http://nova.newcastle.edu.au/vital/access/services/Feed ${session.getAttribute("locale")} 5 http://nova.newcastle.edu.au/vital/access/manager/Repository/uon:12288 In recent decades, interest in talent management has continued to grow among practitioners, consultants and academics. Conceptual development and subsequent empirical analysis has been limited and struggled to keep pace with the plethora of management consultancy reports in the area. More recently, global talent management has come to the fore due to the increasing importance and challenges multinational enterprises (MNEs) face in satisfying their talent demands. This paper analyses the operationalisation of the talent identification stage in global talent management. In so doing, we find that the use of talent pool segmentation is becoming a popular means of identifying and managing talent. However, MNEs face a number of challenges in ensuring that it is an effective system. 2012-12-18T04:10:27.693Z ]]> http://nova.newcastle.edu.au/vital/access/manager/Repository/uon:12091 This paper investigates the extent to which multinational enterprises formally identify a key group of non-managerial employees that are critical to the achievement of corporate strategy. Furthermore, the paper investigates whether there is a differentiated HR approach utilised according to the different talent pools. Utilising data from 260 MNEs operating in Ireland, the paper supports the viewpoint that there are employees other than management who possess significant strategic value in terms of their contribution to the corporate strategy. Although not a universal finding, a slight majority of MNEs noted that they identify a key group of employees based on possessing knowledge and skills deemed critical to the achievement of the organisation’s competitive strategy. In addition, some support was also found regarding the use of a differentiated HR architecture based on different. Specifically, we found that both the managerial pool and key group were more likely to be offered financial participation schemes, be subject to variable pay based on performance and were also more likely to have a pay policy of paying in the top or second quartile than the largest occupational group. Differences in the HR approach between the key group and managerial pool were also found but these were more minimalist. 2012-11-21T22:59:03.374Z ]]> http://nova.newcastle.edu.au/vital/access/manager/Repository/uon:10406 Organizations are becoming relentless in managing and developing their key talent. This is a view, however, largely based on anecdote rather than reliable empirical evidence. Utilizing data from 260 multinational enterprises (MNEs), this paper helps redress this deficit. Specifically, this paper explores the extent to which MNEs engage in global talent management (GTM) and deciphers some of the factors which may explain the use and non-use of GTM practices. In so doing, we find that although a significant number of MNEs have systems and mechanisms in place to strategically identify and develop their talent many more seemingly adopt an ad hoc or haphazard approach. For instance, less than half of all MNEs have both global succession planning and formal management development programs for their high-potentials. Consequently it seems that there is a considerable distance yet to be travelled to arrive at a universal appreciation of the need to strategically manage one's key employees. We find the size of the MNE has a significant effect on GTM system usage—larger MNEs are more likely to undertake GTM. Other significant, positive influences include whether products or services are standardized regionally or globally, and if the MNE has a global human resources policy formation body. Of considerable interest is the finding that MNEs operating in the low-tech/low-cost sectors are significantly more likely to have formal global systems to identify and develop high-potentials. 2012-03-14T03:20:08.377Z ]]> http://nova.newcastle.edu.au/vital/access/manager/Repository/uon:9138 It is suggested that organisations are becoming relentless in managing and developing their talent. However, this view is largely based on anecdote rather than empirical evidence. Utilising data from 260 multinational companies (MNCs), this paper redresses this deficit. Specifically, this paper explores the extent to which MNCs engage in global talent management (GTM) and deciphers some of the factors which may explain engagement in GTM. In so doing, we find that although a significant number of MNCs have systems and mechanisms in place to strategically identify and develop their talent many more seemingly adopt an ad hoc or haphazard approach. 2011-10-10T23:00:05.135Z ]]> http://nova.newcastle.edu.au/vital/access/manager/Repository/uon:9080 Interest in talent management (TM) continues to grow amongst practitioners, consultants and academics. Yet, conceptual development and empirical evidence remains limited and struggling to keep pace with the multitude of consultancy reports. This paper incorporates an exploratory case study in conjunction with large scale survey evidence from 260 multinational companies in Ireland to establish how TM is operationalised in practice. The survey results showed TM was far from being universally applied among all MNCs although significant numbers have systems in place. The case study, regarded as a best practice TM case in the consultancy literature, shows that talent pool segmentation according to the abilities and competencies of employees are utilised rather than firstly identifying pools of positions and then finding individuals. Additionally and consistent with over half of the MNEs surveyed, the case firm identify talented employees other than leadership or managerial talent but also their key technical, functional employees. 2011-09-28T06:50:01.943Z ]]> http://nova.newcastle.edu.au/vital/access/manager/Repository/uon:7392 Despite more than a decade of hype around the concept of talent management, we still have relatively limited knowledge regarding its application in practice, particularly in the international context. Developing on Malcolm Gladwell’s influential book The Tipping Point, and in particular his concept of the ‘law of the few’, we argue that it is a few key individuals positioned in pivotal roles which make the critical difference in terms of differentiated organizational performance. Drawing insights from the social capital, global leadership and global mindset literatures, this paper will be useful to both academics and practitioners in helping to conceptualize the important issues around talent management in an organizational context. 2011-03-14T03:30:06.598Z ]]>