ABSTRACT
This chapter examines the challenges facing the corporate HR (CHR) function in managing talent globally. The chapter highlights the changing role of the CHR function emphasizing the importance of context. Context is considered broadly from multiple contingency perspectives, including: the chosen capability strategy of the firm; nuanced strategizing within firm; political influence and control mechanisms; and regional co-ordination mechanisms. Applying role modelling to the emerging markets context specifically, we identify a framework of strategies for managing employees in MNC subsidiaries. Moreover, we apply this framework to understand how the CHR function can support the achievement of these strategies by adapting their role between being champions of processes, guardians of culture, network leaders, and managers of internal receptivity. Overall, we critically review recent conceptual and empirical work in the area, highlighting future areas for research including the importance of emerging markets and changing patterns of global mobility. The chapter concludes that the aim of MNCs is to build a core competence of being able to transfer talent capability across multiple countries, which involves monitoring the implementation of relevant policies and practices, encouraging an appropriate corporate culture, establishing the necessary networks, and ensuring all parts of the organization are sensitive to the needs of international staff. This implies a formal role for both the CHR function and senior leadership.
