially China and India. The future is quite uncertain, and the global talent puzzle deserves close examination. To do this, William R. Kerr uniquely combines insights and lessons from business practice, government policy, and individual decision making. Examining popular ideas that have taken hold and synthesizing rigorous research across fields such as entrepreneurship and innovation, regional advantage, and economic policy, Kerr gives voice to data and ideas that should drive the next wave of policy and business practice. The Gift of Global Talent deftly transports readers from joyous celebrations at the Nobel Prize ceremony to angry airport protests against the Trump administration's travel ban. It explores why talented migration drives the knowledge economy, describes how universities and firms govern skilled admissions, explains the controversies of the H-1B visa used by firms like Google and Apple, and discusses the economic inequalities and superstar firms that global talent flows produce. The United States has been the steward of a global gift, and this book explains the huge leadership decision it now faces and how it can become even more competitive for attracting tomorrow's talent. Please visit www.hbs.edu/managing-the-future-of-work/research/Pages/default.aspx to learn more about the book.

Through extensive research Global Talent Retention: Understanding Employee Turnover Around the World addresses the need for turnover theory and research to give more careful consideration to global and cross-cultural perspectives on employee retention, and includes contributions from a global range of scholars.

Global Talent seeks to examine the utility of skilled foreigners beyond their human capital value by focusing on their social capital potential, especially their role as transnational bridges between host and home countries. Gi-Wook Shin and Joon Nak Choi build on an emerging stream of research that conceptualizes global labor mobility as a positive-sum game in which countries and businesses benefit from building ties across geographic space, rather than the zero-sum game implied by the "global war for talent" and "brain drain" metaphors. The book empirically demonstrates its thesis by examination of the case of Korea: a state archetypical of those that have been embracing economic globalization while facing a demographic crisis—and one where the dominant narrative on the recruitment of skilled foreigners is largely negative. It reveals the unique benefits that foreign students and professionals can provide to Korea, by enhancing Korean firms' competitiveness in the global marketplace and by generating new jobs for Korean citizens rather than taking them away. As this research and its key findings are relevant to other advanced societies that seek to utilize skilled foreigners for economic development, the arguments made in this book offer insights that extend well beyond the Korean experience.

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.

Fortune magazine editor Geoff Colvin offers new evidence that top performers in any field are not determined by their inborn talents. Greatness, he argues, does not come from DNA but from practice and perseverance honed over decades. The key to this is how successful people practice, how the results of practice are analysed and how they learn from their mistakes. This new mindset will change the way reader's think about their jobs and careers, and will inspire them to achieve more in all they do.

Globalization, innovation, market share, identifying visionary leaders and, particularly, talent management ...are just some of the issues that benefit from using assessment and development centres. Assessment Centres and Global Talent Management focuses on topics that influence the design of the assessment centre in terms of the competencies being assessed, the exercises that are used and the nature of the event, so that they can deliver what is required; often to change organizational culture and values. Practical examples and case studies are sprinkled throughout the book as international contributors explore cross-cultural implications, and consider how the design, development and use of assessment centres should be adapted to different cultures. Some of the world's leading researchers and practitioners outline their research into new applications for assessment centre methods, showing how they have used it to design and implement specific assessment and development centres. This is a book from which practitioners can see how science informs good practice, and scholars will find the 32 chapters a rich source of ideas for conducting research into emerging issues in the field.

HR Professional's guide to creating a strategically sustainable organization Employees are central to creating sustainable organizations, yet they are left on the sidelines in most sustainability initiatives along with the HR professionals who should be helping to engage and energize them. This book shows business leaders and HR professionals how to: motivate employees to create economic, environmental and social value; facilitate necessary culture, strategic and organizational change; embed sustainability into the employee lifecycle; and strengthen existing capabilities and develop new ones necessary to support the transformation to sustainability. Talent, Transformation, and the Triple Bottom Line also demonstrates how leading companies are using sustainability to strengthen core HR functions: to win the war for talent, to motivate and empower employees, to increase productivity, and to enliven traditional HR-related efforts such as diversity, health and wellness, community involvement and volunteerism. In combination, these powerful benefits can help drive business growth, performance, and results. The book offers strategies, policies, tools and specific action steps that business leaders and HR professionals can use to get into the sustainability game or enhance their efforts dramatically Andrew Savitz is an expert in sustainability and has worked extensively with many organizations on sustainability strategy and implementation; he and Karl Weber wrote The Triple Bottom Line, one of the most successful books in the field Published in partnership with SHRM and with the cooperation of the World Business Council for Sustainable Development Forward by Edward Lawler III This book fills a gaping hole in both the HR and sustainability literature by educating HR professionals about sustainability, sustainability professionals about HR, and business leaders about how to marry the two to accelerate progress on both fronts.

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. ​

The systematic management of executive talent is a key strategic challenge for most large corporations. This is an emerging field and, consequently, there is a lack of consensus about what is involved and a variety of approaches have been adopted. In Developing Executive Talent Jonathan Smilansky, Ph.D. summarises the key activities and concerns of large businesses in the USA and Europe that are focused around the identification, development and effective utilisation of executive talent. In doing so, he provides even the most experienced Human Resource executive with a much broader array of inputs about what today's leading organizations are doing in this area. What quickly becomes clear is that even the best businesses are still developing their talent management processes. There are no 'right' answers and different organizations, with different levels of commitment, at different stages of development and in different environments produce different approaches. Developing Executive Talent is a map that lets you compare your organisation's approach with what others are doing in this area. It also grants you a close-up view of alternative processes designed to identify and develop the leaders of tomorrow. By learning from the experience of others you can become an 'educated consumer' of talent management services, and help both your organization and your own career. With quotations from Heads of Human Resources describing their experiences and concerns, specific tools and processes used by large businesses to identify and manage the leaders of tomorrow, Developing Executive Talent offers the clearest and most coherent picture to date of how leading organizations are tackling this critical business challenge.

A manual for building a faster brain and a better you! The Little Book of Talent is an easy-to-use handbook of scientifically proven, field-tested methods to improve skills—your skills, your kids’ skills, your organization’s skills—in sports, music, art, math, and business. The product of five years of reporting from the world’s greatest talent hotbeds and interviews with successful master coaches, it distills the daunting complexity of skill development into 52 clear, concise directives. Whether you’re age 10 or 100, whether you’re on the sports field or the stage, in the classroom or the corner office, this is an essential guide for anyone who ever asked, “How do I get better?” Praise for The Little Book of Talent “The Little Book of Talent should be given to every graduate at commencement, every new parent in a delivery room, every executive on the first day of work. It is a guidebook—beautiful in its simplicity and backed by hard science—for nurturing excellence.”—Charles Duhigg, bestselling author of The Power of Habit “It’s so juvenile to throw around hyperbolic terms such as ‘life-changing,’ but there’s no other way to describe The Little Book of Talent. I was avidly trying new things within the first half hour of reading it and haven’t stopped since. Brilliant. And yes: life-changing.”—Tom Peters, co-author of In Search of Excellence