Legislation of Different Countries as Reasons for Global Talent Mobility - Research Proposal Example

What are the Reasons for Global Talent Mobility? Is it Relevant to the Law and Policy of Different Countries? Contents Contents 2 Time Scale (Ghatt chart) 10 Introduction With the increasing levels of globalization which mainly results from efficient flow of information, integration of economies, and liberalization of markets, international mobility has grown tremendously. This is because multinational companies have diversified their operations to different markets across the world in order to reduce the risks and uncertainties associated concentrating on a single market (Ariss 2014). Therefore, they are facing a growing demand on their resources as the pressure to manage transient workforce at every level in the company intensifies. Many companies are requiring high levels of flexibility from their subordinates as they increase their cross border activities. Furthermore, the changing trends towards diversity have put the firms under pressure to ensure that they get a global outlook. This is through having employees who emanates from different parts of the world. In 2011, the world changed dramatically. The financial crisis of 2009/2010 had a major impact on the global economy. Many countries across the world are still struggling to restore their local labor market. In countries that were highly affected, the local population eagerness to find a job abroad has increased immensely. Nevertheless, this does not necessarily mean that countries that have struggling economically are under pressure because the unemployed population will look for jobs in other countries. For instance, in some South European countries, the level of unemployment is very high. Nevertheless, the local population is not willing to leave their country in order to seek jobs elsewhere despite the ease to move to other European Union countries (Vance & Paik 2014). New opportunities keep arising in different markets across the world. With the increasing levels of competition in the local and international markets, companies are willing to take risks in order to tap to these opportunities. However, while opening these subsidiaries, they are forced to use some of their workforce that is experienced in dealing with customers who emanates from different cultural, racial, and religious background. Background of the Study The business world is changing rapidly. This has transformed the way companies are outsourcing their workforce, organize, and manage them. Currently, knowledge, trade, and technology are interlinked now more than ever (Vaiman & Haslberger 2013). The world is experiencing an explosive growth in the emerging markets, an aspect that is increasing the number of employees working away from their homes. In the past one decade, new markets and disciplines have emerged which require a workforce that has specific skills. This has pushed the demand for these talents. Nevertheless, even in markets with a rich pool of these talents, the number of employees leaving the country remains very high. The number of institutions of higher learning in the world has increased as each country try to increase its budget towards the education sector. Therefore, institutions of higher learning are releasing a very high number of qualified personnel to the job market (Solimano, & Andres 2010). Some countries are able to offer employment to these graduates. Nevertheless, a high number of the graduates prefer to work outside the country. This is an indication that besides the known reason for talent mobility, there are other factors that are forcing people to prefer working in other countries despite the same opportunities being found in their home country. Literature Review With the increasing levels of liberalization of markets, countries have removed policies that prohibited people from moving out of the country in search for better working opportunities. This is because the governments have realized the importance of foreign direct investment by citizens working abroad. In the past five years, governments have received a lot of money inflows from other countries in form of FDI (Basri, Box, & Organization for Economic Co-operation and Development, 2008). This has been critical in supporting major projects which enable the governments to eradicate poverty and improve the living standards of the local population. Initially, countries were acting as a stumbling block towards the movement of their population. However, in the past two decades, the world has seen the coming together of different countries to form a trading block. Some of the common trading blocs include the EU and the recently composed block that involve China, Brazil, Russia, South Africa, and India (Scullion, & Collings 2011). These blocks make it easy for the citizens to move from one country to the other in order to seek better employment conditions. Therefore, in order for these countries to retain the bloc, the countries have scrapped off the laws that limited the citizens from moving from one country to the other. According to Michaels, Handfield-Jones, & Axelrod (2001), a combination of population changes and the aging workforce has played a significant role in determining how the business is carried out. Multinational companies are working extra hard to ensure that they have the subordinates they need at anytime they need them. On the other hand, the market has become dynamic with new changes being experienced in the market each day. As a result, organizations are being forced to have a diversified workforce that will be able to understand the changes in the tastes and preferences of the target market (Solimano & World Institute for Development Economics Research, 2008). This is to enable them to make the necessary changes so as to avoid losing the loyal customers to the competitors. There is a talent gap in the job market. Although there are fresh graduates who are being released by institutions of higher learning, they lack the necessary experience especially in the dynamic and competitive market. As a result, companies are using all the means available to attract the experienced employees who are working in other companies (Kuptsch 2006). This is through offering them with better working terms including salaries and other benefits. Many multinational are outsourcing their operations to countries with cheap labor and near raw materials. This is in an attempt to produce products at very low costs. However, although the companies are eying cheap labor, the quality standards of the products must be maintained (Solimano, & United Nations 2006). As a result, companies are willing to pay talented employees huge sums of money in order to locate to other countries and run the subsidiaries. In addition, with the growing interests in the Asian and African market, companies are using the local labor to fill low-ranked positions in the organizations (Elegbe 2010). Therefore, specialized labor is outsourced from headquarters in order to spearhead growth and development in the subsidiaries. With the improved technological levels, people are now able to move from one part of the world to another in search for opportunities. Initially, there was little information concerning the areas that are suitable for the investment. However, in the meantime, investors have the opportunity to look for better places to invest their money. However, some of these areas lack qualified personnel who can take over the operations of the business. As a result, the investors are forced to woo talented employees to emerging markets (Lundby, & Jolton 2010). This is to enable them to make immense profits, an aspect that makes it possible for them to create a barrier of entry for other interested investors. The costs of hiring experienced workforce have increased tremendously over the years. Therefore, organizations have shifted their attention towards internal development of talents. The traditional approach of nurturing internal talents through internal training is no longer bearing fruits. As a result, organizations are rethinking their approach and opting to move the subordinates across the world in order to acquire the necessary skills which will spearhead growth in the organization (Bratton, & Gold, 2012). Furthermore, short-duration assignments which take less than a year have become common in the modern world. With the removal of tariffs, countries are no longer in a position to set laws that regulate the movement of their workforce. International bodies such as World Trade Organization have weighed in this matter to ensure that governments do not regulate the movement of the workers as a way of protecting their interests (Carr, 2010). This has created room for the talented employees to move to countries where they feel that their interests are being fulfilled. Innovation has become an important component towards the success of the organization. Companies are willing to invest heavily in bringing in a workforce that is talented and able to develop new products, services, or ways of doing things within the organization (Solimano, & United Nations 2006). Furthermore, the increasing need for modern management system which streamlines all processes and increase efficiency has increased the level of talent mobility. Furthermore, through transferring the employees internationally, companies benefits with knowledge and intercultural exchange. Furthermore, it empowers global alignment thereby strengthening the company’s position as a global employer (Brimm, 2010). Driven by the challenges being experienced in the market, the top performers are looking for exposure and ways to gain experience. This has made the global mobility crucial aspects in the modern job market. Objectives of the Study To determine the reasons that lead to talent mobility To determine whether talent mobility is relevant to the law and policy of different country To determine the factors that encourage talent mobility To analyze the benefits of talent mobility to both the host and country of origin Research Questions What are the main reasons that cause talent mobility? Is talent mobility relevant to the law and policy of different countries? What are factors that encourage talent mobility? What are the benefits of the mobility to both the host and country of Origin? Research Design In order to gain in-depth knowledge concerning the topic of study, this research will use both quantitative and qualitative information. For instance, it will conduct interviews from people with first hand information concerning the reasons why they moved from their country to the host country. This will provide information on the reasons that makes them move despite the existence of employment opportunities in their country. In addition, a questionnaire will be issued to the respondents. These are mainly employees working in multinational companies which have subsidiaries in different parts of the world. This will be critical in understanding whether they can be swayed to move to other parts of the world in case an opportunity arises. The questionnaire shall be prepared to use 5- point Likert scale. In order to complement the primary information, secondary information from books, journals, and newspapers will be used. However, these sources must five years old or less. This is to ensure that the information is up-to-date. According to Kothari 1984, the formula for determining sample size is; n= Z2.p.q.N e2 (N-1) + Z2.p.q Where: n= desired sample size z2= is the standard variate at the required confidence interval (C.I). p= is the sample proportion in the target population estimated to have the characteristics being measured. q= 1-p N=size of the target population e2=acceptable error In this study; the level of confidence will be 95%, The value of P is 0.05 and acceptable error of 0.05, Z will be taken to be 1.96 as per table area under normal curve for the required C.I of 95% and N will be 4985. Therefore, n= 1.962× 0.05×0.95×4985 0.052 (4985-1) + 1.962 ×0.05×0.95 n= 72 The samples will provide with a rich source of information concerning the topic being studied. Data Collection Data will be collected through sending questionnaires to 40 respondents. These will be sent through emails and regular mail. In addition, 10 respondents will be interviewed in order in order to provide an opportunity to ask any question that may arise during the interview which cannot be asked through the questionnaire. Data Analysis Due to the importance of this study, all variables that might affect the outcome of this research will be taken into consideration. As a result, correlation, and regression analysis will be used to analyze data. On the other hand, descriptive methods such as mean, standard deviation, and mode will also be used. This is to ensure that the conclusion is exhaustive. Research Ethics In order to win the confidence of the respondents, many of whom will be subordinates, the interview process will be done away from the place of work. In addition, where necessary, permission will be sought from the top-level management. This is to ensure that there is no backlash between the employees and managers. Conclusion With the increasing levels of globalization, many talented personnel are moving from one part of the world to the other in search for better employment. This is depriving the countries a highly qualified workforce. This research will therefore, be significant to the organizations and policy makers in the country in enabling them to understand different strategies that they need to put in place in order to retain these talents. Time Scale (Ghatt chart) Activity Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Designing the research problem and objectives Designing research methodology Literature review Data collection and analysis Report writing and submission References Ariss, A. A. (2014). Global talent management: Challenges, strategies, and opportunities. Basri, E., Box, S., & Organisation for Economic Co-operation and Development. (2008). The global competition for talent: Mobility of the highly skilled. Paris: OECD. Bratton, J., & Gold, J. (2012). Human resource management: Theory and practice. Basingstoke: Palgrave Macmillan. Brimm, L. (2010). Global cosmopolitans: The creative edge of difference. Houndmills, Basingstoke: Palgrave Macmillan. Carr, S. C. (2010). The psychology of global mobility. New York: Springer. Elegbe, J. A. (2010). Talent management in the developing world: Adopting a global perspective. Farnham, Surrey: Gower. Kuptsch, C. (2006). Competing for global talents: Eds.: Christiane Kuptsch. (Competing for global talents.) Geneva: International Labour Organization. Lundby, K. M., & Jolton, J. (2010). Going global: Practical applications and recommendations for HR and OD professionals in the global workplace. San Francisco: Jossey-Bass. Michaels, E., Handfield-Jones, H., & Axelrod, B. (2001). The war for talent. Boston, MA: Harvard Business School Press. Scullion, H., & Collings, D. G. (2011). Global talent management. New York: Routledge. Solimano, & Andres. (2010). International Migration In The Age Of Crisis And Globalization. Cambridge University Press. Solimano, A., & United Nations. (2006). The international mobility of talent and its impact on global development: An overview. Santiago, Chile: Naciones Unidas, CEPAL, Economic Development Division. Solimano, A., & World Institute for Development Economics Research. (2008). The international mobility of talent: Types, causes, and development impact. Oxford: Oxford University Press. Vaiman, V., & Haslberger, A. (2013). Talent management of self-initiated expatriates: A neglected source of global talent. Basingstoke: Palgrave Macmillan. Vance, C. M., & Paik, Y. (2014). Managing a Global Workforce: Challenges and Opportunities in International Human Resource Management. Hoboken: Taylor and Francis. Read More