The role of the corporate HR function in global talent management |
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| Authors: | Elaine Farndale Hugh Scullion Paul Sparrow |
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| Institution: | 1. School of Management, California Lutheran University, 60 West Olsen Rd., #3550, Thousand Oaks, CA 91360, USA;2. Middlesex University, Hendon Campus, The Burroughs, London NW4 4BT, UK;3. College of Business Administration, Loyola Marymount University, 1 LMU Drive, MS 8385, Los Angeles, CA 90045-2659, USA;4. School of Business, Reykjavik University, Menntavegur 1, Reykjavik 103, Iceland;1. The George Washington University, 2134G Street, NW, Washington, DC 20052, USA;2. Pace University, Lubin School of Business, New York, NY 10038, USA;3. School of Management and Labor Relations, Rutgers University, Piscataway, NJ 08854, USA;4. Lancaster University of Management School, Lancaster LA1 4YX, UK;1. Department of Economics and Business Organization, Faculty of Economics and Business, University of Barcelona, Spain;2. Research Centre for Organization Studies, Faculty of Business and Economics, KU Leuven, Belgium;3. Business Administration Department, Faculty of Economics, University of Valencia, Spain |
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| Abstract: | We currently know little of the role of the corporate human resource (HR) function in multinational corporations regarding global talent management (GTM). GTM is explored here from two perspectives: increasing global competition for talent, and new forms of international mobility. The first considers the mechanisms of GTM, and the second, individual willingness to be mobile, especially in emerging markets, and the organizational capability needed to manage this talent. New corporate HR roles are identified which show how these issues might be addressed. We then advance our understanding of GTM theory and practice by considering the major future challenges facing corporate HR. |
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