The purpose of this paper is to identify issues around the use of the concept “talent management” and its implementation in an international context. It also highlights techniques/solutions for better international talent management, which can be utilized by those who are responsible for managing a global workforce.
This paper draws on past and current research in the area of talent management, particularly around its various definitions and the reasons for organizations failing to adequately manage and develop their key talent in a global context. It also uses a current case study on one of the leading US multinationals, which faces significant strategic and financial costs due to its inability to manage key globally mobile talent. It includes the steps taken by the organization to try and improve its international workforce management techniques.
This paper is not an exhaustive list of research and case studies applicable within the subject matter. The main case study does not include outcome data.
The paper is useful for HR practitioners, particularly those who are part of a global business, as it will enable them to consider some of the challenges of managing a global workforce. Through the issues and examples highlighted practitioners can evaluate solutions for their organization.
