Tensions in talent: A micro practice perspective on the implementation of high potential talent development programs in multinational corporations

Abstract

Drawing on the utility of paradox theory and adopting a micro‐practice perspective, we explore the implementation of high potential talent development (HiPo) programs in multinational corporations (MNCs). In doing so we take an emergent approach to implementation and seek to cast light on some of the day‐to‐day tensions that arise, along with key responses that salient actors appear to make when navigating these paradoxes. Through an inductive, mixed method study involving nine MNCs, we found that, over time, actors construed three particular sets of performance paradoxes relating to variations in their goals, in their beliefs, and in their roles in the particular HiPo programs in focus. We also found that these actors responded to the tensions experienced using an assortment of both defensive and proactive actions. Finally, we uncovered that both the tensions and responses in play vary with the implementation phase of the HiPo program. We highlight some key practice implications that arise from our work, acknowledge attendant limitations and identify possible directions for future research.

Surviving Covid‐19: The Role of Human Resource Managers in Shaping Organizational Responses to Societal Paradox

“…Our findings suggest several implications for how HR managers, and their organizations, could develop their responses to interdependent societal and organizational paradoxes. We find, consistent with both Garavan et al (2021) and Pradies et al (2021a), that HR managers as supporting actors L. Branicki, S. Kalfa and S. Brammer have a significant role to play in navigating organizational paradoxical tensions. As such, they have the capacity to contribute significantly -both to how tensions are understood and responded to organizationally, and to the dynamics of navigation over time.…”

“…We find, consistent with both Garavan et al . (2021) and Pradies et al . (2021a), that HR managers as supporting actors have a significant role to play in navigating organizational paradoxical tensions.…”

“…We have synthesized existing literature highlighting the relevance of HR managers to the navigation of contradictions across levels of analysis, paving the way for further research. Empirically, we build on recent research concerned with how ‘supporting actors’ are invaluable to organizational navigation of paradoxical tensions (Garavan et al ., 2021; Pradies et al ., 2021a), to examine the experiences and roles of HR managers in the navigation of Covid‐19.…”

“…Similarly, Lindström and Janhonen (2021) explore the role of HR managers in enabling paradox navigation in the context of Finnish high‐growth small and medium‐sized enterprises, showing that HR managers help in navigating belonging and learning paradoxes through the development of HR interventions, and Garavan et al . (2021) highlight the ‘value of using what we term outsiders‐within to cope with paradoxical tensions’ (p. 289).…”

Skills audits: an integrative literature review

“…Sometimes perceived by HRD and training practitioners as being overly administrative and inflexible, skills audits, if properly designed, can yield important information about the spread of skills across departments and the pattern of development across an organisation. While recent years has seen an emphasis on exclusive talent management approaches and the identification of individuals with high potential (Jooss et al , 2021; Garavan et al , 2021), skills audits may offer a more equitable approach to ensuring development opportunities are distributed fairly across the organisation and open to employees from a wide range of backgrounds. We would encourage HR researchers to examine how skills audits can foster more sustainable development within organisations.…”