Global Talent Management In Dept

In the more globally-integrated world, the Global Talent Management (GTM) has become a vital constituent of strategic human resource practices.

GTM involves planning, attracting, developing and retaining talent across national boundaries. It allows multinational enterprises (MNEs) to compete successfully across a wide variety of markets by treating people in a globally consistent and locally adaptable service to customers (Collings, Mellahi & Cascio, 2021).



The global talent management is especially applicable to organisations operating across various countries with diverse cultures, labour laws, availability of skills, and expectations towards talent. Consequently, MNEs have to consider striking a balance between standardisation (the development of a universal HR system) and localisation (the regionalisation of management processes). This encompasses the need to match the talent practices with global approaches, and be sensitive to the differences in culture, nationality (Briscoe, Schuler & Tarique, 2023).

Mobility Global management has been a fundamental issues of GTM: the identification and relocation of the high-potential talent across borders in order to serve business growth. This includes leadership development, international assignments, as well as succession planning. However, recent post-COVID patterns indicate that the future of international teams lies in working virtually and crossing national boundaries into the realm of international work without physical mobility, which is a digital transformation effect (Farndale et al., 2020).

Global employer branding is another major aspect. Organisations need to ensure that they offer themselves as inspirations to employees not only in a single market but also in different geographies. Sparrow and Makram (2022) state that effective international brands formulate a powerful Employee Value Proposition (EVP) that can resonate with various cultural values and enhance a unified image of a business.

GTM models that are good would also be involved in providing global talent pipelines- ensuring the right talent to be at the right places, and most importantly emerging markets. HR analytics and strategic workforce planning are an essential part of predicting the demand of talent, optimising mobility and filling the skills gap globally (Tarique & Schuler, 2021).

Global Talent Management is moving away as a niche HR activity to become strategic, cross-border driver of internationally success. Investments made to develop integrated, culturally sensitive and agile systems of talents can help the companies in innovating, adapting, and growing in a competitive global world in a better manner.

 

REFERENCES

Briscoe, D.R., Schuler, R.S. and Tarique, I. (2023) International Human Resource Management: Policies and Practices for Multinational Enterprises. 6th edn. New York: Routledge. Available at: https://www.taylorfrancis.com/books/mono/10.4324/9780429441462/international-human-resource-management-dennis-briscoe-randall-schuler-ibraiz-tarique (Accessed: 07 July 2025).

Collings, D.G., Mellahi, K. and Cascio, W.F. (2021) ‘Global talent management and performance in multinational enterprises: a multilevel perspective’, Journal of Management, 47(2), pp. 321–350. Available at: https://doi.org/10.1177/0149206320914618 (Accessed: 18 July 2025).

Farndale, E., Paauwe, J. and Boselie, P. (2020) ‘Strategic HRM: What is it, and how does it matter?’, Human Resource Management Journal, 30(1), pp. 1–14. Available at: https://doi.org/10.1111/1748-8583.12236 (Accessed: 10 July 2025).

Sparrow, P. and Makram, H. (2022) ‘Strategic talent management: Contemporary issues in international context’, The International Journal of Human Resource Management, 33(5), pp. 867–889. Available at: https://doi.org/10.1080/09585192.2020.1813142 (Accessed: 06 July 2025).

Tarique, I. and Schuler, R.S. (2021) Strategic Talent Management: Contemporary Issues in International Context. Cheltenham: Edward Elgar Publishing. Available at: https://www.e-elgar.com/shop/gbp/strategic-talent-management-9781800377419.html (Accessed: 06 July 2025).

Comments

  1. Kavidi Pietersz29 July 2025 at 09:12

    Fully agree with you. With the current developement of the busiess world, most of the organizations have expand their networks across the borders. Due to that reason, Global talent management is an important and essential factor in the organizations. In addition to the content, in the research conducted by Ganga Karunathilaka, Mohd Shukri & Ali Khatibi has stated that 'The main three global talent management strategies (GTMS) were hypothesized: global talent identification strategies (GTIS), global talent developing strategies (GTDS) and global talent retention strategies (GTRS)' (Karunathilaka et.al, 2016).

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    Replies
    1. E Thennakoon31 July 2025 at 13:00

      I appreciate pointing out the GTMS framework developed by Karunathilaka et al. It corresponds quite well to the stages that I have presented. All of their identification strategies, development strategies and retention strategies can be mapped to the planning/acquisition stage, learning and development stage and engagement/retention stage of the cycle. According to the recent study conducted by Collings, Mellahi, and Cascio (2021), effective global talent identification is particularly important. Moreover, Sparrow and Makram (2022) focus on the role of targeted development and retention activities towards continuous performance across borders. Comprehensive Global Talent Management system can be created by incorporating these elements of GTMS into the planning and situation-based planning and a culturally appropriate scope of worker value proposals (EVPs).

      Delete
  2. Dilanka Sadeeshwaranath30 July 2025 at 06:38

    This article does a great job explaining how Global Talent Management (GTM) is evolving into a strategic driver for multinational enterprises. It clearly highlights the balance between standardization and localization, as well as the importance of global mobility, employer branding, and talent pipelines (Collings, Mellahi & Cascio, 2021; Briscoe, Schuler & Tarique, 2023). The mention of post-COVID digital transformation adds a timely perspective. Overall, it captures the complexity of managing talent across borders while emphasizing agility and cultural sensitivity—key elements for sustainable global success.

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    Replies
    1. E Thennakoon31 July 2025 at 13:14

      Thanks a lot! I am happy to hear the article resonated. Striking the right balance between standardisation on the one hand and adaptation on the other is what effective GTM is all about. The mindset, mobility and branding, along with pipeline planning, are all surrounded by the digital tools and cultural understanding as you indicated. Which one do you find has been the biggest problem for MNEs in your experience, and how have you seen organisations get away successfully with it: standardisation versus localisation, virtual mobility or EVP alignment?

      Delete
  3. ShenoliFernando30 July 2025 at 09:14

    Thank you for sharing such a well-researched and insightful blog. You've clearly highlighted how Global Talent Management has evolved into a strategic priority in today’s interconnected world. I particularly appreciated your points on balancing standardization and localization, and how digital transformation is reshaping mobility. The emphasis on global employer branding and the role of HR analytics also stood out as key areas for MNEs to focus on. This is a valuable contribution to understanding how organisations can manage talent more effectively across borders. Well done!

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    Replies
    1. E Thennakoon31 July 2025 at 13:38

      Thanks a lot! I am happy that the emphasis on standardization versus localization and the role of digital transformation in the piece were well received. Focusing on agile mobility initiatives, employer branding that is culturally friendly, and the maintenance of talent pools will build an all-encompassing GTM model likely to result in sustainable world success. Constant improvement of these factors will make MNEs competitive and sensitive to the current dynamic environment.

      Delete
  4. K.Lorance30 July 2025 at 21:30

    An excellent and well articulated analysis of Global Talent Management. The article effectively captures the strategic importance of integrating global consistency with local responsiveness in HR practices. The discussion on post COVID virtual mobility and the emphasis on employer branding across diverse cultures adds great depth. A valuable read for HR professionals navigating international workforce challenges.

    ReplyDelete
    Replies
    1. E Thennakoon31 July 2025 at 13:52

      That is very kind of you. It is a delight to know that your sentiment towards the aspect of balance between global consistency and local responsiveness touched you. In fact, virtual mobility solutions and employer branding engaging in culture sensitivity have played a key role in ensuring post-COVID-19 agility and engagement among multinational enterprises (MNEs). By paying attention to these strategies, HR practitioners will be able to develop strong and effective international employees.

      Delete

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