Acquiring and developing leaders on a global or multinational scale

Abstract

Purpose

This paper aims to highlight good practice methodologies for acquiring and developing leaders on a global or multinational scale.

Design/methodology/approach

This paper is based on the experience and research of global talent management consultancy, Inc. (DDI), throughout its 40-year history helping some of the world’s largest companies choose and execute the right talent strategies.

Findings

Multinational organisations need to adopt talent systems that are flexible enough to operate in different local markets, but consistent enough to provide meaningful data across the organisation to support leadership succession and development.

Originality/value

The practice advice in this article will help talent management and Human Resources (HR) professionals in large and multinational organisations improve the acquisition and development of their managers.

Citation

Kronz, E. (2014), "Acquiring and developing leaders on a global or multinational scale", Strategic HR Review, Vol. 13 No. 6, pp. 249-254. https://doi.org/10.1108/SHR-09-2014-0048