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This conceptual work examines how, in times of post-COVID-19 paradigm shift, the employee performance management (PM) process can help multinational corporations (MNCs) strengthen their talent management and, at the same time, meet their future needs.

We take a conceptual approach and present our perspective on what we see as the most critical trends shaping PM and talent management. Contingency theory and Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) theory provide a sound theoretical framework for understanding and responding to the complex and rapidly changing business context post-COVID-19.

Drawing on these theories, we create a framework providing a means of understanding why and how MNCs can maintain talent and, at the same time, develop new talent through the PM process.

Importantly, our study emphasizes the critical role that project management and talent management techniques play for both practitioners and scholars. In order to gain and sustain a competitive edge in the ever-changing VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) landscape, these processes necessitate ongoing reassessment and adaptation. As Plato eloquently stated, “Our Need Will Be the Real Creator,” encapsulating our vision for the proactive and dynamic nature of effective project management and talent management practices.

The study establishes the benefits of an agile and flexible PM approach to help develop talent and pave the way for future research in this increasingly critical area

The purpose of this paper is to provide a comprehensive framework that identifies thematic clusters and their interconnections within Global Talent Management (GTM), global careers and talent management (TM).

In this paper, this study conducted a co-citation analysis using bibliographic data to unveil the intellectual connections and relationships among thematic articles related to GTM sourced from the Web of Science.

This review highlights three key research themes: experiences working abroad, TM approaches and the complex nature of GTM as a living system.

The main limitation of this research is the sample itself. Content analysis based on the co-citation method resulted in some more recent releases being omitted.

The practical implications of the paper include providing a structured framework for understanding the complexities of GTM.

Research into the academic literature in this area is divided into various clusters, empirically demonstrating how GTM and global mobility are intertwined, revealing the need for us to more thoroughly comprehend the social ramifications of GTM practices and activities and the need to further analyse the influencing social aspects in a GTM strategy, like diversity, increased mobility and virtual reality.

The analysis revealed the emergence of three distinct thematic groups: (1) global work experiences, (2) TM approaches and (3) GTM.

This study aims to develop a talent selection model for learning organizations capable of connecting two groups, candidates in a talent hiring process and managers of the hiring company, in a reliable process, promoting organizational learning and increasing employee satisfaction.

This paper integrates egalitarian principles, an artificial intelligence mechanism founded on stable matching algorithms, and evaluating critical soft skills to enhance recruitment practices within learning organizations. The authors conduct a numerical real-world application in Python to showcase the model’s effectiveness. Five candidates were evaluated for five job positions. Moreover, 26 soft skills were analyzed by the five company leaders, relating them to the requirements of each job position and by all candidates, as a self-assessment process.

The model promoted egalitarian talent management because it motivates the candidates to choose the preferred position in a company, and the employers hire the best candidate. It is satisfactory for all participants in a company’s hiring process if the parties intend to be fair and egalitarian. The benefits of the process can be considered isolated (parties’ satisfaction) or a part of a company’s effort to stimulate an egalitarian culture in organizational values.

The information generated by the model is used to refine its selection process and improve its understanding of the job requirements and candidate profiles of the company. The model supports this idea, using the concepts of indifference, stability, egalitarianism and the soft skills required and identified to be more effective and learn about themselves.

This paper discusses an egalitarian point of view in the recruitment process. It is satisfactory for all participants in a company’s hiring process if the parties intend to be fair and egalitarian. The process’s benefits can be considered part of a company’s effort to stimulate an egalitarian culture in organizational values.

This paper brings an excellent future perspective and points to the company’s development of talent retention. The model simultaneously solves the evolution of talent management processes through new technologies and soft skills emerging in the postpandemic scenario.

The process of talent development (TD) is one of the current trends in HRM and human resource development (HRD). Although scientific literature addressing the topic emphasizes that through development of talents, organizations can increase their productivity, performance and competitiveness, little is known so far concerning the development of this research field as a whole and particularly concerning theories prevailing in the area. While research into the field has been ongoing for two decades, the area has not yet been systematized based on key theories used as starting points for the research. The purpose of this paper is to focus on which theories in HRD are used in TD.

Concerning the topicality of TD, the present article provides a systematic review of literature summarizing current theories in TD based on the currently used typology of theories in HRD, adding the fourth pillar to the existing three, i.e. theories concerning adult learning and education, to increase the stability of the typology.

The paper argues that the area of TD prevalently uses sociological, psychological and ethical theories, which may be attributed to trends in HRD. The insufficient representation of theories of learning in TD, particularly in view of the fact that adult learning and development is the essence of TD, is an important finding. This finding is particularly important for science concerning adult learning and education.

The benefit of the presented analysis lies in a systematization of the individual theories and a comprehensive overview of the current theoretical framework of TD, as well as suggestions for future research making use of adult learning and education theories.

This study aims to investigate the mediating effect of concern for information privacy between e-HRM and job stress that eventually develops a turnover intention among employees.

A survey questionnaire was used on working professionals employed in the service and manufacturing sectors. A total of 178 usable responses were collected adopting a convenient snowball sampling technique. PLS-SEM was used to analyze and investigate the hypothesized relationships.

The study found that higher perceptions of e-HRM strength led to less concern for information privacy breaches. Further, concern for information privacy was positively associated with employee job stress and turnover intention. A positive relationship between job stress and turnover intention among employees was also established. Moreover, perceived concern for information privacy fully mediated the relationship between e-HRM and job stress and, eventually, turnover intention among employees.

Organizations should focus on ensuring considerable e-HRM strength while adopting and implementing e-HRM practices; failing may lead to concerns for employee privacy, job stress and eventually turnover intention among employees.

To the best of the authors’ knowledge, the study is among the first few studies to identify perceived concern for information privacy as a consequence of e-HRM reflecting the dark side of e-HRM.

This study aims to evaluate the impact of sustainable strategic planning and management (SSPM) on sustainable performance (ecological, social and economic) among micro, small and medium enterprises (MSME) in the culinary sector in Southeast Asia (SEA).

This study used a quantitative approach surveying 300 halal-certified MSMS culinary businesses in the SEA region. Data were gathered using an online survey platform and analyzed using the partial least squares structural equation modeling technique.

Green management (GRM), digital transformation management (DTM) and Halal Business Management (HBM) exert a significant influence on SSPM. Furthermore, SSPM positively influences the sampled halal culinary MSMEs’ ecological, social and economic performances in SEA. The study also reveals that GRM, DTM and HBM positively influence Islamic ethics compliance and good governance.

This study sheds light on the often-ignored MSME business in the halal culinary sector in SEA. Examining sustainable and strategic planning synergy strengthens the development of a comprehensive framework for SSPM and could encourage more MSMEs to practice sustainable business operations. Moreover, the research also underlines the urgent need to harmonize halal standards in the SEA region. The approach would intensify multilateral support for economic growth and halal trade between SEA countries and beyond.

This study addresses the research gap in the strategic and sustainable management of halal culinary MSMEs within the developing and vast SEA economic region. This research is among the few, if not the first, that combines the GRM, DTM and HBM influence on SSPM and examines the impact on sustainable, ethical and good governance performances. The insights derived from this study contribute to formulating robust, sustainable policies, fostering avenues for sustainable initiatives and enhancing regional and global cooperation for a sustainable future.

Despite talent management’s (TM) importance for improving organizations' competitiveness and resilience, the pandemic highlighted the weakness of organizational-level TM strategies. Therefore, the objective of this study is to investigate the moderating impact of HR analytics on the relationship between TM and its individual outcomes (talent motivation and quality of hires) and subsequently, their impact on organizational outcomes (talent retention).

The structural equation modeling (SEM) technique was used to analyze 219 online questionnaires administered to HR managers from European companies.

A positive relationship exists between TM activities and talent motivation as well as the quality of hires. Furthermore, HR analytics positively moderates these relationships. Finally, talent motivation and the quality of hires are positively related to talent retention.

This study offers several contributions to theory, as it analyzes TM from an individual perspective and provides further empirical confirmation of the potential benefits of HR analytics and additional grounding to the contingency theory.

Our results will allow practitioners to better orient their HR investments, with positive effects for their organizations and their employees.

This study demonstrates that HR analytics can help organizations adopt a human-centric approach to TM, thus increasing the chances for talents to fully express their potential.

This study takes a step forward toward considering TM outcomes from an individual perspective, responding to new generations' need to pay more attention to their individualities. HR analytics can be a suitable tool to do so, as it can provide insights and suggestions based on the actual organizational context, making TM a more data-driven process.

This research seeks to understand whether employer branding (EB) and internal marketing (IM) are fundamental to the challenge of attracting and retaining talent and how these strategies can help companies to overcome the difficulties related to the talent shortage, from the perspective of a SME Portuguese metallurgical industry.

The research resorts to a case study of a qualitative nature, through a semi-structured interview with the head of the human resources (HR) training and development area of the Navarra Group, and quantitative, through surveys to its employees. Based on the literature, a conceptual model was constructed, whose application allowed us to perceive the relationships between the practices of EB and IM; satisfaction, motivation and commitment; attraction and retention.

The exploratory interview concluded that organizations consider EB and IM essential for an effective talent management strategy. The quantitative results demonstrate that IM and EB practices implemented in the organization contribute to the satisfaction, motivation and involvement of employees, which results in a decrease in the intention to leave. It is also noted that these practices promote an increase in the perception of organizational attractiveness, which represents a positive impact on its ability to attract.

From a theoretical perspective, the research contributes to the development of knowledge about IM, EB and talent management, providing relevant data that can help define the best strategies for attraction and retention, from the point of view of IM and EB.

The research presents preliminary insights that can be an auxiliary tool for HR managers and professionals in the context of industrial SMEs.

This study aims to investigate the influence of inventors’ abilities to acquire external knowledge, provide broad and professional knowledge and patenting output (i.e. different types of inventors) on the formation of structural holes.

The authors collected 59,798 patents applied for and granted in the USA by 33 of the largest firms worldwide in the pharmaceutical industry between 1975 and 2014. A random-effects tobit model was used to test the hypotheses.

The inventors’ ability to acquire external knowledge contributes to the formation of structural holes. While inventors’ ability to provide broad knowledge positively affects the formation of structural holes, their ability to provide professional knowledge works otherwise. In addition, key inventors and industrious inventors are more likely to form structural holes than talents.

The results identify individual factors that affect the formation of structural holes and improve the understanding of structural hole theory. This study is unique in that most scholars have studied the consequences of structural hole formation rather than their antecedents. Studies on the origin of structural holes neglect the effect of inventors’ knowledge abilities and patenting output. By addressing this gap, this study contributes to a more comprehensive theoretical understanding of structural holes. The results can guide managers in managing structural holes in accordance with inventors’ knowledge abilities and patenting outputs, which optimize the allocation of network resources.

The current research study aims to examine the application feasibility and impact of artificial intelligence (AI) among higher educational institutions (HEIs) in talent acquisitions (TA).

A systematic sampling method was adopted to collect the responses from the 385 staff working across the various levels of management in HEIs in metropolitan cities in India. JAMOVI & SmartPLS 4 were applied to validate the hypothesis by performing the simple percentage analysis and structural equation modelling. The demographic and construct variables considered were adoption, actual usage, perceived usefulness, perceived ease of use and talent management.

The key indicators of perceived usefulness are productivity, perceived ease of use, adaptability, candidate experience with the adoption of AI, frequency in decision-making in its actual usage and career path of development in the HEIs. These are the most influential items impacting the application of AI in TA.

AI has the potential to revolutionize TA in HEIs in the form of enhanced efficiency, improved candidate experience, more objective hiring decisions, talent analytics and risk automation. However, they facilitate resume screening, candidate sourcing, applicant tracking, interviewing and predictive analytics for attrition.