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7 - A typology of talent-management strategies

Published online by Cambridge University Press:  05 July 2014

By
Ibraiz Tarique  and
Randall Schuler
Edited by
Paul Sparrow ,
Hugh Scullion  and
Ibraiz Tarique
Ibraiz Tarique
Affiliation:
Pace University, New York
Randall Schuler
Affiliation:
Rutgers University
Paul Sparrow
Affiliation:
Lancaster University
Hugh Scullion
Affiliation:
National University of Ireland, Galway
Ibraiz Tarique
Affiliation:
Pace University, New York
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Summary

Introduction

The previous chapters have looked at talent management through the lenses of strategy, expert knowledge, employer branding, and the supply chain. They have raised a number of challenges for the field of talent management. We now draw upon discussion from the field of human resource management (HRM), and also in particular international HRM (IHRM), which has also devoted much attention to the topic.

As the workforces around the world have become increasingly diverse, and multinational enterprises (MNEs) become much more global, the topic of global talent management (GTM) has received a remarkable degree of academic and practitioner interest. Several survey-based studies have been conducted by consulting firms and professional associations such as the Boston Consulting Group, McKinsey and Company, and the Hay Group. On the academic side, several books have been published such as Global Talent Management by Scullion and Collings (2011), and Talent Management of Knowledge Employees (Vaiman, 2010). As noted in Chapter 1, special journal issues on talent management such as the International Journal of Human Resource Management (Vaiman and Collings, 2013), Journal of World Business (Scullion, Collings, and Caligiuri, 2010), and the Asia Pacific Journal of Human Resource Management (McDonnell, Collings, and Burgess, 2012) have been published.

Type
Chapter
Information
Strategic Talent Management
Contemporary Issues in International Context
 , pp. 177 - 194
Publisher: Cambridge University Press
Print publication year: 2014

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