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This textbook provides the theory and practice context of Global Talent Management within an accessible conceptual framework for students, spanning individuals (micro), organisations (meso) and policy (macro).
Including discussions on the development of self as global talent and current organisational approaches to the attraction, development and retention of global talent, this book encourages critical reflection of how global talent management is affected by policy, society and the economy. The authors draw on interdisciplinary fields, practical insights from global employers and wide-ranging case studies to help students grasp the complexities of this evolving field.
Sommario
Preface
Part 1: Individuals as Global Talent
Chapter 1: Developing skillsets, mindsets and heartsets
Chapter 2: Job seekers and job creators
Chapter 3: Understanding the cross-cultural and multi-generational workforce
Chapter 4: Thriving in the 4IR: workplace automation and artificial intelligence
Part 2: Organisations as Hubs for Global Talent
Chapter 5: Organisational foundations for global talent
Chapter 6: Attraction, development and retention of global talent
Chapter 7: Performance, productivity and analytics in global talent management
Part 3: Global Talent Policy Perspectives
Chapter 8: Demographic disruptions (re)shaping the global talent landscape
Chapter 9: Global economic competitiveness and the role of global talent
Chapter 10: The role of global talent in shaping cities, regions and economies
Chapter 11: The global talent mismatch and the role of education
Relazione
For many major organisations, Global Talent Management (GTM) is still a set of buzzwords, like Artificial Intelligence and Industry 4.0. Organisations know that they are increasingly being forced to attract and retain talent in a globalised labour market, but their human resources policies and practices remain firmly rooted in a national mind set. Recruitment and selection procedures implicitly assume that applicants are home-based, requiring post codes and equality monitoring data that make no sense to international candidates. HR departments struggle to organise interviews for remote candidates in different time zones. Most damning, onboarding procedures routinely fail to recognise the challenges facing new employees who have moved across national borders and cultural and linguistic boundaries to take up their jobs.
This important new book brings GTM alive for a new generation of students and HR professionals, who will be building their careers in the new globalised world, rather than the set of nationally segmented labour markets that characterised their parents experience. By drawing on perspectives from theory, practice and policy, Minocha and Hristov present GTM as a holistic approach to the recruitment, development and retention of talent in a borderless world. This book represents the first serious attempt to mark out GTM as a distinct branch of management, rather than a sub-division of HR management.
Professor Nigel Healey
