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In October 2018, the Canadian federal government legalized the use of recreational cannabis with a goal to drastically diminish the black-market and the use of cannabis by minors. The attraction of talent to the new industry has been recognized as important to long-term industry success, but there exists a paradox in talent attraction. Key talent must first be screened by the Royal Canadian Mounted Police. Anyone with serious criminal charges in the past may not be cleared to work in the industry, blocking out experienced cannabis talent. Additionally, some potential talent may not be interested in working the legitimized industry although others may welcome the opportunity to work in it. HR managers have a rare opportunity to be trailblazers by establishing the norms for the industry. Their role should be established in the boardroom, but they will have to demonstrate their value through their ability to build talent in an industry made up largely of SMEs. We use a nested model of macro and micro TM perspectives to analyze the context of this industry. At the macro level we investigate how legalization, government regulation, legitimacy, and reputation affect TM within the micro level context. We suggest how HRM strategies related to attraction, development and retention can impact TM. The integration of the macro and micro level context of TM is paramount to the survival of the new legalized cannabis industry.

To examine the association between talent management (TM) and perceived subsidiary performance. Focus is given to the development of one key talent group – line managers – in subsidiaries of multinational corporations (MNCs). Specifically, the paper examines: whether there is a positive relationship between Management Development (MD) and perceived subsidiary performance; and whether national context mediates any link between MD and perceived subsidiary performance.

A multi‐respondent survey was undertaken generating a sample of 143 UK‐owned MNCs. For each organisation, interviews were completed with the Head of HR at corporate Head Quarters; the HR Manager/Specialist and a line manager in both the domestic and foreign subsidiaries of the sample organisation. A total of 5 respondents per organisation is used in the analysis.

The link between the MD variables and perceived subsidiary performance is consistently positive and robust in all of the models estimated. HR having a strategic role in the organisation is positively associated with perceived subsidiary performance; the interaction between strategic HR and the level and extent of MD and perceived subsidiary performance is also highly significant and positive. National context significantly mediates the relationship between MD and perceived subsidiary performance.

Investing in talent management, specifically the development of the key talent group of line managers, is positively associated with perceived subsidiary performance. The national context in which this investment is undertaken is found to affect the associated returns. The sample analysed is for UK owned MNCs only and, thus, the potential for “country of origin” effects is not examined.

In previous economic downturns, training and development budgets have often been drastically reduced. While any such slashing in MD budgets will reduce expenditure – given the positive association found in this analysis between the level and extent of MD and perceived subsidiary performance – this approach is likely to only have short‐run benefits and could jeopardise future competitive advantage. Continued investment in talent is likely to be pivotal for sustained competitive advantage.

The multi‐respondent and multi‐location methodology used is highly original and the findings contribute to the expanding literature on the relationship between MD and performance/perceived performance of organisations.

It is widely accepted that global competitive advantage frequently requires managing such complex situations where traditional organization and job structures are simply insufficient. Increasingly, in order to create a flexible and integrated set of decisions that balance local flexibility with global efficiency, organizations must rely on more social, informal and matrix-based shared visions among managers and employees. Research on global strategic advantage, global organizational structures and even shared mindsets has suggested that dimensions of culture, product and function provide a valuable organizing framework. However, typical decisions about organization structure, HRM practices and talent often remain framed at such a high level as to preclude their solution. We maintain that there is often no logical answer to such questions as, “Should the sales force be local or global?” or “Should product authority rest with the countries or the corporate center?” However, we propose that embedding business processes or value chains within a Culture and Product matrix provides the necessary analytic detail to reveal otherwise elusive solutions. Moreover, by linking this global process matrix to a model that bridges strategy and talent, it is possible to identify global “pivotal talent pools,” and to target organizational and human resource investments toward those talent areas that have the greatest impact on strategic advantage. We demonstrate the Value-Chain, Culture and Product (VCCP) matrix using several examples, and discuss future research and practical implications, particularly for leadership and leadership development.

The purpose of this paper is to draw lessons on how building a talent management strategy based on competency profiling becomes a critical impact area within the field of strategic HRM.

The case study discusses an Indian pharmaceutical organisation, the environment and the issues arising in context to talent management. The case discusses a well designed talent management strategy.

The talent mindset has helped the organisation in recruiting the best talent from the best pharmaceutical organisations. The attrition of the top and valued talent segment has come down. Some of the key positions have been filled through succession planning.

The case study is in a lesser known but emerging sector of the Indian economy. The case has concentrated on attracting and developing and retaining key talent, it does not concentrate on developing average talent into key talent.

The implications lie in whether to grow talent or buy talent. What signal through a communication strategy should a HR manager give when determining for talent segmentation? How to develop talent and retain employees when there are not challenging options available in the internal labour market?

This paper provides insights to HR practitioners on how to attract, acquire and manage talent in a tight internal and external labour market. It also provides empirical support for, and theoretical understanding of, the strategic HRM literature on talent management theme.

As the interest in talent management (TM) gathers momentum, this paper aims to unravel how talent is managed in multinational corporations, what factors mediate the talent management process and what computerised systems may contribute to the management of talent.

The study employs a single case study but multiple units of analysis approach to elucidate the factors pertaining to the transmission and use of talent management practices across the German and Irish subsidiaries of a US multinational corporation. Primary data for this study derive from a series of in‐depth interviews with key decision makers, which include managers at various levels in Germany, Ireland and The Netherlands.

The findings suggest that the diffusion of, and success of, talent management practices is contingent on a combination of factors, including stakeholder involvement and top level support, micro‐political exchanges, and the integration of talent management with a global human resource information system. Furthermore, the discussion illuminates the utility and limitations of Cappelli's “talent on demand” framework.

The main limitation of this research is the adoption of a single case study method. As a result, the findings may not be applicable to a wider population of organisations and subsidiaries. Additional research will be required to substantiate the relevance of these findings in the context of other subsidiaries of the same and other corporations.

This paper accentuates a number of practical implications. Inter alia, it highlights the complex nature of institutional factors affecting the talent management process and the potential efficacy of a human resource information system in managing talent globally.

The paper extends the body of knowledge on the transfer of talent management practices in the subsidiaries of multinational corporations. The discussion presented herein may engender further academic debate on the talent management process in the academic and practitioner communities. The link between talent management and the use of human resource information systems established by this research may be of particular interest to human resource practitioners.

Purpose: The purpose of this chapter is to explore the use of employer branding as a key strategy in talent management, in an effort to retain employees in the context of the Irish hotel industry.

Methodology/Approach: This chapter was part of a wider body of research, and combines this discussion with a sequential mixed-method approach. Semi-structured interviews were conducted with 18 hotel general managers in Cork City/County, and these were combined with 417 employee questionnaires conducted in the same hotels.

Findings: This chapter finds that hoteliers in Ireland are aware of the necessity to tackle the area of employee retention, are conscious of the importance of positive employer branding to aid in decreasing employee turnover, but that many are just at the genesis of their journey in the area of talent management. Indeed, many hotels have not yet implemented a talent management plan into their organisation and need to be more innovative in their approach to talent management through positive employer branding.

Practical implications: Employees strongly believe that those hotels which possess a positive employer brand have more committed employees, while those with negative reputations in terms of their employment affect an employee’s intentions to leave the business. Therefore, employers must put strategies in place to enhance their employer brand if they are to attract and retain employees.

Social implications: The chapter makes recommendations to hotel managers as to how employer branding can be utilised as part of their overall talent management strategy to increase employee retention in a challenging employment market, improving overall performance, and leading to sustained competitiveness. The areas of talent management, employer branding, and employee retention are interlinked, and it is imperative that hotels implement strategic initiatives in these key areas.

Originality/value of paper: This chapter contributes to the overall talent management area, offering further guidance to operators who are embarking on this strategic direction. It supports the link between talent management and employer branding.

This study aims to provide a systematic literature review (SLR) of extant research on talent management (TM) in hospitality and tourism (H&T). The objectives are first, to offer an empirical mapping analysis of TM research in H&T; second, to identify and discuss key research topics; and third, to recommend avenues for future research.

The authors conducted a SLR of TM literature in the context of H&T by analysing peer-reviewed papers published between January 2000 and October 2020. Following the preferred reporting items for systematic reviews and meta-analysis process, three independent coders undertook a content analysis of 74 papers for the SLR.

The authors found that TM in H&T offers contextualised evidence consistent on five key research topics: TM practices; conceptualisation of talent and TM; TM antecedents and outcomes; key TM stakeholders; and talent education and graduate careers. The analysis indicated that most studies are qualitative, focussed on Europe and North America and that primarily examine hotels. The small number of TM studies in H&T along with the lack of strong theoretical groundings show that the field is at the early stages of the growing stage, yet the sharp increase demonstrates an exponential growth in interest.

This study highlights the importance of TM and indicates that businesses in the sector need to reconsider the definition of talent, their approaches to TM and the bundling of TM practices to improve their effectiveness. It also calls for partnerships among the industry’s key stakeholders and a revisiting of agendas for educators.

To the best of the authors’ knowledge, this is the first study that offers a holistic examination of research on a wide range of TM topics within various H&T sectors over the past 20 years. It clarifies the conceptualisation of talent and TM in this field and provides insights, as well as context-specific evidence on the management of H&T talent. This study is the first to argue that the research stream is moving towards a growth stage and offers recommendations on advancing the field.

This paper seeks to explore the processes and channels through which valuable knowledge from outside the firm reaches those employees who can exploit that knowledge for innovative purposes. It seeks to identify the specific talents exhibited by the key individuals involved in facilitating these important knowledge flows. It also aims to detail the interventions which management can adopt to harness knowledge flow talents.

The methodology used was a single case study of a medical devices R&D group, incorporating social network analysis and semi‐structured interviews.

It was found that it is now rare for a single individual to possess all the talents necessary to effectively acquire and disseminate external knowledge. Owing to the prevalence of information and communication technologies, a small number of uniquely skilled individuals specialize in acquiring valuable external knowledge, while an altogether different set of individuals specialize in disseminating that knowledge internally.

There is a dearth of literature in the knowledge management field directed towards understanding how the unique talents of those employees who are integral components of knowledge networks can be harnessed. Building on concepts of talent management and the technological gatekeeper, the specific talents exhibited by these individuals are explored. Then some organizational level interventions are pointed up, which can facilitate knowledge‐intensive organizations in fully exploiting their resources to maximize innovative capabilities.

The paper sets out to understand the key issues that emerge in the context of decision making.

The paper is a literature review.

First, the authors review debates around talent management decision making. Second, they examine some of the main factors currently influencing decision making in talent management. Third, they seek to identify some future research areas that will inform future decision making in talent management.

The paper will be of interest to practitioners in designing and developing talent management decision systems.

The paper presents a state of the art review of talent management decision marking.

The purpose of the paper is to afford a comprehensive conceptualization and operationalization of the construct of talent management through an inclusive exploration of conceptual clarifications for existing confusions while developing a complete measuring instrument.

The archival method was adopted together with a systematic review based on Khan et al.’s (2003) five steps of systematic literature review. The systematic review has encircled published research articles between 1982 and 2023 in the human resource management (HRM) arena. A total of 130 articles were initially scrutinized, and 106 were systematically reviewed to conceptualize, operationalize and explore clarifications for confusions and instrument development for talent management.

This study explored conceptual clarifications for existing confusions towards talent management while recognizing definitions that come under the main philosophical schools for the underlying concept of talent. A novel practical definition has been established for talent management while recognizing dimensions, and then certain elements. A comprehensive instrument has been developed to measure talent management.

This study is limited to instrument development in measuring talent management; nevertheless, there is an enormous scope for using the instrument to empirically measure talent management through organizational and employees perspectives linked to diverse global contexts in future studies.

The developed comprehensive instrument is a vibrant contribution to future investigations related to empirically measuring talent management associated with organizational and employee perspectives related to diverse global contexts in winning “war for talent.” This study endows a significant input to the whole frame of HRM knowledge as it resolves existing conceptual ambiguities towards talent management while defining and operationalizing it.