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Talent is a critical factor for organizational success. Multinational corporations (MNCs) face the challenge of fierce competition for talent worldwide by increasing their efforts in global talent management (GTM). To improve the strategic alignment of GTM, organizations increasingly incorporate information and communication technology (ICT) applications to support their GTM system. However, not every organization is successful at applying these new opportunities (e-GTM) and aligning them successfully with their organizational strategy. This chapter aims at conceptualizing the relationship between strategic GTM and strategic ICT in an aligned effort. It presents a conceptual framework that identifies four types of MNC approaches to e-GTM.

By means of a review of, both the GTM literature as well as the ICT literature, we connect the two concepts, GTM and ICT into e-GTM, into a framework along two axes: the extent to which MNCs apply GTM (ad hoc vs. strategic) and the scope of ICT in MNCs (operational vs. strategic).

Although the framework identifies four approaches to e-GTM in MNCs, the framework is less black and white than as presented. Companies can display e-GTM characteristics which place them in the gray areas in between each of the profiles. Additionally, we assume that achieving the alignment of strategic GTM and strategic ICT is an iterative process.

Since strategic alignment is not static but continuously changing, it requires companies to reevaluate their current GTM practices and ICT applications constantly while scanning the external market for new developments in the field of GTM and ICT to ensure the innovative state of their system. Furthermore, we assume that MNCs from high-tech sectors are more successful in supporting their strategic GTM applications with suitable ICT applications than MNCs from low-tech sectors. The study presents a first step toward researching the relationship between strategic GTM and strategic ICT in MNCs. The proposed framework might be used as a foundation for further research studies.

The framework presented in this chapter can help MNCs to address the issue of connecting GTM and ICT.

The relationship between GTM and ICT have not been conceptualized before. Furthermore, the typology presented in this chapter, with four approaches to ICT-enabled GTM, is a new way of looking at the GTM–ICT relationship.

Purpose: Talent management and in particular strategic talent management (STM) has emerged as an important issue for hospitality organisations worldwide. In this chapter, we address some of the complexities evident in hospitality organisations in relation to the practice of STM, the types of internal and external STM issues that arise and both the research and practice implications of pursuing STM in hospitality organisations.

Methodology/Approach: This chapter presents a review of the literature on the wider topic of STM, with particular focus on the integration of issues and themes identified in the hospitality management literature related to STM perspectives.

Findings: We find that STM is a topical issue for hospitality organisations irrespective of size, complexity, or geographic location. However, research that explicitly addresses STM in hospitality is nascent leaving many unanswered questions. The notion of what constitutes STM is shaped by the complexities and values of the hospitality industry itself and its meaning is not necessarily the same as in other industry contexts. However, as yet we do not have sufficient insights to reach conclusions as to what STM truly looks like in hospitality organisations.

Research Implications: Here, we add to the literature, highlighting the need for more research on the many dimensions of STM in hospitality organisations including its antecedents, processes, and outcomes and the extent to which it is different in hospitality organisations compared to multinational corporations and public sector organisations.

Practical Implications: We highlight a number of practical implications around roles, processes, practices, and skillsets to utilise a strategic approach to talent management in hospitality organisations.

Originality/Value: This chapter continues the debate as to the role of STM in hospitality organisations as well as providing a more focussed agenda for both future research and practice. We also analyse and critique the internal and external forces and pressures that shape STM in hospitality organisations.

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.

The aim of this chapter is to focus on the role human capital, innovative recruitment practices and cross-cultural staffing policies have on organizational performance. This facilitates a better understanding about how entrepreneurial thinking is encompassed into an organizational context by utilizing global talent management practices.

The chapter discusses the linkage between global talent management and corporate entrepreneurship literature by providing a number of research propositions.

The chapter highlights how it is important for entrepreneurial organizations to focus on global talent management for their global competitiveness.

This conceptual paper is based on corporate entrepreneurship as the underlying theoretical framework for global talent management, which means the results should be interpreted from an entrepreneurial perspective.

Global talent management is becoming increasingly popular as a way to integrate organizations corporate entrepreneurship goals with their strategic objectives.

More organizations are taking a social perspective that encompasses a global mindset for talent management in order to facilitate more entrepreneurial thinking.

This chapter stresses the importance placed on hiring and retaining talented individuals who can contribute to innovative and risk taking outcomes in global organizations.

Talent management is conducted to maximize an organization's overall performance and efficiency which helps to serve as a competitive advantage. Human resource management is a concept which includes human-related activities, but talent management is a strategy which helps to get new talent, develop their skill sets and provide better employee engagement and experience to retain the top potential employees in an organization. Improvement in recruiting and retention of a workforce results from a well-executed talent acquisition approach. In the 21st century, employee retention has become a primary concern for the organizations specially with work from home and hybrid models.

The workforce for tomorrow is going to be very different from what it has been. Technology is transforming the way people work within organizations. The workplace is rapidly evolving in terms of people and processes and is going through a lot of technological changes. The terminologies such as automation, artificial intelligence, augmented reality and block chain technologies are slowly becoming part of the workplace and everyday activities of the organization.

The challenges are many and especially post-pandemic organizations are going through some major changes such as a mindset shift of employees to take up more remote working opportunities, building virtual teams, increase in the gig economy workers (contractual workers) and a diverse workforce which makes it even more challenging for the organization to manage and retain talent.

Purpose: The purpose of this chapter is to identify innovative talent management strategies, programmes, and practices that hospitality companies use in order to identify, develop, and retain their talent. For this purpose, awardees of the Hospitality HR Award were analysed. The award is an established prize in the German-speaking area. General success factors for innovative talent management are identified and the results are compared to international research of talent management in hospitality organisations.

Methodology: The chapter uses a qualitative content analysis approach. All award winners of the Hospitality HR Award since its launch in 2013 (N=60) are analysed.

Findings: The award winners followed different talent management strategies (e.g. cultural and leadership development), programmes (e.g. apprenticeship development programmes), and practices (e.g. fast and digital recruiting processes). Reported outcomes ranged from higher job satisfaction and lower staff turnover to a better work–life balance. General success factors included, among others, the importance of alignment of owners’ and managers’ interests and an integrated view on talent management.

Practical implications: Many talent management strategies, programmes, and practices are specified that may inspire hospitality organisations to employ more innovative approaches to talent management.

Originality: This chapter provides systematic qualitative evidence for and adds to the limited body of knowledge on innovative talent management strategies, programmes, and practices of hospitality companies. Furthermore, the chapter considers both strategic and operational views on talent management.

Based on the tasks and responsibilities of global leaders, the benefits of a holistic view in global leadership talent acquisition are identified. The main areas of this integrating process, such as succession planning, attracting, and mobilizing talents, selection, training and development, and retaining global leadership talents, are described. The success factors and principles of a global talent acquisition process are presented and explained. Furthermore, this chapter shows that a proactive step for global organizations is to build an in-house global leadership talent pool to ensure having the right global leaders in the right places at the right time.

Senior line managers and their HR business partners need to make sure they have the right leadership talent, at the right time, in the right place. Our aim in this chapter is to weave together some of the best conceptual models and most useful research findings we have found to create a guiding framework for managing global leadership talent strategically. The guiding framework addresses three primary phases of global talent planning and development: clarifying the globalization strategy, defining global leadership roles and requirements, and designing the talent management system.