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The purpose of this paper is to present an empirical analysis, which consists of interviews with executive trainee programs of three international companies. The results of this analysis offer answers to questions currently being discussed in the corporate social responsibility (CSR) literature, namely, on the effects of CSR communication on top talent attraction.

The study uses structured interviews to analyze the communication perceptions and expectations of (n = 15) top talents when making employer decisions. It compares these with the expectations and intentions of HR managers responsible for programs and communications (n = 15).

The study found that HR managers only partially reflect top talents’ specific communication expectations. In addition to the program-specific CSR content, corporate communications have an overarching optimization potential in the communication mode and information architecture. It is particularly striking that future executives proactively seek CSR content in hiring and access corporate and brand communications for this purpose.

The study was conducted during the COVID-19 pandemic, which made a digital interview setting necessary and did not allow to react in detail on every physical signal. On top, the study has only 30 participants (15 HR/15 talents) from three different talent programs.

The study identifies practical, gender-specific and industry-specific implications for corporate communications regarding content and mode of communication. Companies should specify concrete measures for recruiting future executives, but they can also indicate efforts and first initiatives, thus setting a more decisive stage for an aspiration.

The study is characterized by its unique data set. Only a few companies have explicit programs for the development of future executives. The study also examines HR managers’ communication planning and expectations and future executives’ effective communication perceptions and perspectives.

The purpose of this study is to provide an overview of artificial intelligence (AI) in the talent management sphere. The study seeks to contribute to the body of knowledge with respect to human resource management and AI by conducting a literature review on the integration of AI in talent management, synthesising existing approaches and frameworks, as well as emphasising potential benefits.

The study adopts desk research, computational literature review (CLR) and uses topic modelling [with bidirectional encoder representations from transformers (BERTopic)] to throw light on the diffusion of AI in talent management.

The study’s main finding is that the area of AI in talent management is on the verge of gradual development and is in tandem with the growth of AI. We deduced that there is a link between talent management practices (planning, recruitment, compensation and rewards, performance management, employee empowerment, employee engagement and organisational culture) and AI. Though there are some known fears with regards to using the innovation, the benefits outweigh the demerits.

The current study has some limitations. The scope and size of the sample are the primary limitations of this study. No form of qualitative analytics was used in this study; as a result, the information obtained was limited. The study provides a snapshot of AI in talent management and contributes to the lack of literature in the joint fields. Also, the study provides practitioners and experts an overview of where to target investments and resources if need be.

The originality of this study comes from the combination of CLR methods and the use topic modelling with BERTopic which has not been used by previous reviews. In addition, the salient machine learning algorithms are identified in the study, which other studies have not identified.

The proliferation of big data analytics (BDA)-enabled tools and technologies has endowed organizations with the capacity to augment decision-making processes, optimize operational endeavors and foster innovation across diverse business domains. Consequently, BDA has been posited as a catalyst for enhanced customer relationship management, improved risk mitigation strategies and heightened operational efficiencies, all of which converge to augment overall firm performance. Thus, the purpose of this research is to introduce a conceptual framework aimed at explaining the influence of BDA capabilities on the performance of telecommunications firms in Pakistan. Additionally, it examines the potential mediating effect of talent capabilities and moderating effect of top management attitude on firm performance.

Data from a sample comprising 520 participants were collected via survey questionnaires. The study employed Partial Least Squares-Structural Equation Modeling to empirically evaluate the proposed model.

Results reveal a positive association between BDA technology and information capabilities with both BDA talent capabilities and firm performance. Furthermore, the analysis suggests that BDA talent capabilities mediate the relationship between BDA dynamic capabilities and firm performance, while top management attitude acts as a moderator, enhancing the relationship between BDA talent capabilities and firm performance.

There is a scarcity of research that has examined the relationship of BDA capabilities, top management attitude and firm performance. This study attempts to examine their interrelationships. First, it enhances the extant literature by elucidating the mediating role of BDA talent capabilities in the relationship between BDA technology and information capabilities and firm performance. Second, the study introduces a novel dimension by incorporating top management attitude as a moderator variable. This augmentation adds layers of complexity to comprehending BDA implementation dynamics, emphasizing leadership’s role in fostering an enabling environment for effective utilization of BDA capabilities.

Working arrangements’ hybridity has become paramount, particularly after the coronavirus disease 2019 pandemic. A remote working environment has indubitable advantages (e.g. the ability to work from anywhere and at any time). However, such flexibility comes at the cost of being virtually always connected. This duality poses challenges for talent management (TM) in determining who can thrive under these specific conditions and how. This study explores how employees respond to this extended connectivity – namely, work connectivity behaviour after-hours (WCBA) – and its influence on proactive talent behaviour by constructing and testing a theoretical model that differentiates employees’ reactions to this condition.

This study collected data from 400 mainland Chinese employees using online and offline methods. Owing to the potentially varied effects of working in digital environments on employees, a dual mediation regression model was employed to test the hypotheses.

Remote and hybrid work and, specifically, the increased connectivity experienced by employees can be a “double-edged sword” in influencing their proactive behaviour (PB). While employees experience increased organisation-based self-esteem, which positively correlates with more intense PB, this prolonged exposure may also cause emotional exhaustion (EE), which has a negative correlation with PB. Jointly considering both mediation effects revealed that WCBA’s total effect on PB remained negative.

This study enriches the debate regarding the development of TM practices specifically designed for remote work. It recommends paying greater attention to how employees react to increased connectivity experienced in remote and hybrid working environments. Increased self-esteem or passive EE are possible elements for identifying employees’ talent potential. The separation between work and after-work is becoming blurred in the digital age, which reduces employees’ motivation and ability to exploit their inner talents. Therefore, organisations must find alternatives to preserve their talent pools. This study enriches theoretical research on WCBA, promoting an in-depth application of the theory of job-demand resources in the digital age.

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.

The purpose of this paper is to provide a comprehensive framework that identifies thematic clusters and their interconnections within Global Talent Management (GTM), global careers and talent management (TM).

In this paper, this study conducted a co-citation analysis using bibliographic data to unveil the intellectual connections and relationships among thematic articles related to GTM sourced from the Web of Science.

This review highlights three key research themes: experiences working abroad, TM approaches and the complex nature of GTM as a living system.

The main limitation of this research is the sample itself. Content analysis based on the co-citation method resulted in some more recent releases being omitted.

The practical implications of the paper include providing a structured framework for understanding the complexities of GTM.

Research into the academic literature in this area is divided into various clusters, empirically demonstrating how GTM and global mobility are intertwined, revealing the need for us to more thoroughly comprehend the social ramifications of GTM practices and activities and the need to further analyse the influencing social aspects in a GTM strategy, like diversity, increased mobility and virtual reality.

The analysis revealed the emergence of three distinct thematic groups: (1) global work experiences, (2) TM approaches and (3) GTM.

The international mentoring literature predominantly features traditional company-assigned expatriates as protégés overlooking other types of global talent, such as immigrants, refugees, and international graduates, who may help organizations gain long-term IHRM competitive advantages. We integrate multidisciplinary research to better understand the role of mentoring as a global talent management tool, identify research gaps, and propose future research directions.

We draw on an integrative review of 71 academic journal articles published between 1999 and 2024 to explore the role of mentoring in managing global talent (i.e. expatriates, immigrants, refugees, and international students and graduates).

We found that research has identified and examined relationships between various antecedents and outcomes of mentoring but mainly treating mentoring as a talent development tool. Less is known about the role of mentoring as a recruitment and selection tool in the pre-employment context. Mentoring is an important HRM tool that contributes to managing a global talent pool and developing existing employees.

The review contributes to a better understanding of the characteristics and processes involved in mentoring in a global context by proposing a framework that incorporates antecedents of mentoring, characteristics of the mentoring process, and mentoring outcomes. It highlights the value of mentoring as a recruitment and selection tool supporting global talent management and identifies avenues for future research.

Talent management can provide an organization with a competitive advantage. However, little is known about how human resource practices pertaining to talent management drive positive outcomes. Drawing on social exchange theory, this study investigates the effect of talent management practices usage on employee commitment and intention to leave. Integrating social exchange theory and the theory of met expectations facilitated predicting the mediating role of perceived career growth in the talent management practices usage-employee outcomes relationship.

Data were collected using a survey from 268 employees from eight organizations from the financial and services industries in Jordan.

Talent management practices usage has a significant direct positive effect on employee commitment but no direct effect on employees’ intention to leave. Further, there is pioneering evidence that perceived career growth mediates the following relationships: talent management practices usage and commitment and talent management practices usage and intention to leave.

The study provides unprecedented evidence of the effect of TM practices usage on employee outcomes and the role of perceived career growth in the TM practices usage-employee outcomes relationship from an underexplored context of Jordon. Our research results contribute to theory development in TM by supporting, extending and integrating social exchange theory and the theory of met expectations.

This chapter explores genderwashing in the context of exclusive talent management (ETM) and defensive diversity management (DDM). It makes the counter intuitive argument that ETM is a misnomer in that it privileges maintenance of an organizational hierarchy based on social identity over the development of talent. Further, DDM is a genderwashing tool, enabling organizations to fend off criticism through symbolic diversity, equity, and inclusion (DEI) initiatives while enacting discourses that legitimate structures, practices, and norms that produce a status hierarchy based on social identities. A genderwashing perspective reveals this contradiction and spotlights the uncomfortable reality of workplace inequalities. It also shows that operating within boundaries set by the status quo renders DDM ineffective in removing the real career impediments faced by women and members of minoritized groups (MMG). A transformative diversity management (TDM) approach is needed to confront these realities and enable organizations to support the career aspirations of women and MMG.

This study examines the impact of perceived human resource management practices on talent turnover intention, with work engagement mediating and self-efficacy moderating the relationship. It examines how employees' perceptions of pay satisfaction, empowerment, participation and communication are related to their turnover intentions.

A total of 283 valid questionnaires from UAE government employees were used for data analysis. Partial least squares structural equation modeling (PLS-SEM) was used to examine the proposed hypothesis.

The results reveal that employees' perceptions of pay satisfaction, empowerment, participation and communication are significant contributors to work engagement. The findings further demonstrate that work engagement significantly negatively affects talent turnover intention and acts as a mediator between employees' perceptions of individual human resource management practices and talent turnover intention. However, the results contradict the hypothesis that self-efficacy moderates the association between work engagement and talent turnover intention.

This study focuses on the impact of perceived human resource management practices on talent turnover intention, an area that has received limited attention in literature. By focusing on perceived human resource management practices, this study illuminates employees' subjective experiences and how they perceive human resource management practices intended to reduce talent turnover intention. The inclusion of the mediating effect of work engagement offers a more profound understanding of how employees' perceptions of human resource management practices influence their turnover intentions. This comprehensive approach to understanding the interplay between these variables provides valuable insights for organizations seeking to improve their human resource management practices and talent turnover intention.