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The career is a space where family and work lives amalgamate. The role of work for the individual, and the meaning of work within the culture, will determine the relevance of family. This study investigates CEOs' perception about conjugal family influence on career decisions, and it examines family factors.

Through a qualitative study, 22 Latin American CEOs who work for multinational firms were interviewed in a semi-structured way.

Not all career decisions were influenced by conjugal family. CEOs varied in the extent to which they considered their families when reflecting on their career decisions. Expatriation, joining or quitting an organization and change of area of work were found as those decisions perceived to be influenced by conjugal family. Family support, family structure and family demands and responsibilities were identified as the family factors involved. In spite of the role salience, family factors influenced some of CEOs' career decisions, in part, due to the cultural characteristics of the Latin American environment. The instrumental support of the extended family, as part of collectivist societies, was also evidenced.

A better understanding of the family influenced decisions and family factors involved may enhance individual career decision-making as well as organizational career management processes and public initiatives.

This study contributes to family and career literature, being the first one to explore the conjugal family influence upon CEOs' career decisions.

This paper aims to explore the Spanish Self-Initiated Expats’ (SIEs) motivations and factors involved in the choice of the host destination.

Through an exploratory and qualitative study, drawing upon SIE literature on motivations and careers, 22 Spanish SIEs were interviewed in a semi-structured way.

Most SIEs clearly detailed the line of reasoning behind the host destination choice (specific destination); a second group considered a limited number of potential countries to relocate to (alternative destinations), and the smallest one did not choose a specific location. Career motivations were the most mentioned ones and different degrees of career planning were found: those with a very defined career planning process relied upon one potential destination, while those with a less defined one considered several alternative host destinations. The European Region Action Scheme for the Mobility of University Students experience was one of the most mentioned factors influencing the choice of the host destination, which may be common to other European Union (EU) nationals. As to the limiting ones, the visa requirements outside the EU were identified. Other factors were particular to Spain, such as the perceived need for English proficiency for a successful global career and the degrees of career planning.

These findings may assist Talent Management Managers to align organizational strategies with SIEs motivations. They may also help future Spanish and European SIEs in their individual career management process.

This study contributes to a better understanding of the expatriation motivations and factors influencing the destination location of Spanish SIEs, adding to the SIE and global career literature.

This empirical study aims to analyse the talent spotters' perception of their tendency to be homophilic in the talent identification process and their stance on it. Besides, this article examines the type of homophily and the homophily attributes involved.

Based on a qualitative design, 37 middle and senior line managers, working for two Argentine conglomerates in six Latin American countries, participated in the study. Data were collected through semi-structured interviews.

Homophily was perceived by most of talent spotters, who judged it as natural, while it was not perceived by a small group of the interviewees. In addition, among those who recognized its presence, another group advocated the homophilic advantages, while a final one admitted the presence of homophily and its negative implications. In addition, a variety of homophily attributes were identified; most of them within the value category. We posit that if homophily attributes are, at the same time, components of high potential models, homophily will constitute a functional bias to the talent identification process.

This is the first study that explores the talent spotters' perception of their homophily bias as well as the diversity of homophily attributes present in the talent identification process. This research highlights the relevance of the homophily attributes' analysis, taking into account its alignment to the potential model in order to improve the talent identification process.

Talent identification is a critical process of any Global Talent Management system, and little is known about it in Latin American multinationals (multilatinas). This study aims to understand, through the perceptions of Corporate Global Talent Managers, the talent identification strategy in place, the factors involved and the sources of the tools for its implementation.

The sample is made up of 17 multilatinas (Argentina, Brazil, Mexico, Chile and Colombia). Semi- structured interviews were conducted with Corporate Global Talent Managers.

Results reveal that the standardisation strategy constitutes the main trend. This choice is explained by numerous factors such as the new corporate structures, the entry mode via mergers and acquisitions, the national/regional culture, geographical closeness and shared cultural affinity, organizational culture, host country management practices and level of integration between headquarters and subsidiaries. Most of the multilatinas do not rely on “best practices”; they prefer home-made tools instead. Several factors were identified. Conclusions and further research are presented.

This paper attempts to fill a perceived gap in the literature investigating, empirically, the talent identification strategy in multilatinas.

La identificación del talento es un proceso crítico de todo sistema de Gestión del Talento Global, y poco se conoce sobre el mismo en las multinacionales de origen latinoamericano. Este estudio cualitativo tiene por objetivo comprender, a través de las percepciones de los directores globales de talento corporativo, la estrategia de identificación de talento adoptada, los factores involucrados en esas elecciones estratégicas y el origen de las herramientas utilizadas en su implementación.

La muestra de este estudio está compuesta por 17 multilatinas de Argentina, Brasil, México, Chile y Colombia. Entrevistas cualitativas fueron realizadas con los responsables globales de gestión del talento.

Los resultados muestran que la estrategia de estandarización en la identificación del talento constituye la tendencia principal. Esta elección estratégica puede explicarse por diversos factores: nuevas estructuras corporativas, modo de ingreso a través de fusiones y adquisiciones, cultura nacional/regional, cercanía geográfica y afinidad cultural, cultura organizacional, prácticas de gestión de los países de destino y grado de integración entre Casa Matriz y subsidiarias. La mayoría de las multilatinas privilegian las herramientas de diseño propio, en lugar de aquellas “mejores prácticas”. Numerosos factores han sido identificados. Se presentan conclusiones y futuras líneas de investigación.

Este es el primer estudio que examina la estrategia de identificación de talento en las multinacionales latinoamericanas y los factores involucrados, cerrando una brecha en la literatura.

A identificação de talentos é um processo crítico de todo sistema de gestao global de talentos, e pouco se sabe sobre isso em multinacionais de origem latinoamericana. Este estudo qualitativo tenta compreender, através das percepções dos diretores globais de talento corporativo, a estratégia de identificação de talentos adotada, os fatores envolvidos nessas escolhas estratégicas e a origem das ferramentas utilizadas na sua implementação.

A amostragem do estudo foi baseada em 17 multilatinas da Argentina, Brasil, México, Chile e Colômbia. Entrevistas qualitativas foram realizadas com gerentes globais de gestão de talentos.

Os resultados mostram que a estratégia de padronização na identificação de talentos constitui a principal tendência. Essa escolha estratégica pode ser explicada por vários fatores: novas estruturas societárias, modo de entrada por meio de fusões e aquisições, cultura nacional/regional, proximidade geográfica e afinidade cultural, cultura organizacional, práticas de gestão dos países de destino e grau de integração entre Matriz e subsidiárias. A maioria das multilatinas privilegia as ferramentas de seu próprio design, em vez das “melhores práticas”. Diversos fatores foram identificados. São apresentadas as conclusões e futuras linhas de pesquisa.

Este é o primeiro estudo que examina a estratégia de identificação de talentos em multinacionais latinoamericanas e os fatores envolvidos, contribuindo a preencher uma lacuna na literatura

This paper aims to contribute to talent management literature by examining empirically the relationship between talent identification and development tools.

The study sample consisted of 112 Argentina-based companies. All participants completed an online survey containing a list of identification and development practices. Responses were analyzed with SPSS 19.

Results show that companies running more talent identification processes (performance management and potential identification) make use of a greater number of development tools. Significant differences were observed in the use of all development tools analyzed, with the exception of formal education and job rotation. Results indicate that the presence of a Development Department encourages the implementation of identification and development tools.

The study suggests that the better the quality of the information involved during the identification stage, the higher the contribution to development investment decisions. Companies should do well to rely on higher-quality diagnostic information to facilitate a better selection of development tools to fulfill specific objectives. The existence of a Development Department favors the implementation of a greater number of identification and development tools.

This paper adds to fill a perceived gap in the literature investigating, empirically, the relationship between talent identification processes and development tools.