Latin America: Talent Management in the New Reality

MacLennan, Maria Laura Ferranty; Chueke, Gabriel Vouga; Panibratov, Andrei; Marinova, Svetla Trifonova; Klishevich, Daria

doi:10.1007/978-3-319-76418-4_14

Cited by 1 publication

(2 citation statements)

References 6 publications

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“…Finally, another Latin American trait is the paternalistic leadership style, which refers to leaders’ decision-making for employees in a parental way that engenders care and loyalty, as well as protecting working relationships (Davila and Elvira, 2012). Paternalism does not favour TM development as its focus is not on increasing the efficiency of a company, but on the personal reasoning behind the decisions taken (MacLennan et al , 2018).…”

Section: Multilatinas and Global Talent Managementmentioning

confidence: 99%

“…Despite the increasing role of multilatinas in the global arena, talent identification and TM literature on Latin American MNEs is scarce. Extant studies have focused on potential models (Blanco et al , 2019); performance management (Mellahi et al , 2016); retention (Ambrosius, 2018); expatriation and recruitment (Hatum et al , 2008); and other TM practices (MacLennan et al , 2018).…”

Section: Introductionmentioning

confidence: 99%

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Talent identification strategy in Latin American multinationals: perceptions of corporate actors

Golik

Blanco

2022

MRJIAM

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Purpose Talent identification is a critical process of any Global Talent Management system, and little is known about it in Latin American multinationals (multilatinas). This study aims to understand, through the perceptions of Corporate Global Talent Managers, the talent identification strategy in place, the factors involved and the sources of the tools for its implementation. Design/methodology/approach The sample is made up of 17 multilatinas (Argentina, Brazil, Mexico, Chile and Colombia). Semi- structured interviews were conducted with Corporate Global Talent Managers. Findings Results reveal that the standardisation strategy constitutes the main trend. This choice is explained by numerous factors such as the new corporate structures, the entry mode via mergers and acquisitions, the national/regional culture, geographical closeness and shared cultural affinity, organizational culture, host country management practices and level of integration between headquarters and subsidiaries. Most of the multilatinas do not rely on “best practices”; they prefer home-made tools instead. Several factors were identified. Conclusions and further research are presented. Originality/value This paper attempts to fill a perceived gap in the literature investigating, empirically, the talent identification strategy in multilatinas.

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Section: Multilatinas and Global Talent Managementmentioning

confidence: 99%