Global talent management and global talent challenges: Strategic opportunities for IHRM

This editorial article introduces this special issue of the International Journal of Human Resource Management devoted to the outcomes of expatriate assignments. We set the topic in context. We start by summarizing the traditional view on expatriate outcomes. We then argue that recent developments in the field suggest the need to build a more sophisticated and complex analysis on the topic that incorporates different perspectives (e.g. the organization, the expatriate, their co-workers and their families) and additional types of international experiences and organizations. We then present some difficulties in developing such an analysis. Specifically, using a new typology of complementary relationships among outcomes (i.e. temporal, among-group and among-outcome consistencies), we point out some complications to achieve those relationships. We conclude by introducing the papers in the special edition that all in some way aim to contribute to our understanding of expatriate outcomes.

Exploring expatriate outcomes

Up until 2008 firms around the world were confronted with a major threat to doing business:
a demand for talented employees that far surpassed the supply. This was especially acute in
the developing countries that were benefiting from a strong business cycle based upon
tremendous exports to the developed nations, and increased foreign direct investment from
firms in developed nations wishing to take advantage of substantially lower wages.
Forecasts were being made of even greater shortages to come due to forecasts for continued
global economic growth virtually everywhere, but especially in the developing nations.
Firms worked aggressively to retain their current employees, often providing training and
development benefits to make the firm more attractive, and also to develop the talents of
these workers. “Talent” became a key word in global business. Firms faced many global
talent challenges including having the right number of competent employees at the right
place and at the right time.

Framework for Global Talent Management: HR Actions for Dealing with Global Talent Challenges

This study draws on social learning theory to analyse and compare the effects of pre-departure cross-cultural training (PDCCT) and in-country cross-cultural training (ICCCT) on performance. It focuses on the structural distinction between these two types of training: whether they occur before or during expatriation. Analysis of a sample of 206 expatriates and their firm's annual professional evaluation shows that ICCCT facilitates professional performance, while no impact of PDCCT on performance could be ascertained.

An empirical investigation of the effectiveness of pre-departure and in-country cross-cultural training

: This report provides information and recommendations regarding how the Army might train, develop and assess cross-cultural competence of Soldiers. Findings are presented in four main sections. The first section discusses the importance of cross-cultural competence to mission accomplishment and describes two facets of cross-cultural competence: cultural learning and cultural agility. Next, methods for developing and sustaining these facets are provided. These methods include an overall learning system that blurs the lines between operational and institutional learning experiences, as well as more specific techniques and practices for cultural learning and cultural agility. The third section discusses the importance of assessing cross-cultural competence and addresses the questions of who and what should be assessed and how assessments might be conducted. The final section of the report summarizes recommendations regarding training, development, and assessment and highlights key resource needs, anticipated challenges, and next steps.

/pdf/training-developing-and-assessing-cross-cultural-competence-4a50fxhd14.pdf

Training, Developing, and Assessing Cross-Cultural Competence in Military Personnel

About the Authors. Chapter 1 Introduction to International Dimensions of Human Resource Management. Chapter 2 Global Business Strategy: The Foundation for Managing the Global Workforce. Chapter 3 Comparative HR Systems: The Context for Managing the Global Workforce. Chapter 4 Cross-cultural Differences: The Cultural Lens for Managing the Global Workforce. Chapter 5 Global Workforce Planning: The Global Mobility of People, Jobs, and Knowledge. Chapter 6 Managing Competencies: Recruitment, Selection, Training and Development of the Global Workforce. Chapter 7 Managing Attitudes and Behavior: Motivating and Rewarding the Global Workforce. Chapter 8 Conclusions. Index.

/pdf/managing-the-global-workforce-43w38ludnf.pdf

Managing the Global Workforce

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Managing the Global Workforce