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In near future, population change and shift, aged workforce and retirement of baby boomer generations are going to bring huge shortage of talent and skilled labor across globe, especially in developed and emerging nations. Hence, this paper aims to link talent management and international mobility function in a strategic way to overcome the challenge that business world will be facing in terms of scarcity of talent.

In this paper viewpoint is expressed considering international texts and organizational research reports.

Changing demographics and skill gap economies across nations and compliance risk or regulatory challenge might have a direct impact on talent mobility. Further, talent mobility might have a reverse effect on assignee and family. No single stakeholder alone would tackle this problem. So, the educational institutions, business, government and non-governmental institutions need to collaborate and form a framework to deal with it.

Viewpoint can be further refined through academic conceptualization and empirical validation.

Managers can incorporate framework suggested for managing talent during mobility.

A call for integrating talent and mobility function would encourage researcher for further refinement of the idea, through theoretical and empirical validation. Talent mobility has been discussed as a win − win situation for companies and nations across the globe.

This paper aims to explore international talent mobility and identify its negative/positive factors.

Bibliometric data from Scopus are explicated to model the mobility network and providing a more comprehensive posture. In addition, by using indicators of complex network, significant features of international talent mobility are described quantitatively. After that, by introducing a kind of improved gravity model with multiple linear regression, the authors identify factors to explain international talent mobility flows.

With the analysis of international talent mobility in complex network, the overall network is not balanced. A small part of developed countries and developing countries with good emergency attract and drain a lot of talents and talents usually moving between these countries, the amount of talents leaving or entering into other countries is very limited. Furthermore, according to multiple linear regression, it is found that the share of migrants in population is the major negative factor for international talent mobility, and the factors of destination countries is more significant than original countries.

The result of this paper may support further research studies and political suggestions for cultivating, attracting and retaining scientific and technological talents in the world.

Talents are the critical resource of sustainable development for countries, and attracting talents all over the world is the important way for increasing the country's talent reverse. Therefore, the purpose of this paper is to make the governments understand the evolving pattern of international talent mobility.

This paper constructs the networked model of talent mobility among 15 major countries during the years 1990–2012 under the database of the Patent Cooperation Treaty and analyzes the global characteristics and the evolvement of international mobility of talents under complex network perspective.

It is found that the mobility network is scale-free, which means that a few developed countries, such as the USA, England and France, have enjoyed considerable migratory flows of talents, but most of the other countries only have moderate levels of brain circulation. Besides a very few exceptions, a dynamic equilibrium is reached for most countries, with numbers of talents evening out between emigration and immigration. As time passes by, the volume of talent flows is gradually stabilized, with the numerical gap existing between developed countries and developing ones. Nowadays, the scale of international mobility of talents is growing at an unprecedented speed, facilitated by technological progress and more flexible migratory policies.

This paper sheds light on the evolving pattern of the international talent mobility using complex network analysis. The cogent quantitative analysis highlights the huge challenges faced by national governments and provides the basis for deliberative policy-making aimed at winning the brain war internationally.

With the development of social economy, the problem of female labor force and talent ecology mechanism has become increasingly prominent. They do not assign jobs according to their abilities, but decide their duties according to their interpersonal relationships. The uneven distribution of human resources makes the difference, the impact of the female talent social mobility tends to solidify and the social strata between the contradictions are deepening.

This paper mainly investigates the current situation of female talents social mobility to solve the problem of the social mobility of female talent, and evaluates the main factors that affect female talents social mobility by analyzing the flow of ordinary female labor, enterprise female talents and educational female talents.

Society should pay attention to the social mobility of female talent, carry out comprehensive ecology mechanism in time, take different methods to the management of female talents in different industries, remove the obstacles that affect the social mobility of female talents and create a good ecology mechanism of female talent.

This paper provides corresponding suggestions and countermeasures on the ecology mechanism of female talents social mobility.

The purpose of this paper is to explore the interplay between identity and global mobility in the careers of senior, female talent, uniquely taking into account the perceptions of both female and male participants. In addition, the role organisations can play in enabling women to overcome these identity constraints is identified.

This interpretivist study draws on data from 38 in-depth interviews with senior managers in a large, multinational organisation to elicit a rich picture of how such careers are enacted.

Findings reveal how identity conflicts function as a glass border for globally mobile, senior female talent. Ways in which talent can access positive identity narratives to inform global mobility choices are identified.

The limitations of this study include the relatively small sample size and the single case design of this research. The findings, however, offer insights into the identity work of globally mobile, female talent across different contexts.

Organisations can facilitate access to identity narratives through mentoring, face-to-face forums and via the internet to enable globally mobile, female talent to make more informed global mobility choices.

Drawing on identity theory, this paper examines how identity work for globally mobile, female talent has more fluid interpersonal boundaries than for men, creating on-going identity struggles. In highlighting how identity narratives can act as a means of breaching the glass border and facilitating global mobility for female talent, a contribution is made to existing debates in the fields of identity, gender studies and global talent management.

The global migration and movement of talent plays an important role in the economic growth and competitiveness of many nations. In coming decades, it is anticipated that there will be increased competition between countries to attract the best and brightest. The World Economic Forum (2011) has recommended using nation branding strategies to attract talent. In response to this recommendation, the purpose of this paper is to propose a strategic framework and terminology for branding nations to attract highly skilled workers. Based on a review of the literature, it recommends five strategic vision drivers that can help countries brand themselves in an appealing and compelling way to talented professionals. This paper also recommends the term “relocation branding” to describe the practice of branding nations, regions and cities to attract talent.

This paper examines the literature on nation branding and talent mobility to propose a conceptual framework of five vision drivers for branding destinations to attract talent. It also discusses how these vision drivers can be used in the context of an overall branding initiative and campaign.

This paper finds that the determinants of talent mobility are complex and overlapping. Highly skilled temporary and permanent migrants have a broad range of concerns and interests when they voluntarily choose a country to live and work in. This paper argues that, given these complexities, a more tailored and multidimensional understanding of talent mobility is necessary to effectively craft a branding strategy that will appeal to the highly skilled. A clear vision, demonstrating an understanding of the challenges of moving between countries, has to be integrated into the brand from the outset.

This paper is one of the only in-depth studies of nation branding for the purpose of attracting temporary and permanent skilled migrants. The value of this paper is significant as it provides a framework for strategically creating and positioning nation brands to attract highly skilled workers.

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.

As an emerging market of international education, Asian countries ambitiously launched internationalization initiatives and strategies to attract international talent. Since the 1990s, Taiwan's government has implemented various internationalization policies. Partly affected by the political forces of neighboring China, Taiwan's government launched the New Southbound Policy (NSP) as the main regional strategy in 2016. One of the aims of this strategy was to promote mutual talent mobility between Taiwan and New Southbound Policy countries (NSPC). The purpose of this study is to explore how the NSP influences the student mobility scheme in Taiwan.

This study adopted the qualitative document analysis to investigate and compare the major Asian countries' internationalization focus and summarize Taiwan's internationalization development process and policy priorities. Moreover, a qualitative approach was adopted in order to collect data from 2005 to 2018 to examine Taiwan's student mobility scheme under the policy change.

Under the influence of the NSP after 2016, the student mobility scheme between Taiwan and NSPC could be categorized into five categories in accordance with the mobility rate. Although the nation-driven policy was considered powerful, the unbalanced flow between Taiwan and NSPC became severe.

The study lacked statistics on the degree level of outbound Taiwanese students going to NSPC. It could not compare the student mobility scheme between Taiwan and NSPC by degree level.

The research looked at the initiatives Asian countries have developed in order to raise higher education internationalization and regional status, which shed light on the national/regional approaches under the global change.

The purpose of this paper is to assess the country-level drivers of managers' and executives' mobility. Both sub-groups play a fundamental role in entrepreneurship, innovation and ultimately on wealth creation in destination countries. The objective is to capture how the impact of economic, cultural and institutional factors differ for these sub-groups’ vis-a-vis the broad highly skilled group's mobility.

The paper investigates the country-level drivers of managers' and executives' bilateral migration from 190 countries to 32 Organisation for Economic Co-operation and Development (OECD) countries. It builds a model on four macro-contextual attractiveness factors of destination countries: economic conditions, cultural affinity, institutions and quality of life. The authors use fixed-effects regressions and carry several model specifications comparing the impact of different attractiveness factors on the migration of lower skilled, highly skilled, managers and executives.

The authors find that economic incentives do not motivate managers' or executives' mobility. The quality of life is more significant in driving executives' mobility than economic measures are. Cultural affinity, institutions and quality of life are more important for managers. Ethnic relations are significant for the overall highly skilled sample.

These results have implications for global companies interested in recruiting managers and executives and their recruitment strategies. International businesses attempting to maximize their access to international managers, for instance, can develop recruitment packages that capitalize on the particularities of the quality of life of the potential destination country. Such packages can contribute to streamlining the process and focusing on candidates' needs to increase the likelihood of relocation. The study’s results, in addition, have policy implications in terms of the “branding” of countries whose aim is to attract managers and other highly skilled talent. Officials can build an effective country-branding strategy on the existence of ethnic networks, effective institutions and quality of life to attract a particular segment of the talent pool. For instance, they can develop a strategy to attract executives by focusing on a specific cultural characteristic and elements of the quality of life such as the effectiveness of their country's healthcare and education systems.

The paper also points out to the issues that policymakers must resolve in the absence of an education system that guarantees the talent pool that the economy needs. For those countries that rely on foreign talent (such as Switzerland, Singapore and the USA), it is paramount to promote safety, quality of life and institutional development, in order to guarantee a sufficient inflow of talent.

Most global studies focus on the complete migrant stock or on highly skilled workers in particular. The authors disaggregate the sample further to capture the drivers of managers' and executives' migration. The authors find that latter sub-groups respond to different country-level attractiveness factors compared to the broader highly skilled sample. In doing so, the authors contextualize the study of mobility through a positively global lens and incorporate the impact of some of the factors generally overlooked.

The purpose of this paper is to focus on the current transformation occurring in the global workforce due to changing demands from employees and how they stay engaged in the workplace. Companies realize that appealing to talent with benefits and good pay is no longer enough, and it is time to embrace new tactics to attract and retain personnel.

CEO Brynne Herbert of MOVE Guides, a leading company in relocation management, looks at how companies have leveraged talent mobility to engage employees and the fragmented, manual processes they use that are no longer suitable for global organizations looking to streamline relocation and offer employees a simpler, more powerful approach.

The author explores how companies can use technology, like Software as a Service (SaaS), to take aim at optimizing their talent mobility programs and eradicate their inefficient and time-consuming manual operations. Using survey data, a case study from international bank Société Générale and other findings, Brynne discusses how the financial juggernaut was able to implement a cloud-based SaaS platform that updated their HR, finance and payroll and management.

Leveraging technology to attract and engage talent will be ever important in today and tomorrow’s global landscape. Therefore, the companies that move the fastest – and the most strategically – to get the right talent to the right place at the right time will have the competitive edge.