The global “war for talent”

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

“…The employment context is changing as organizations face demographic and economic pressures including an increase in life expectancy, declining birth rates, the increasing mobility of human capital through globalization and a greater shift towards knowledge based economies (Beechler & Woodward, 2009). As globalization intensifies the talent available to organisations is set to grow, however, Meyskens, Von Glinow, Werther, & Clarke (2009: 1439 affirm that the ability to "attract, motivate and retain" this talent will become ever more difficult with increasing turnover costs including the loss of corporate memory, productivity and intellectual and social capital.…”

“…They may experience more pressure to adopt TM processes as they seek to achieve global integration through best practice adoption, while differentiating their employment offerings from local firms and creating a 'moveable' workforce, leveraging the diversity of their employment base (Beechler & Woodward, 2009, McDonnell et al, 2010, Ashton et al, 2010. TM strategies create scale economies, improve access to local resources, assist the development of transnational capabilities, and facilitate access to different talent pools and capitalize on diverse worker perspectives (McWilliams et al, 2001, Tan & Mahoney, 2003.…”

A capability approach to organizational talent management

“…Thirdly, war for talent narratives are also sustained by discourses of scarcity (Beechler and Woodward 2009;Ready and Conger 2007;Towers Watson 2011;World Economic Forum 2011). The Approach is built on a discourse of abundance calling on organizations to provide the conditions in which their employees can function and flourish; everyone matters.…”

“…Secondly, we are proceeding from a specific departure point, confining ourselves to that elitist conceptualisation of talent and talent management which is sustained by narratives of scarcity and metaphors of war in relation to the high level skills that organizations think they need (Beechler and Woodward 2009;World Economic Forum 2011). We justify our focus here on the grounds that this is a recognisable discourse within which thinking about, and practices of, talent 3 management are articulated.…”

The Influence of Personality Characteristics on Individual Competencies of Work Group Members: A Cross-cultural Study

“…The heterogeneity of national cultures of team members ultimately brings value to organizations and improves their performance when cultural diversity is properly used (Shachaf, 2008). For this reasons, globally operating firms try to find the best internationally oriented and multiculturally educated staff that generates a substantial output to cope with challenges and complexities of global competitors, different cultures and languages and international business activities (Beechler and Woodward, 2009). Diversity can have positive and negative effects on group cohesion, creativity, innovation, frequency and quantity of communication, or conflicts within the group (Knight, Pearce, Smith, Olian, Sims, Smith and Flood, 1999).…”