ABSTRACT
In the previous chapter we looked at developments in the field of global talent management, looking in particular at how MNEs think about linking their approach to talent management to their business strategy. We identified four separate components of a GTM strategy, encompassing key people, key practices, key positions and key strategic work-pools. However, once we think about talent management in a global context, we also have to understand a series of macro-level issues – notably, shifts taking place in global labour markets and shifts in the focus of activity within MNEs in response to these developments. We now look at the second of our five processes of transition through which new and more globalized patterns of HRM are being created and new options for globally integrating HRM arise. In this chapter we:
Broaden the problem of cross-border flows of talent, diaspora mobility and policies to attract, grow, develop and retain national talent in ways that facilitate their own GTM strategies and activities to one of global labour mobility and knowledge flows.
Link the micro-level debates about talent management to concepts of macro global talent management and broader labour market developments and argue that this is shaping the requisite GTM strategies of MNEs.
Introduce ideas about macro global talent management and show how this involves MNEs in questions of global mobility, an integrated human development agenda, the diaspora effect and brain circulation – and create links between talent flows and learning.
Argue that there are now a number of government-level responses that represent forms of talent management that involve a host of actors, including non-government bodies and MNEs.
Outline some of the long-term structural trends in global labour markets, such as skills shortages, the problem of over-education and poor skills under-utilization, changes in demography and wage pressure thresholds.
Identify some of the country-level labour market strategies and discuss some of the different country strategies for growth.
Link such differences in the competitiveness of various national and local labour markets to the need and scope for different activities by MNEs across their operations depending on the importance of various labour markets.
Argue that global HRM requires a global approach to the whole international labour force. IHRM has traditionally been focused on the management of expatriates, the national and boundary-spanning employees enjoying enhanced terms and conditions of 191employment, but we need to apply a macro-view to the management of an MNE’s specifically-designated international labour force and assess the range of options based on the notions of time spent abroad, initiation and contractual position, perspective, organization type and individual attributes.
Build upon the challenges involved in developing international management competencies at the individual level covered in Chapter 5 (global mindset, cultural intelligence, multi-culturalism and global leadership development) to broader questions about those attributes of internationally experienced people that affect their relationship to MNEs.
