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This paper aims to determine why organizations struggle in implementing digital transformation to obtain a faster return on investment and how human resource management can help organizations overcome this challenge.

To examine recent research and opinions of industry experts on digital transformation by organizations and the major challenges they face, this study applies an inductive qualitative research approach and uses a descriptive statistics method to analyze the responses.

This paper reveals the various challenges organizations face today in implementing digital transformation because of gaps in digital talent in the current workforce.

This paper provides recommendations to HR practitioners and leadership teams in organizations on how to narrow the gap in current digital talent to successfully implement digital transformation and increase productivity.

This study highlights the need for the current workforce to acquire the necessary digital talent sought by organizations and how improving their digital capabilities can improve their productivity in today’s digital scenario.

This study focuses on current problems organizations worldwide face in implementing digital transformation. The digital talent gap is increasing daily with the development of new AI, Big Data and other digital technologies. Hence, it is important for human resource departments and leaders to quickly address and resolve digital talent gaps to realize the advantages of digital transformation and a return on their heavy investment.

Introduction: Skills are vital for the survival of an organisation to meet its objectives through producing goods and services. Due to their importance, they are among the sought-after aspects of employment. However, organisations need more skilled employees to bridge the gaps due to disruptions, shifts in consumer demands and needs, and transformations in the global world.

Purpose of the Study: This study aims to identify various skill gap in talent, competencies, and experience emerging in the hospitality sector. It will also present some challenges to the hospitality sector that faces due to the skill gap identified.

Industrial and Academic Justification of the Study: The study examines the needs and challenges from academic and industry perspectives. Hence, it provides significance for academics and industry to apply the findings to address skill gap.

Research Gap: Previous research has focused on different aspects of skills in other countries. This study will look at the issue globally and the recent trends emerging from disruptions and shifts in consumer behaviour.

Results and Findings: Though the study is ongoing, the findings show that specific skill gap exist, particularly in emerging technologies, digitisation, data, robotics, and various job openings from different countries’ perspectives, hospitality, and the tourism industry.

Practical Implications: The findings have implications for the tourism and hospitality industry as a whole, as well as individual organisations. The tourism and hospitality industry should apply these suggestions, such as operational skills, digital skills, and interpersonal skills in various sections of tourism and hospitality organisations

In response to scholarly calls, this study aims to explore the persuasive predictors including (job security, autonomy, work-life balance, culture and climate, career growth, leadership style and support, training and development and reward, recognition and pay) of talent retention in Indian PSUs by emphasising the commonalities and differences between different category of employees from different cohorts based on their contribution in the prime function of the business.

A self-administered questionnaire was used to collect data from 472 employees from selected organisations through Multistage sampling technique and Simple random sampling technique. Data were analysed using tests such as logistic regression, MANOVA, post hoc Tukey in SPSS 20.

Job security, autonomy, career growth and culture and climate are the persuasive predictors of talent retention in Indian PSUs. However, there is a significant interaction effect of age and job standard on job security. Job security and perceived employability do not relate to age for core category employees rather possess identical perception than other employee category. Findings indicate that identifying the position to be retained is more viable than a common retention strategy.

This study contributes to the existing knowledge of talent retention by exploring novel insights in comprehending the commonalities and differences of different employee category at all level from different cohorts, sharing different responsibilities in the prime function of the business that has largely been ignored. The study can succour in improving performance and cost-effective retention strategy.

Successful companies make their talent strategy part of their strategic planning process and integrate it into daily operations. They strive for the alignment of their talent with the organization’s vision, goals and business strategy. When combined with the alignment of the tools and systems used by employees, these organizations are positioned to effectively compete and win in the marketplace. However, positioning your organization for success is one thing, while making it happen is quite another.

This chapter reports the current status of management practices in the Central and Eastern Europe (CEE) region as seen by international expatriates. Based on the results and expert insights, we aim at giving guidance to MNE leaders and strategy makers as well as operative HRM staff and other expatriate managers how to best exploit the value-added opportunities in the CEE region by adopting the region-specific talent management and staffing policies and practices.

This study is based on the views of 1108 managers on the local management in six CEE countries: Bulgaria, Czechia,¹

In this chapter, the term Czechia is used to refer to the Czech Republic.

MNEs have been able to successfully capitalize on the economic integration and growth of the CEE region during the past 25 years. A new generation of competitive local managers is now growing into leadership positions, but MNEs need to find a more sophisticated way to retain those in the region in order to be able to exploit growth opportunities in future too.

Because the national cultural differences between the six analyzed CEE countries remain very characteristic and divergent, talent management and staffing strategies and policies of MNEs must be adopted and fine-tuned accordingly. Language and communication difficulties, knowledge of the standards management techniques are not a challenge anymore. Instead local management’s soft skills, leadership values and attitudes need to be developed now simultaneously with increasing wages, as the most talented local staff and management is readily relocating into higher-wage countries.

The originality and scholarly interest of this study lies in its cross-cultural, comparative approach. The originality and practical interest of this study is that it gives clear recommendations to MNE and expat managers. Furthermore the presented results have been tested during critical forum discussions with more than 60 CEE-experienced managers, expatriates, and the representatives several foreign chambers of trade and commerce held at the Central European University Business School in spring 2015.

This paper aims to investigate car manufacturers’ constraints to innovate radically.

Automotive case study.

First, cultural constraints hold them back, for example, reflected in legacy power structures and failure aversion. Second, car manufacturers face cash constraints as they have to exploit their core business while exploring potential future profit pools. Third, talent gaps in digital and some non-digital areas are a challenge for incumbents while competing with digital-native firms such as Tesla.

This paper elevates a fragmented literature strand on constraints to innovate.

The paper aims to clarify the relationship between problem-solving skills and socialization of first-year university students and propose talent management strategies for university management, course instructors and administrators. Thus, this paper identifies three student clusters among the first-year bachelor students. This paper aims to propose a talent management framework and makes recommendations for course instructors and administrators.

In this paper, a Simulated Work Experience is applied to collect data on problem-solving skills and demographics of first-year business students. Based on the anonymous competency and demographic data of 546 students, 3 clusters were identified with a hierarchical K-means clustering method and linked with talent management and curriculum design strategies.

The paper provides empirical insights about how the demographic background of the first-year students affects the students' problem-solving skills. This paper identifies three clusters – laggers, unpolished diamonds and drivers – and proposes a talent management framework to support the students' personal and professional development. The proposed talent management framework is based on the direction of upskilling and type of talent management incentives and outlines four distinct categories: extracurricular reward, tutoring and catching up, perform-or-punish and up-or-out systems. This paper makes suggestions to course administrators and instructors how to incorporate talent management and competency mapping aspects into the curriculum and syllabus design activities.

The research is limited to problem-solving skills and focused only on first-year business students.

The paper includes practical implications for business school management, course administrators and instructors about competency mapping, talent management strategies, curriculum and syllabus design.

The research is based on the competency mapping of 546 first-year students at Budapest Business School. The data were collected via a Simulated Work Experience, where the students were participating in a virtual business project.

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.

This paper contributes to the social pillar of sustainable supply chain management. It does so by investigating how women managers in the maritime sector handle work-family conflict, thereby acting as institutional entrepreneurs to create a work-family balance logic. The maritime sector is a male-dominated supply chain management environment, which suffers from a talent gap of a lack of women executives. One reason for this problem is work-family balance issues that deter women from staying in the workforce.

The authors interviewed 35 women working as port managers in different developing countries. The authors analyzed their strategies in coping with the conflict between family and work to create a work-family balance logic.

The authors found four different types of strategies to handle work-family conflicts. Responses showed that women executives in this sector can be institutional entrepreneurs. Based on the findings, the authors were able to confirm and contribute to the existing model proposed by Silva and Nunes (2021) on sustainable supply chain logic. The authors also provided recommendations for these women as institutional entrepreneurs and for policymakers to retain women talent in the supply chain management.

The research focuses on a specific supply chain management sector, which is the maritime sector. It also relies exclusively on interview data.

The authors propose recommendations to develop a work-family balance logic and retain talented women in the supply chain industry based on monitoring equality and supporting their need for a work-family balance, both in the short and long terms.

The authors interviewed women executives in one of the most male dominated sectors. The authors studied their ability to cope with work-family conflicts and identified four ways to create a work-family balance logic. These findings enabled us to show the contribution and limits of women executives as institutional entrepreneurs for work family balance logics in male dominated sectors.