Global Talent Management - Literature review Example

UNIVERSITY BUSINESS SCHOOL Global Talent Management Title: Talent & talent management Student I.D. Date Submitted: Coursework 2 Word Count: 2050 Module Assignment Checklist Item Element Tick  1 Read the assessment criteria & guidelines (Module Handbook – page 8) 2 Read and understood the Assessment Guidance Handbook 3 Read & understood assignment questions (Assignment Guidance Handbook – pages 3 / 4) 4 Read and understood the additional assignment guidance provided 5 Answered the question(s) set (and not one you think is there) 6 Answered the question(s) fully 7 Used an appropriate range (breadth & depth) of academic sources 8 Demonstrated critical thinking (theory, interpretation, contextual fit) 9 Kept to the designated word count (Assignment Guidance Handbook – pages 3 / 4) 10 Written in an academic style (used 3rd person, not 1st or 2nd person) 11 Written in full sentences and used appropriate paragraphing 12 Have been consistent with layout and design of the work 13 Checked spelling and punctuation 14 Proof read the work 15 Can confirm that the work submitted is your own (not plagiarised) Executive summary This report analysis talent and talent management. With globalisation, ability to find and maintain the right talent is a major challenge. This is done in a multicultural environment where workers come from varying backgrounds. With the demographic changes in the workplace, there are contacts of employees from varying cultural groups. This leads to the need for diverse talent management to ensure that everyone is included in the organisation. Based on the report, inclusion is a value and practice which ensures that all people in an organisation feel that they belong. Exclusion involves detaching groups and individuals form social relations and making them not to fully participate in collective activities of an organisation. Report shows that talent management requires an inclusive approach in talent management with an aim of ensuring everyone have a sense of belonging irrespective of their culture. The report identifies that an inclusive approach leads to an increased production. This includes talent management that starts at ensuring ethics are followed during management and hiring talent is done in consideration of cultural diversity. Ethics ensures that everyone is given a fair chance in talent development. It also avoids focusing on a specific group during talent management and ignoring others. Ethics acts as a foundation for equal opportunity in an organisation. During the hiring of talent, all individuals must be considered irrespective of their cultural diversity. This ensures that the organisation has a diverse workforce. The report concludes that modern organisations must be inclusive for diversity during hiring and uphold ethics. Contents Executive summary 3 Introduction 5 Ethics 5 Hiring Talent 8 Conclusion 11 References 12 Introduction In the modern business environment, finding and retaining the right talent is a major issue in an organisation. Tansley (2011) points out that talent refers to an individual who have special competencies which are of strategic importance to an organisation. Talent management has become a vital issue for the managers and the human resource department. Talent management can be defined as the strategic management of the talent in a given organisation. It involves having the ability to align the employees with the right jobs and at the right time according to the business goals. The main aim of talent management has been improvement of the workforce potential to help in making important difference in an organisation. This ultimately leads to an enhanced organisation performance. Lewis and Heckman (2006) argue that through talent management, it becomes possible for the employees to attain their full potential. With globalization, it has become vital to implement talent management in a multicultural environment. Berger and Berger (2003) maintain that the modern workforce is highly diverse hence the need to consider diverse groups. Since the organisations have to deal with highly diverse workforce, they have to integrate diversity in talent management. This report evaluates talent and talent management based on cultural perspectives. The cultural perspectives utilised in the report are inclusion and exclusion. This will involve evaluation of ethics, hiring talent, developing talent, talent planning, and career and talent management. Ethics In an organisation, everyone has a talent and it is the role of the organisation to ensure everyone reaches their full potential (Vaiman, Scullion and Collings, 2012). Thus, it is the role of the HRM to ensure that the diverse groups in the workforce attain their full potential. This is an inclusive view where employees from varying backgrounds are given a platform to develop their talent. The exclusive view on talent management looks at some workers as having more talent than others based on their origin, education culture among others. Brett, Behfar and Kern, (2009) argues that use of an exclusive talent management leads to ethical dilemma and is seen as dehumanizing. This is due to majority of the employees being barred from development opportunities leading to an organisation which is highly divided. When an exclusive talent management is used, it implies that the ideal corporate social responsibility is not adhered to. The excluded employees are denied a chance in unjustified manner. Vaiman, Scullion and Collings (2012) points out that in a multicultural organisation, justice plays a vital role in ensuring fairness. When a workforce is faced with unfair treatment to some workers based on their culture, there is inequality which reduces production. With a diverse workforce the main problem is exclusion especially in talent management. Berger and Berger (2003) suggest that in talent management, the concept of inclusion-exclusion is important. It refers to the ability to offer all employees a sense of being part of the organisation system. Brett, Behfar and Kern (2009) points out that inclusion leads to better job opportunities and career advancement. When exclusion exists in talent management, it may lead to racism and ethnicity issues. Talent management where inclusion is involved leads to better intergroup relationships. For an organisation to have high performing and high potential employees, they are supposed to have ethics. Swailes (2013) claims that based on Kant ethics, there is a need to look at the interests that lies on the talent management. The employers have a duty to ensure that diverse employee career needs are addressed. This is also supported by the virtue ethics where the employer is supposed to develop other people and their interests for their betterment. Lewis and Heckman (2006) conclude that this should be done in an inclusive manner without alienating any group on their cultural basis. Garavan, Carbery and Rock (2012) claims that in most organisations, talents involve identifying a minority group who have potential and investing attention and development to them. This is an exclusive approach that leads to isolation of some groups. The elite group identified are retained well in the organisation while the rest are left out. This leads to an ethical consideration where the rights for the majority of employees are violated. Cappelli (2008) claims that it is recommendable for an organisation to take an inclusive approach where all employees are treated equally and given equal chances for development. In ethical organisations, there is a clear contract between talent and the organisation. Scullion and Collings (2011) points out that this is through ensuring that everyone understands what expected return for their talent is. The organisation invests money and resources to develop the top talent. For an individual, they invest time and effort and expect that the organisation will reciprocate with awarding them the right job based on their talent. Firms should be equal opportunity employers. Tarique and Schuler (2010) points out that this requires avoiding making their talent management decisions based on sex, colour, nationality or gender. This calls for a diversity management program which promotes those with limited access to talent management. This may include groups such as women, disabled and the minority. Also, while looking for talented individuals, it would be unethical to gain intelligence from the rival companies with an aim of poaching their employees. Guthridge and Komm (2008) suggests that codes of ethics should always be applied when hiring and developing employees. In fact, the codes of ethics should be embedded on the organisation decision making. When workers feel that they are working in an organisation that is ethical in their talent development, they meet and exceed their expectations. Scullion and Collings (2011) points out that it is easy for employees to be ethical when the organisation they are working in is ethical. Tarique and Schuler (2010) suggest that the leadership should be fair and just in implementation of their duties especially in a multicultural workplace. This ensures that all employees are ethically treated in their jobs irrespective of their cultural background. In an ethical organisation, there is respect for uniqueness and each employee worth irrespective of their background. Davies and Davies (2010) claims that the organisation which treats everyone with a dignity creates a workplace which is free from harassment and discrimination. Ethics ensures that everyone has an opportunity to develop their skills and competencies. Guthridge and Komm (2008) conclude that this leads to an organisation which is fair, consistent and where everyone is given equitable treatment. There have been an ongoing debate on the women, black and ethnic minority in senior positions. Cappelli (2008) claims that an organisation that employs ethical standards in their career management face no problem in hiring women, black and ethnic minority in senior positions. Beechler and Woodward (2009), points out that this is due to the main focus being on performance and capabilities. In this case, talent is managed in an inclusive manner so that everyone is given an equal chance. Hiring Talent Acquiring a diverse workforce is a major challenge that is faced by organisations when hiring. The hiring process is a major determinant of the organisation performance. This is due to the importance of having the right talent in a diverse pool of talent. Scullion and Collings (2006) points out that this involves hiring using inclusive strategies and shifting from targeting a given population. The inclusive strategies ensure that the best talent is obtained and treated in an inclusive manner. For a global competitive organisation, there is need for diverse workforce. Diversity is a broad area which implies having an inclusion of all characteristics which define us from each other. Different cultures have varying perspectives which can help in optimizing the organisation capacity. Farley (2005) suggests that to have a diverse talent during hiring, there is need to recognize our biases. This makes it possible to have decisions which are free from bias. One way to address bias during hiring and enhance inclusivity is eliminating candidates’ names from resumes. When hiring from a diverse pool of talent there is need to use structured interviews instead of unstructured interviews. This is through ensuring that every applicant is given similar questions and in similar order. The process makes sure that the interview is free from bias and everyone is included. Collings and Mellahi (2009) argue that the interview team is supposed to be inclusive respecting different cultures. There are equal opportunity employment laws which ensure that there is no discrimination on the basis of race, colour or gender. The organisation is supposed to abide by these laws with an aim of enjoying the benefits of diversity. Berger and Berger (2003) maintain that the recruitment method used should be able to generate applicants from varying backgrounds. The recruitment process must be cost effective, timely and inclusive. Collings and Mellahi (2009) argue that successful hiring starts with having proper employment planning. This is through staffing which caters for present and future needs. An organisation is supposed to change their approach in hiring. This is through ensuring that the outsourcing method used is cultural sensitive. It also involves being able to understand where the traditional channels may not work. Stahl et al., (2012) suggest that talent management goes beyond managing people and involves talent deployment. When engaging in the international market, talent is not easily transferred from one market to another. The organisation is supposed to have a culture fit where people hired are able to work together as a team. It also involves hiring and developing employees who can work together as a diverse team. This is a team which is able to avoid interpersonal conflict in the workplace. The diversity should be such that it does not lead into conflict. It is important to create teams which have varying demographics, experiences and interests when hiring. Tarique and Schuler (2010) claims that when hiring, diversity must be upheld and avoid and culture of homogeneity avoided. Collings and Mellahi (2009) points out that the organisation is supposed to hire and develop a workforce which is globally competent. The main problem occurs when the talent hiring is carried out in a selective manner with bias on certain group. The inclusive approach in hiring ensures that the organisation gets a diverse pool of employees who can fully contribute to productivity. The value for each group is leveraged to ensure that they bring the best to the firm. Guthridge and Komm (2008) suggest that the perspectives used in hiring used supposed to ensure that the predispositions of the audience are taken into account. This is through use of an inclusive approach where all groups from different cultural background are considered. In a global market, different cultures must be considered for hiring based on their capability and qualifications. Scullion and Collings (2011) conclude that exclusion during the hiring process leads to an organisation which is not well prepared for future. In talent hiring, managing cultural differences is a major problem. This calls for ability to have an inclusive approach where everyone is catered for in the global market. Garavan, Carbery and Rock (2012) points out that in the 21st century, organisations are supposed to rethink their approach in recruitment, selection and reward systems. This is through making organisation inclusive for diversity. Hills (2009) suggest that the workforce teams have to be more culturally diverse which can be used as a key to success. Thus, managers are supposed to be more sophisticated in their handling of multicultural teams. Conclusion In the modern organisations, talent and talent management are critical for the firm success. It is hard for the organisations to compete without having highly skilled workers hence need to invest in the human capital. Talent management requires being able to develop diverse workforce in an inclusive manner. This is through ensuring that cultural barriers do not compromise talent development. The areas of talent management which should be handled in an inclusive manner include ethics, hiring talent, developing talent, talent planning, and career management. This requires ensuring that everyone in the organisation is given is given a chance to fully contribute. This is especially for the multinationals which have to work with employees from different backgrounds. There is need to have a homogenous workforce which is able to work together for the benefit of the organisation. Thus, talent management should start from hiring to the career development with all efforts being made to avoid exclusion. References Beechler, S. and Woodward, I.C., (2009). The global “war for talent”. Journal of international management, 15(3), pp.273-285. Berger, L. and Berger, D., (2003). The talent management handbook. New York: McGraw Hill Professional. Brett, J., Behfar, K. and Kern, M.C., (2009). Managing multicultural teams. The Essential Guide to Leadership, p.85. Cappelli, P., (2008). Talent management for the twenty-first century. Harvard business review, 86(3), p.74. Collings, D.G. and Mellahi, K., (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), pp.304-313. Collings, D.G. and Mellahi, K., (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), pp.304-313. Davies, B. and Davies, B.J., (2010). Talent management in academies. International Journal of Educational Management, 24(5), pp.418-426. Farley, C., (2005). HR's role in talent management and driving business results. Employment Relations Today, 32(1), pp.55-61. Garavan, T.N., Carbery, R. and Rock, A., (2012). Mapping talent development: definition, scope and architecture. European Journal of Training and Development, 36(1), pp.5- 24. Guthridge, M. and Komm, A.B., (2008). Why multinationals struggle to manage talent. The McKinsey Quarterly, 4, pp.10-13. Hills, A., (2009). Succession planning-or smart talent management?. Industrial and Commercial Training, 41(1), pp.3-8. Lewis, R.E. and Heckman, R.J., (2006). Talent management: A critical review. Human resource management review, 16(2), pp.139-154. Scullion, H. and Collings, D., (2006). International talent management. Global staffing, pp.87-116. Scullion, H. and Collings, D., (2011). Global talent management. London: Routledge. Stahl, G., Björkman, I., Farndale, E., Morris, S.S., Paauwe, J., Stiles, P., Trevor, J. and Wright, P., (2012). Six principles of effective global talent management. Sloan Management Review, 53(2), pp.25-42. Swailes, S., (2013). The ethics of talent management. Business Ethics: A European Review, 22(1), pp.32-46. Tansley, C., (2011). What do we mean by the term “talent” in talent management?. Industrial and commercial training, 43(5), pp.266-274. Tarique, I. and Schuler, R.S., (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of world business, 45(2), pp.122-133. Vaiman, V., Scullion, H. and Collings, D., (2012). Talent management decision making. Management Decision, 50(5), pp.925-941. Read More