Global Issues and Talent Development

Perspectives from Countries Around the World

Khali Dirani, Texas A&M University
Fredrick. M. Nafukho, Texas A&M University
Beverly Irby, Texas A&M University

A volume in the series: International Higher Education. Editor(s): Fredrick. M. Nafukho, Texas A&M University. Beverly Irby, Texas A&M University.

Published 2018

Talent management (TM) and talent development (TD) are of the most important areas of focus for organizational leaders and scholars around the world (Machado, 2015). Geographic boundaries have become increasingly permeable, with talent considerations being a key factor in the decision of where organizations locate their operations (Farndale, Scullion, & Sparrow, 2010). These changes in global market conditions have lead organizations to develop robust global talent management and development strategies that help organizations attract and retain the best talent (Nilsson & Ellström, 2012). Still, most international TM and TD initiatives can be described as ad hoc, non-strategic, or based on exported models from the West (Machado, 2015)

From an operational perspective, although there is a surge in research on TM and TD practices across different regions, most of what we know about these topics is based on government and practitioners’ reports. Nowadays, organizations are operating in diverse environments catalyzed by globalization, economic openness, and governmental smart visions and practical policies. Governments and organizations alike, are aspiring to become talent magnet destination, attracting expatriates from all over the world. The question we try to answer in this book is whether entities are able to continue their growth through current TM and TD practices or whether a more strategic approach is needed in order to address the current TM and TD challenges and to meet the needs of individuals, organizations, and governments.

In particular, in this book we provide different perspectives of current status of TM and TD practices in select countries across the world. Our aim is to provide scholars and practitioners interested in the topic with a better understanding of TM and TD practices, and an overview of factors that affect these practices. Once we understand the different challenges, practitioners and leaders can use TM and TD as a source of power, or a strategy, that can lead people and organizations into success.

Foreword. Acknowledgments. Talent Development in International Contexts, Khalil M. Dirani, Fredrick Nafukho, and Beverly Irby. PART I: EUROPEAN PERSPECTIVE. Talent Development in the United Kingdom, David McGuire, Indravidoushi Dusoye, Thomas N. Garavan, and Hussain Alhejji. Workforce Development in Germany: Systems, Structures, and Processes of the Dual System, K. Peter Kuchinke. Talent Management and Development in the Russian Federation, Alexandre Ardichvili and Elena Zavyalova. PART II: ASIAN PERSPECTIVE. Talent Development in Non-State and Joint-Venture Enterprises in Vietnam, Huyen Thi Minh Van. Talent Development and Management Practices in South Korea: A Global Conglomerate Case, Seung Won Yoon, Doo Hun Lim, Chan Kyun Park, and Heh Youn Shin. Talent Management Best Practices: Harnessing the Dragon for Competitive Advantage, Marie A. Valentin and Celestino Valentin. PART III: AFRICAN AND MENA PERSPECTIVE. A Proposed Workforce Development Planning Model in Ethiopia, Gemechu Waktola Olana and Ronald L. Jacobs. One Chance to Make a Global Impact Through Local Development: A Review of Pakistan’s National Talent Development Policies, Shaista E. Khilji and Muhammad Sohail Khan. Talent Development and Management: Exploring the Rhetoric and Reality in Lebanon, Hayfaa Tlaiss, Khalil M. Dirani, and Chrisitine Silva Hamie. PART IV: THE AMERICAS. Varying Cultural Influences on International Virtual Teams in Emerging Economies: Case Studies of a U.S. Multinational Company in Romania and Costa Rica, Carol B. Packard. About the Editors. About the Contributors.