Determining the Best Practices in Global Talent Management

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One of the factors that will be achieved through the project is the determination of some of the best practices in global talent management with multinationals. It is expected that various international brands employ numerous strategies to ensure that they not only attract the best talents but also retain them. Tung (2016) notes that many human resource and senior management only consider attracting new quality candidates as successful talent management. However, the element of retaining and employee turnover are also equally important in understanding successful global talent management. Critically, the management of staff in different countries is a complicated issue due to things such as distance and culture (Smale et al., 2015; Schmidt, Pohler and Willness, 2017). However, there has been a significant advancement in managing people in the workplace and many multinationals are doing the same successfully.

Several lessons will be learned throughout the project. One critical one is the role of cultures and intercultural relations in global talent management. The stated premise indicates two main factors that have to be discussed. The first is the assumption that cultures often affect global talent management. Kim, Pathak and Werner (2015) argue that multinationals have to consider the likeability and viability of their company mandates and the cultures in the markets they want to penetrate. Lazarova, Peretz and Fried (2016) add that it is critical that multinationals are not only aware of the different cultures but also show some aspect of respect for the foreign traditions. It is important to note that whereas a company cannot change its mandate to suit each market, it can implement their mandates in culturally-sensitive ways (Gelens et al., 2014). For instance, if the objective of a company is to sell the best quality of shoes in the world, they can use different strategies that are based on the different markets to achieve that. In the US market, for example, the stated company can use aggressive advertising that directly attacks their competitors. This would, however, not work in other countries like China.

One of the things that will be critical to find out is whether there is a relationship between global talent management and institutional biases. Kostova, Marano and Tallman (2016) argue that these are some of the beliefs that have been held within an institution due to either the owner’s personal biases or the Board’s. Nyberg and Wright (2015) explain that institutional biases tend to both cripple and help organizations succeed. The role of such beliefs has not been fully exploited in regards to human resource management, therefore, this will be interesting to find out all through the project. Having stated this, there are three deep research questions that will be used to guide the project. The three are:

  1. Are best practices in global talent management within multinationals determined by market-specific cultural inclinations?
  2. What determines best practices in global talent management in multinationals?
  3. How can institutional biases be used to successfully manage global talent in multinationals?

The three questions will also serve as objectives of the project. They will be used to come up with a literature review and primary data in an attempt to not only answer them but also provide more information on the general nature of global talent management in international companies.

One key reason for choosing the selected project is the fact that many organizations are becoming multinationals due to technological advancements. The internet has made it that much easier for companies to do their research and confirm which countries they would perform well (Ployhart et al., 2014; Johns, 2017). This has in turn made market penetration easier; boosting the number of multinationals across the globe. I would like to improve my research abilities through the project. These skills will be critical in my future career as well. The project is also interesting at a personal level due to the possibilities of also doing business in other countries. Therefore, it will serve as a learning experience for future business interests.

Debatably, there is a precedent that supports further studying of the selected topic. There are numerous scholars who have presented papers on the issue of talent management across different types of companies. This is further boosted by studies on intercultural communications and management in multinationals. Such studies have often provided information on what businesses have been doing, and what they should do, to improve their bottom line. It can be argued that proper staff or talent management is critical in achieving the stated. One can, therefore, argue that there is significant precedent on the selected topic.

The selected sources have been thoroughly reviewed to ensure that they offer quality information. It is important to note that a combination of books and peer-reviewed sources will be used. They will form the secondary sources that will primarily be used in the literature review of the project. Debatably, the sources that will be selected will either support or otherwise the objectives stated. This will ensure that the whole discussion is unbiased and will push the conversation on best practices for global talent management for multinationals forward.

Reference List

Gelens, J. et al. (2014) ‘Talent management and organizational justice: employee reactions to high potential identification’, Human Resource Management Journal, 24, pp. 159-175.

Johns, G. (2017) ‘Reflections on the 2016-decade award: incorporating context in organizational research’, Academy of Management Review, 42, pp. 577-595.

Kim, K. Y. Pathak, S. and Werner, S. (2015) ‘When do international human capital enhancing practices benefit the bottom line? An ability, motivation, and opportunity perspective’, Journal of International Business Studies, 46, pp. 784-805.

Kostova, T. Marano, V. and Tallman, S. (2016) ‘Headquarters–subsidiary relationships in MNCs: fifty years of evolving research’, Journal of World Business, 51, pp. 176-184.

Lazarova, M. B. Peretz, H. and Fried, Y. (2016) ‘Locals know best? Subsidiary HR autonomy and subsidiary performance’, Journal of World Business, 52, pp. 83-96.

Nyberg, A. and Wright, P. M. (2015) ‘50 years of human capital research: assessing what we know, exploring where we go’, Academy of Management Perspectives, 29, pp. 287-295.

Ployhart, R. E. et al. (2014) ‘Human capital is dead: long live human capital resources’, Journal of Management, 40, pp. 371-398.

Schmidt, J. A. Pohler, D. and Willness, C. R. (2017) ‘Strategic HR system differentiation between jobs: effects on firm performance and employee outcomes’, Human Resource Management, pp. 11-17.

Smale, A. et al. (2015) ‘Dual values-based organizational identification in MNC subsidiaries: a multilevel study’, Journal of International Business Studies, 46, pp. 761-783.

Tung, R. L. (2016) ‘New perspectives on human resource management in a global context’, Journal of World Business, 51, pp. 142-152.

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