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The purpose of this paper is to analyze the relationship between financial and operational performance and the application of two different talent management (TM) models: internal talent development model and external talent capture model. Comparative case studies of the Football Club Barcelona and the Real Madrid Football Club allow drawing a definitive conclusion for TM in companies related to the competitive strategy.

The two TM models are examined via a longitudinal comparative case study analysis: FC Barcelona and Real Madrid CF. Present paper builds on secondary sources: first, the TM properties of the clubs were extracted from academic sources and newspapers; second, data used to analyze the financial performance were derived from SABI database and operational performance was measured as the effectiveness in winning trophies in football championships (data gathered from Union of European Football Associations and International Federation of Football Associations databases).

The case analysis reveals that the two TM models offer equally effective financial and operational performance outcomes. The internal talent development model would be more useful for companies whose competitive advantage is achieved through differentiation through teamwork. However, companies that do not achieve a clear differentiation through teamwork should opt for the external talent capture model.

Talent is one of a company’s most important intangible assets. Although there exists a growing interest among companies as to the best way to TM, practical models on how to manage talent are virtually nonexistent. Comparative case studies from the sports arena allow for the extraction of lessons for companies related to TM and competitive strategy.

This study examines factors that influence organizations’ choices of an internal human capital development strategy and an external human capital acquisition strategy. The human resource architecture indicates that organizations will use different human capital acquisition strategies. Following the resource-based view, human capital theory and the human resource architecture, we examine factors that impact the choices of different human capital acquisition strategies.

We examine these important human capital decisions in the context of Major League Soccer. Data to test the hypotheses were collected from a variety of publicly available sources. We tested the hypotheses with regression analyses.

We find that while organizations employ both internal and external human capital strategies, organizations may have one dominant human capital strategy and the other strategy may be used to supplement the human capital needs of organizations. Additionally, our results indicate that organizations with an older workforce tend to use an internal human capital development strategy, while higher performing organizations are less likely to use an internal human capital development strategy.

This study makes contributions by examining the choices between internal and external human capital strategies and factors that influence the choice of an internal or external human capital strategy.

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.

Benchmark surveys regarding talent management assessment practices and interventions of choice for organization development (OD) practitioners have shown 360-degree feedback to be a popular tool for both development and decision-making in the field today. Although much has been written about implementing 360-degree feedback since its inception in the 1990s, few longitudinal case examples exist where interventions have been applied and their impact measured successfully. This chapter closes the gap by providing research findings and key learnings from five different implementation strategies for enhancing 360-degree feedback in a large multi-national organization. Recommendations and implications for future research are discussed.

Organization development is focused on implementing a planned process of positive humanistic change in organizations through the use of social science theory, action research, and data-based feedback methods. The role of personality in that change process, however, has historically been ignored or relegated to a limited set of interventions. The purpose of this chapter is to provide a conceptual overview of the linkages between personality and OD, discuss the current state of personality in the field including key trends in talent management, and offer a new multi-level framework for conceptualizing applications of personality for different types of OD efforts. The chapter concludes with implications for research and practice.

Securing the managerial and executive talent that organizations need is a hot topic in the contemporary business community, but it is also an old challenge with a long and varied history. Contemporary observers are typically surprised to discover first how much the practices from the 1920s look like those that are dominate in the more innovative industries a century later and second how much more sophisticated the plans and systems for managing talent in corporations were in the 1950s than now. The research community interested in human resources often sees the 1950s practices as something like a dominant paradigm; they have in fact already been in sharp decline for almost a generation. For researchers and instructors interested in the practices of “talent management” at the managerial and executive level considered broadly – including subtopics like management development, career planning, succession planning, etc. – it is important to see the roots of contemporary practices and how they have and are changing over time as doing so reinforces the basic notion from contingency theory: practices respond to changes in context. The important aspects of context that drove changes in the design and execution of managerial careers over time has to do with the structure of corporations and how they responded to their competitive environment. The fact that changing business needs led to different corporate structures, business models, and, in turn, different approaches for managing the leaders of corporations also gives us perhaps the best guidance as to where practices in these areas will be in the future. For researchers, starting with this historical perspective is also the best way to develop a macro perspective on the more micro practices and outcomes associated with these talent management questions.

The purpose of this paper is to investigate the relationship between protean career attitude and perceived internal and external employability, along with the mediating effect of learning-goal orientation.

Data were collected by distributing paper-based questionnaires to 527 workers in private banking sectors in Taiwan. Hierarchical regression analysis was used to examine the results of the relationships.

The results supported the idea that protean career attitude is a significant antecedent of perceived internal and external employability. Protean talents with a higher degree of protean attitude toward value-driven career orientation and self-directed career management have an external employability that is greater than their internal employability. Learning-goal orientation fully mediated the effect of protean career attitude on perceived internal employability, but only partially mediated external employability.

The findings can help human resource managers gain a better understanding of the use of an appropriate strategy to influence an employee’s perceived internal and external employability, which can increase the motivation and improve employer-employee relationships that contribute to organizational success and performance. Employees should recognize the increased importance of continuous learning with goal-setting in order to deal with changes at work.

This paper empirically establishes the association between protean career attitude and perceived internal and external employability. The protean career concept may provide organizations with a valuable perspective in the evolution of careers. Valuable and protean talents place an emphasis on individuals’ core values, and while learning goals are meant to suit employer organizations, they may also establish opportunities that could cross-organizational boundaries.

The purpose of this paper is to further develop Global Talent Management (GTM) and the career literature by conceptualizing a model that uses widely discussed contemporary career concepts such as boundaryless career, protean career and kaleidoscope career, with a special focus on gender issues and contextual impact factors. This model contributes to the understanding of how GTM in multinational enterprises (MNEs) can be designed to fit lifelong career courses and to reduce talent scarcity by increasing the deployment of female talent.

The authors develop a theoretical model of a talent’s lifelong development of career orientations, and draw insights from many discreet literature bases. Through a review of the relevant literature, this paper synthesizes a holistic approach to understand why MNEs need a tailor-made GTM with a particular focus on gender and a life phase-specific career orientation with strong local responsiveness.

The Dynamic Career Cube is a hermeneutic model that helps to visualize the individual career course of talented employees and the fit of talent’s career orientations and GTM.

A research agenda that includes a retrospective analysis of biographies, especially considering contextual factors such as culture and role stereotypes, is proposed as a starting point for research in this field.

The design and implementation of current GTM must be questioned to fit the contextual factors and to currently match the needs of talented male and female employees throughout their lifelong career course. Tailor-made GTM measures depending on the career phase are proposed.

The paper provides a novel synthesis of the existing research and literature on GTM, gender and careers. By showing the complexity of individual career decisions that are influenced by internal and contextual factors, the paper emphasizes the importance of flexible, locally responsive and gender-inclusive GTM. The paper is useful for academics who seek insight into a talent’s decision-making process and practitioners who manage talent globally.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.