Global talent management and global talent challenges: Strategic opportunities for IHRM
The need for multinational firms to be as competitive in the global marketplace as possible has increased dramatically over the past twenty years. For international human resource management this has meant many strategic opportunities to international human resource management. An excellent example of such an opportunity is that which exists regarding the management of talent. This opportunity began to develop in the late 1990s with the advent of the challenge of âglobal talent management.â During the past few years this opportunity has expanded to include challenges dealing with talent shortages, talent surpluses, locating and relocating talent, and compensation levels of talent. Together, these conditions are all âglobal talent challengesâ. In this article we describe these several global talent challenges and the strategic opportunities they present to firms and propose the implications of these for firms and for the field of international human resource management.
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Volume (Year): 46 (2011)
Issue (Month): 4 (October)
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- Nick Bloom & John Van Reenen, 2010.
"Why do management practices differ across firms and countries?,"
LSE Research Online Documents on Economics
47491, London School of Economics and Political Science, LSE Library.
- Nicholas Bloom & John Van Reenen, 2010. "Why Do Management Practices Differ across Firms and Countries?," Journal of Economic Perspectives, American Economic Association, vol. 24(1), pages 203-24, Winter.
- Nick Bloom & John Van Reenen, 2010. "Why do Management Practices Differ Across Firms and Countries?," CEP Occasional Papers 26, Centre for Economic Performance, LSE.
- Farndale, Elaine & Scullion, Hugh & Sparrow, Paul, 2010. "The role of the corporate HR function in global talent management," Journal of World Business, Elsevier, vol. 45(2), pages 161-168, April.
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