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Developing global leaders is one of the most pressing needs for global companies. We present a framework for a more integrated talent management development program. The framework is based on several key principles and includes the use of assessment tools, 70-20-10 development tactics, external coaching, and an emphasis on critical experiences. We focus specifically on key considerations for implementing this type of a framework and the keys to success.

In this chapter, the author explores the principles of responsible management education through the lens of Taoism. This chapter begins by introducing the concepts of knowledge-inquiry and wisdom-inquiry and highlights the differences between the two in the context of management education. The author emphasizes the importance of wisdom-inquiry in management education, arguing that it allows individuals to not only understand and analyze information but also to apply ethical considerations when making decisions. This chapter delves into how to synthesize knowledge and wisdom in education, highlighting the need for a balance between technical skills and ethical awareness in management education. This chapter concludes with an examination of the principles of managing talent by balancing competence and character. The author discusses how to hire for character and train for competence in human resources management and development. This approach involves focusing on developing individuals' character traits, such as integrity, compassion and empathy, in addition to their technical skills. This chapter demonstrates the value of incorporating Taoist principles into management education. When the importance of wisdom-inquiry, balancing competence and character, and developing ethical leaders is emphasized, management education can prepare individuals to navigate the complexities of the modern business landscape while promoting responsible business practices.

Current global business challenges and circumstances are responsible for the need for global talent management (GTM) within multinational corporations (MNCs). Social media and networks are becoming key channels for global communication and collaboration. For GTM in MNCs, an effective usage of social media can potentially result in a competitive edge and create value. The purpose of this study is to answer the question of how.

By means of the Delphi method, three groups of experts were interviewed with questionnaires in two rounds: HR managers, HR researchers, and students following a Master of Science program in Business Administration.

The findings show that all groups assessed the necessity of GTM in MNCs. The HR managers and HR researchers agreed on the areas of focus and instruments that are essential for a successful GTM system. But concerning the application of social networks, the groups have different views. The graduate students are especially open-minded about social networks, and therefore they advocate the use of this tool. The HR managers, however, are skeptical toward this new media and even now have not integrated social networks into GTM to a great extent.

This study presents a GTM model for MNCs based on the combined findings from the literature review and the Delphi study. To our knowledge, this is a new approach. The model helps researchers and practitioners to align GTM in MNCs with the support of social media.

Current TM literature shows a lack of empirical research on the actual implementation of TM as a mediating step in the TM process, and on the role of the line managers in that stage. Bos, Thunnissen and Pardoen look into this ‘black box’ of TM and focus in their study on the role of line managers in the actual implementation of TM. In particular, the impact of the line manager’s leadership style on employee reactions to TM is investigated, as well as the constraints in the line manager’s role in executing TM. Their exploratory, quantitative study on the role of the line manager demonstrates that the line manager can support employees in deploying and developing their talents, and when they do so employees feel more empowered and committed to the job. Most line managers are willing to support their employees in developing and utilizing their talents, and that they think they have the capability of doing. However, the study shows that in many cases the line manager overestimates his/her actions regarding the mobilization of employee’s talents, and employees often have different perceptions of the line manager’s behaviour to TM than the line manager him/herself. The bigger the gap in perceptions, the more it has a negative effect on employees’ cognitive and affective reactions to TM. The authors call for more research on the role of the line manager in TM, and in particular on this gap in perceptions.

Talent management and its associated issues are a perennial concern for human resource management (HRM) practitioners and HR professional bodies. The disruption of the gig economy has exacerbated these concerns in multiple ways. This chapter seeks to interrogate this arena, its drivers and in particular the onward impacts on HRM practice and direction at the wider organisational level. The conceptual lens of Critical HRM has been selected for this analysis to examine how a variant of neoliberalism, that of human capital theory, has exuberated and legitimised a shift from an inclusive human relations approach to talent management to an exclusive individualised one with onward impacts on the talent development opportunities for individuals inside and outside of the organisation. This chapter also considers the reemphasis on the role of ‘strategic planning’ and the rise of supply chain management discourses in the context of managing atomised talent. It is argued that in the absence of mutuality in the gig economy espoused talent management strategies can create a conflict between the agendas of giggers, platforms and agencies and wider stakeholders in organisations. These issues are examined through an in-depth case study of gig-based contracts in the higher education and their impact on talent management and associated goals of innovation and creativity.

Despite the vast talk about digitalization and its ability to transform how organizations manage their workforce and their talent, our understanding of how the implementation and use of Talent Management Information Technology (TM IT) changes various organizational processes is limited. In this chapter, we use a qualitative case study of a multi-business unit professional services firm to highlight the complexity of the human – technology interface. Contributing to our understanding of the role of human resource management in talent management, we show how perceptions and attitudes toward information technology, in combination with existing social systems influence the role HR managers play in high potential talent identification. The chapter provides a more nuanced and context-based account of how eHRM, HRM and talent management materialize in organizations as HR professionals struggle to remain relevant in an increasingly digital world.

This chapter aims to highlight talent management approaches and succession planning principles deployed by traditional Igbo businesses in Nigeria. Insights came from interviews of a purposively selected sample of Igbo businesses drawn from different sectors of the Nigerian economy and different geopolitical zones of the country to give a national representation of the approaches they deploy in talent management and succession planning.

The chapter commences with a brief literature review of talent management and then proceeds to indicate the methodology deployed in data collection, analysis and presentation. The next section presents findings in detail on how Igbo businesses embark on talent management activities such as talent identification and attraction; interviewing; talent assessment; apprenticeships; training; risk considerations; compensation and rewards. Some training areas discussed in detail include nature of the sector, customer service, inventory management, supplier management and cash handling. The subsequent section highlights some challenges with talent management and approaches Igbo businesses adopted in overcoming them.

The chapter also provides some insights as cases of approaches traditional Igbo businesses adopted in succession planning – this gives more perspective on the contextual circumstances that inform the strategies the businesses adopted in talent management. The chapter concludes by discussing in general, succession planning approaches deployed by traditional Igbo businesses.