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There is a substantial void in the understanding of the effect of talent management (TM) practices specifically targeted at females on firm performance. This paper investigates the relationship between female-focused TM and firm performance with the aim of demonstrating the importance of gender diversity in firms.

The authors developed and empirically tested a contextually embedded model using data from 103 multinational corporations in Russia to examine the effect of female-focused TM on firm performance.

The authors found an overall positive relationship between female-focused TM and firm performance. The authors’ analysis also revealed significant positive effects of female-focused talent development and talent retention, but not talent attraction, on firm performance.

This paper contributes to the vibrant TM scholarship by focusing on female-focused talent attraction, development and retention practices.

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.

Research on multi-national corporations (MNCs), based or headquartered in Russia, showed a positive relationship between female-focused TM and firm performance. The study also revealed significant positive effects of female-focused talent development and talent retention, but not talent attraction, on firm performance

The briefing saves busy executives, strategists 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 present multiple case studies of women in leadership roles in India with a view to identifying inhibitors, facilitators and the strategies adopted by them to mitigate the challenges in their odyssey to these positions. The paper contributes to the pivotal subject of under-representation of women in apex positions, which has garnered the attention of researchers in recent years grappling with the identification of the underlying causes. Thus, with a view to narrowing the gender gap in leadership positions, a greater understanding of this phenomenon is called for.

The paper adopts exploratory case study method using multiple case studies. Empirical data were gathered using in-depth semi-structured interviews and personality test (NEO FFI) from women in leadership positions. The qualitative data were analysed using thematic analysis.

The analysis of data has led to the identification of challenges faced by the women that were categorised as personal, professional, organisational and social issues. Further, six themes emerged as the strategies adopted by the women leaders to overcome the challenges. The paper also highlights the critical social, behavioural and organisational facilitators that played an important role in their leadership journey. The paper also includes context-specific findings of women leaders from Indian industry.

The paper would have relevance for researchers and practitioners in the field of gender diversity, leadership, organisational behaviour and human resource management. The findings of this paper can be leveraged by organisations to retain and manage female talent, which is a focal area in the present dynamic business environment, when a need for gender diversity is widely acknowledged by the top management in organisations. The exploratory case studies provide vistas for gender-based context-specific and cross-cultural research on the challenges faced by women executives in their leadership journey and the strategies adopted to mitigate these.

Though a great deal has been written about the barriers to women’s career advancement, less is known about the facilitators of women’s advancement. Also, women in the Asian context face unique challenges which present a major problem for multinational companies whose hopes for growth are pinned on emerging markets. The paper has identified new emergent themes, which have not been mentioned in the extant literature nationally or globally. The findings provide inputs to companies to adopt policies and practices to facilitate gender equality in leadership. The paper bridges the knowledge gap and makes conceptual contributions for future research.

Despite banking being a female‐dominated industry, women are still under‐represented in management and senior management. Thus, the present study examined the relative importance of individual, interpersonal, and organisational variables for women’s advancement in management in banking in Australia. Data gathered via a survey of 848 women in banking were used in the analyses. The results indicate that women’s advancement is principally linked to some individual factors. In particular, training and development and years of work experience were most important to advancement, followed by work hours, occupation type, company changes, education, and career opportunities. In addition, although marital status and children were unrelated to women’s managerial advancement, the help they had with dependents and house responsibilities was related. Practical implications for banks and for women are discussed.

The growing trends in talent migration, which in the extreme lead to brain drain, in step with an increasing female participation in labor markets and migration flows, set challenges for both business and governments managing these processes. In this vein, it is proposed that macro talent management (MTM) is effective in managing the above-mentioned macro-level issues. The purpose of this paper is to identify and compare the determinants of talent migration with respect to gender and to analyze the role that talent management (TM) practices may play in the migration of diverse talent groups (male and female) within the Russian context.

Anticipating the possible differences in talent migration determinants between men and women and using data from 557 Russian graduates, considered to be high-potential talents, the authors found that these determinants converge.

Male and female talent migration intentions in Russia are influenced by the same industry and individual push factors as well as family reasons, confirming that women are acting as independent economic migrants rather than tied movers. Moreover, the authors identified that talents in our sample evaluate highly the possibility of TM practices to change their migration intentions, and that female talents are more sensitive and responsive in this regard. Therefore, the TM system in the emerging economies' context, in particular Russia, is important for increasing the share of women in the workforce, in particular in leadership positions.

The study's results are important as they provide evidence on the gendered dimension of talent migration in particular in terms of the gendered assessment of talent migration determinants. Moreover, the study shows the positive role of TM in managing talent flows at the country level, in particular the ability of TM practices to attract talents to local organizations and, hence, retain them in a country.

The issues of women empowerment and gender equality have gained the increased attention of scholars and policymakers in Western societies. Gender diversity and the professional participation of women are increasingly acknowledged as transversal drivers for economic development. However, in less developed countries, research and evidence are still accumulating. Thus, this study aims to explore actors and factors empowering female talent to work and achieve managerial positions and run their businesses in two countries with patriarchal social and cultural norms, Saudi Arabia and Kazakhstan. Based on the qualitative interview data collected from 15 female managers and entrepreneurs working in the healthcare sector, we explore the conditions under which women can start their businesses and get promoted to managerial positions in the organizations. Our findings indicate that individual agencies and structural factors in female talent capacity building and empowering women to achieve higher hierarchical positions in organizations form together important dynamics that foster more inclusive practices and internalized schemes. Furthermore, the findings also demonstrate the importance of female talent empowerment in achieving gender diversity in managerial positions in healthcare organizations. Hence, by stating that increased female talent participation in the upper-echelons of the organization and entrepreneurship contributes to the decent employment of women in countries with male-dominated social and cultural norms and promotes the more inclusive and sustainable economic growth of these countries, our research contributes to United Nations (UN) Sustainable Development Goals (SDG) #5.5, #8.5 and #10.2.

The purpose of this paper is to explore the interplay between identity and global mobility in the careers of senior, female talent, uniquely taking into account the perceptions of both female and male participants. In addition, the role organisations can play in enabling women to overcome these identity constraints is identified.

This interpretivist study draws on data from 38 in-depth interviews with senior managers in a large, multinational organisation to elicit a rich picture of how such careers are enacted.

Findings reveal how identity conflicts function as a glass border for globally mobile, senior female talent. Ways in which talent can access positive identity narratives to inform global mobility choices are identified.

The limitations of this study include the relatively small sample size and the single case design of this research. The findings, however, offer insights into the identity work of globally mobile, female talent across different contexts.

Organisations can facilitate access to identity narratives through mentoring, face-to-face forums and via the internet to enable globally mobile, female talent to make more informed global mobility choices.

Drawing on identity theory, this paper examines how identity work for globally mobile, female talent has more fluid interpersonal boundaries than for men, creating on-going identity struggles. In highlighting how identity narratives can act as a means of breaching the glass border and facilitating global mobility for female talent, a contribution is made to existing debates in the fields of identity, gender studies and global talent management.

Talent management research today is increasing as organizational requirements attempt to meet the challenges of effectively managing talent to achieve organizations’ strategic agendas. However, in learning organizations specifically, investigations of talent management practices are limited, with this study exploring the role of talent management practices in employee satisfaction and organizational performance in Pakistan.

The study was conducted in various universities (public and private) in Pakistan using a quantitative approach. Cross-sectional data are collected through a questionnaire, with analysis and conclusions based on completed questionnaires from 403 respondents.

The study’s findings from the analysis by structural equation modeling (SEM) emphasize the positive and significant effects of most talent management practices (i.e. talent identification, talent development, talent culture and talent retention) on employee satisfaction and organizational performance (talent attraction is the exception). Employee satisfaction positively and significantly affects organizational performance and is found to have a mediating effect, bridging the relationships of most talent management practices (talent identification, talent development, talent culture and talent retention) with organizational performance.

The study’s findings support human resource professionals, academics and policymakers in managing talent practices to enhance organizational performance. The findings assist in developing core skills and talent-related competencies to achieve organizational goals and success.

The study fills the research gaps by developing a framework of talent management practices for employee satisfaction and organizational performance in learning organizations, which warrants further consideration.

The success of the organization depends on its sustainability and growth in the competitive market. Retention and attraction of talent in the organization are strongly associated with organizational performance. Employer branding is an outcome activity that helps organizations show their strength to attract and retain talent. Talent management practices are mostly essential in the current context for retaining talent. This study aims to explore and identify the contributing factors in efficient talent management and to examine whether the factors contributing to employer branding differ concerning different demographic profiles of the employees for information technology organizations.

Data were collected from 617 adult participants using an 85-item questionnaire on talent management comprising 25 domains, developed for the present study.

Principal component analysis of the data indicated that 20 different factors make an impact in developing strong talent management practices. Three broad areas were identified, namely, personal benefits and growth, transparent organizational culture and social commitment of the organizations.

Present research has not taken care of few other factors associated with the organization where employees’ retention gets adversely effected such as evaluation of performance and compensation management, training and development, etc. So, future research can be conducted these areas. These aspects are also required to be incorporated in future research.

Several implications of the present research can be presented in the following areas. It is found in the present research that the effectiveness of the talent management system mostly depends on personal benefits and growth, organizational culture and climate and the organizational out. Apart from the academic implications of the present research, practical implications of the present study cannot be ignored. The components and elements of the talent management in the perspectives employer branding can also appropriately applied by the organizations.

The contribution of the study lies in exploring and identifying three important aspects of the organization in talent management. Findings will have implications for different organizations in understanding, developing and implementing policies related to employer branding and talent management.

This paper aims to understand women's careers better in order to help organizations make changes to increase female retention. Two specific questions are addressed: Are women adopting a protean career orientation by becoming career self‐agents?; and Are women's career decisions guided by the kaleidoscope values of challenge, balance, and authenticity? Results are used to discuss changes that organizations can make to better attract and retain female talent.

Open‐ended semi‐structured interviews were conducted by telephone with 25 women graduates of a top ranked international business school located in the USA who had voluntarily left the workforce at some time in their career and had since returned to work.

Results show that 17 of the women interviewed followed a protean career orientation when they returned to the workforce, finding part‐time or reduced‐hours positions or completely changing careers. Of the women, five returned to work following a traditional career orientation and three chose to return to a job rather than reinitiating their careers. The vast majority of the women who adopted a protean career were driven to do so in order to satisfy their need for balance in their lives. Overall, eight of the women expressed a need for authenticity in their careers and only two mentioned a desire for challenge. Many of them felt they had already satisfied their need for challenge earlier in their career, as the KCM suggests.

As with protean careers, protean organizations adapt to evolving circumstances. Companies that recognize and respond to the need to reshape how work gets done and how careers are built will achieve a competitive advantage by attracting and retaining valuable female talent. Organizations should shift their focus from an emphasis on face time to an emphasis on results, giving employees more control over how, when, and where they work. They also need to move away from the traditional career model that emphasizes full‐time, continuous employment and instead embrace arc‐of‐the‐career flexibility that allows women to adopt a protean orientation, managing their own careers in order to align them with their personal values.

The paper helps to explain the motives behind professional women' career moves and makes suggestions on how organizations can better attract and retain female talent.