Global talent management

Abstract

Purpose– Despite the widely acknowledged relevance of global talent management (GTM) to business strategy, its activity and scope are not well understood. The purpose of this paper is to propose a conceptual framework for GTM and specifies the main components: strategy, practices, experiences and systems. Complementing the framework, a multiple-actors model is introduced identifying actors participant in the talent system. Specification of the GTM system frames future research of components and outcomes, informs management practice and is of particular relevance to management of global mobility (GM) by multiple actors.Design/methodology/approach– This paper introduces a strategic framework for GTM and corresponding multiple-actors model extending the GTM, strategic human resource management (SHRM) and GM literatures. A systems view of GTM is presented, founded on social exchange amongst actors. System components and actor roles are specified.Findings– GTM is articulated as a coherent set of activities within an integrated system. Actors centrally involved in co-creation of the talent system are identified.Research limitations/implications– Presenting an internal view, the framework excludes external influences such as talent markets. Empirical study is required. An approach is outlined.Practical implications– The framework and model provide management with a strategic approach to GTM and a tool for management enquiry in their challenge to operationalise GTM.Originality/value– The framework deepens the understanding of GTM, extends the GM literature debate of managing expatriate talent to a wider system perspective and sheds light on the intended-actual gap noted in SHRM literature. The multiple-actors model re-positions the employee at the centre of talent management.