Managing global talent- recruitment , selection , and retention presentation

managing global talent- recruitment , selection , and retention presentation
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TeesRep: Teesside University's Research Repository This full text version, available on TeesRep, is the post-print (final version prior to publication) of: Iles, P., Chuai, X. and Preece, D. (2010) 'Talent Management and HRM in Multinational companies in Beijing: Definitions, differences and drivers', Journal of World Business , 45 (2), pp.179-189. For details regarding the final published version please click on the following DOI link: When citing this source, please use the final published version as above. This document was downloaded from Please do not use this version for citation purposes. All items in TeesRep are protected by copyright, with all rights reserved, unless otherwise indicated.
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1 Talent Management and HRM in Multinational companies in Beijing: Definitions, differences and drivers* Paul Iles Professor of Human Resource Development Leeds Business School Leeds Metropolitan University, UK (corresponding author) Tel +44 (0) 1132837009 Fax +44 (0) 1274774072 Email: Xin Chuai Corporate Development Coordinator Belzona Polymerics Harrogate, UK Email: David Preece Professor of Technology Management & Organization Studies The Business School University of Teesside, UK Email: Published in Journal of World Business, 2010, Vol. 45, No. 2, pp. 179-189.
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Abstract Talent Management (TM) has attracted increasing attention from academics and practitioners in recent years, but there are many gaps and omissions left for further theoretical and empirical development. One line of debate has been whether TM is merely a re-packaging of what already exists, not being distinct from traditional HRM practices or disciplines. The paper has three main components: (i) a review of how „Talent‟ and TM has been co nceptualised in the literature and the outline of a framework we have derived therefrom which identifies four main perspectives on TM: exclusive-people; exclusive-position; inclusive-people; social capital; (ii) the presentation and analysis of our research findings relating to TM perspectives and practices in seven multinational corporations (MNCs) in Beijing; (iii) a concluding discussion which compares and contrasts our findings with the extant literature and our framework. Six of the companies had adopted „exclusive‟ perspectives , seeing TM as „integrated, selective‟ HRM. For some, this involved an „exclusive - people‟ focus on certain groups of „ high-performing or high potential people, whilst for others it meant an „exclusive - position‟ focus on certain key positions in the organization. Just one organization had adopted an „inclusive - people‟ approach. Two of the companies emphasized „organizationally - focussed competence development‟ , concentrating upon smooth talent flows and development, and moving
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