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Employer-sponsored family-friendly events are designed to boost engagement and encourage retention by building family members’ identification with the organization. These events are usually targeted at employees with dependent children, but LinkedIn’s more inclusive “Bring in Your Parents” (BIYP) initiative aims to introduce employees’ parents to the daily work of their adult children. This study evaluates the impact of BIYP on the attitudes and behavioral intentions of participating employees and their parents.

Repeated-measures surveys were conducted among participating employees and parents in six organizations in six countries (UK, Ireland, France, Brazil, Mexico and Colombia). These were followed by in-person interviews with participating employees (UK) and phone interviews with HR managers (Brazil, Canada, France, Spain, UK and USA).

Participation in BIYP increases employee engagement and parents’ instrumental and affective support for their children and for their children’s employers. Hosting BIYP is perceived to enhance corporate reputation among both internal and external stakeholders.

BIYP serves the dual function of building employee engagement and creating new parental brand ambassadors for participating organizations. BIYP can be an effective tool for employers to engage members of staff not traditionally included in organizational family-friendly events and may be particularly useful for firms with a high proportion of younger workers in tech-savvy jobs.

This evaluation of a new workplace initiative demonstrates measurable effects on important employee attitudes and behavioral intentions.

Navigating a dynamic global landscape, businesses must not only define talent strategy but apply it effectively in practice. By intentionally establishing consistent talent practices, discernible to employees, organisations signal priorities for talent, establishing a psychological “climate for talent” to sustain talent development over time. The strong talent system and talent climate are introduced. The purpose of this paper is to introduce the importance of organisational context to talent management.

A strategic climate for talent and strong talent system are theorised with “strong situation” specifications: distinctiveness, consistency, consensus and context.

A strategic climate for talent is defined. Empirical study is required to develop and validate the talent climate construct.

Employees’ interpretations of talent practices as signals of organisational priorities will influence the effectiveness of talent strategy implementation. This paper highlights the importance of a contextually relevant, consistently implemented talent system which signals the organisation’s invitation to employees to develop their potential in alignment with business strategy, enhancing career outcomes and supporting employees’ perceptions of inclusion and procedural fairness in talent management (TM). It supports management practice in an increasingly dynamic context to implement sufficiently distinct, consistent and contextually relevant talent practices.

The strategic climate for talent, perceivable by individual employees and resulting from a strong talent system, is introduced. This paper extends strategic human resources management, TM and climate literatures introducing a cross-level model of strategic organisational climate which examines proximal employee outcomes of TM practices.

An organisation’s management of talent is central to its opportunity to benefit from human capital (HC). Closer examination of the impact of strategic talent management (STM) on the psychological contract (PC) and employee organisation relationship of talented employees is imperative if STM is to achieve intended organisational performance outcomes. Conceptualising the talented-employee perception of exchange as the “talent deal” and experience of STM over time as the “talent journey”, an empirical research model is introduced. The paper aims to discuss these issue.

The model examines employee perceptions of STM, locating the employee response to STM within the wider SHRM-performance linkage.

The research model theorises the PC of talented employees is modified by talent identification and STM is experienced through a series of significant career events.

Further developing theory within the emerging field of STM, the paper extends STM, SHRM and organisational behaviour literatures by considering the employee’s psychological response to STM. Empirical study considerations are presented.

The “talent deal” and “talent journey” illustrate the employee experience of STM, drawing management attention to the consequences of talent identification including potential risk of altered expectations.

Considering the employee centrally in STM, the model theorises the impact of STM on the talented employee’s PC and their relationship. Introducing the talent deal and talent journey provides a lens to examine the attitudes of talented employees relative to the broader workforce. The model frames future multi-level research of the association between the “Talent Deal” and performance outcomes.

Despite the widely acknowledged relevance of global talent management (GTM) to business strategy, its activity and scope are not well understood. The purpose of this paper is to propose a conceptual framework for GTM and specifies the main components: strategy, practices, experiences and systems. Complementing the framework, a multiple-actors model is introduced identifying actors participant in the talent system. Specification of the GTM system frames future research of components and outcomes, informs management practice and is of particular relevance to management of global mobility (GM) by multiple actors.

This paper introduces a strategic framework for GTM and corresponding multiple-actors model extending the GTM, strategic human resource management (SHRM) and GM literatures. A systems view of GTM is presented, founded on social exchange amongst actors. System components and actor roles are specified.

GTM is articulated as a coherent set of activities within an integrated system. Actors centrally involved in co-creation of the talent system are identified.

Presenting an internal view, the framework excludes external influences such as talent markets. Empirical study is required. An approach is outlined.

The framework and model provide management with a strategic approach to GTM and a tool for management enquiry in their challenge to operationalise GTM.

The framework deepens the understanding of GTM, extends the GM literature debate of managing expatriate talent to a wider system perspective and sheds light on the intended-actual gap noted in SHRM literature. The multiple-actors model re-positions the employee at the centre of talent management.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Different aspects are perceived as critical to the success of a business organization. Many analysts point to leadership. Others argue that innovation matters most. While capabilities in such areas are vitally important, it is perhaps talent that frequently proves to be the real jewel in any firm’s crown. Most companies recognize the importance of talent management (TM). Notwithstanding this, a degree of ambiguity continues to surround what the activity constitutes. Talent management now also encompasses a global perspective. Companies operating on the international stage seek to appoint gifted individuals to key expatriate roles. This increasing global mobility (GM) means that addressing the prevailing lack of clarity has become even more urgent.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to investigate the relationship between the leadership style of a chief audit executive (CAE) and the perceived effectiveness of the internal auditing (IA) function that he/she leads. Perceived IA effectiveness is based on identified attributes in the literature influencing IA effectiveness. The aim of this paper is thus to expand the IA effectiveness debate by adding individual differences in CAEs’ leadership styles as a research focus.

A quantitative approach is followed. A survey was conducted on a sample of 58 IA students enrolled in a master’s degree programme at a South African university; all students hold senior positions in IA.

The study confirms that the CAE leadership style significantly influences the identified attributes of perceived IA effectiveness. It further shows that the traditional conceptualisation of leadership (as transformational, transactional and/or laissez-faire) might not be appropriate for or compatible with leaders of professional teams in a regulated environment.

Practically, the study identifies and explores attributes influencing IA effectiveness that are within the purview of the CAE’s leadership style and within his/her ability to influence. This information could (re)direct leadership development training programmes presented in industry and by the Institute of Internal Auditors (IIA), and at organisational level, it could inform appointment and retention and succession practices for heads of and senior management in IA.

CAEs are cautioned about the limitations imposed by laissez-faire leadership on IA effectiveness. They should strive to become both transformative and transactional leaders as it has a significant influence on the effectiveness of their IA functions, and by being more effective, they can demonstrate the value proposition of IA. Organisations need to create the environment in which CAEs can act as transformational and transactional leaders. The IIA, as the pre-eminent professional body, could become involved in developing leadership skills of its members. The IIA could provide guidance on leadership styles for CAEs and could also offer formal training initiatives to internal auditors on skills needed to lead IA teams.

This paper may open a new research area in IA effectiveness by focussing on the role and leadership qualities of the CAE.

A growing number of individuals identify as cosmopolitans, that is, citizens of the world. They voluntarily move from country to country in pursuit of self-fulfilment in both life and work, and construct a cosmopolitan identity in the process. With the help of three entrepreneurial narratives the authors investigated how cosmopolitan disposition affects entrepreneurial behaviour. The authors found that cosmopolitan entrepreneurs share many common entrepreneurial characteristics, such as openness to opportunities, a need for achievement and the locus of control. However, they also challenge the understanding of entrepreneurship by downplaying the role of environment and interpreting success in an unconventional way. The study demonstrates that this growing group of entrepreneurs deserves more attention from entrepreneurship scholars.

The use of modern technology has many challenges and risks. However, by collaborating with schoolchildren, ideas to effectively promote health and learning in school can be identified. The purpose of this paper is to examine how a participatory approach can deepen the understanding of how schoolchildren relate to and use gamification as a tool to promote physical activity and learning.

Inspired by the concept and process of empowerment and child participation, the methodological focus of this study was on consulting schoolchildren. During a two-month period, 18 schoolchildren (10-12 years old) participated in workshops to create game ideas that would motivate them to be physically active and learn in school.

The phenomenological analysis resulted in one main theme, “Playing games for fun to be the best I can be.” This consisted of four themes with two sub-themes each. The findings offer insights on how to increase physical activity and health education opportunities using serious games in school.

The knowledge gained provides gamification concepts and combinations of different technological applications to increase health and learning, as well as motivational aspects suggested by the schoolchildren. The findings are discussed with health promotion and health education in mind.