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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.

In October 2018, the Canadian federal government legalized the use of recreational cannabis with a goal to drastically diminish the black-market and the use of cannabis by minors. The attraction of talent to the new industry has been recognized as important to long-term industry success, but there exists a paradox in talent attraction. Key talent must first be screened by the Royal Canadian Mounted Police. Anyone with serious criminal charges in the past may not be cleared to work in the industry, blocking out experienced cannabis talent. Additionally, some potential talent may not be interested in working the legitimized industry although others may welcome the opportunity to work in it. HR managers have a rare opportunity to be trailblazers by establishing the norms for the industry. Their role should be established in the boardroom, but they will have to demonstrate their value through their ability to build talent in an industry made up largely of SMEs. We use a nested model of macro and micro TM perspectives to analyze the context of this industry. At the macro level we investigate how legalization, government regulation, legitimacy, and reputation affect TM within the micro level context. We suggest how HRM strategies related to attraction, development and retention can impact TM. The integration of the macro and micro level context of TM is paramount to the survival of the new legalized cannabis industry.

Purpose: We generally ascribe hospitality industry talent shortages to organisations competing for dwindling talent rather than their inability to sustain industry talent pools. This chapter suggests that developing sustainable talent management and development (STMD) initiatives can address the talent attraction and retention issues the industry is facing. Following Ostrom’s (2002) design principles, we advocate for sustainable common pool resource networks as a solution for developing durable STMD initiatives to address talent shortages within the hospitality industry.

Methodology: A conceptual chapter synthesising disparate theories in a new context.

Findings: Despite hospitality organisations’ continued investment in talent management, talent shortages remain systematically embedded within the industry. These are the result of a perennial competition among hospitality firms for talent, when, instead, these firms should engage in collective efforts to sustain industry talent pools. The adoption of a more sustainable approach by incorporating Ostrom’s (2002) design principles to establish long-lasting common talent pool resource in the form of industry rather than firm-level talent pools may halt the decline in available talent.

Research Limitation/Implications: While hospitality organisations have a vested interest in sustainably managing talent, limited attention has been paid to creating sustainable industry talent pools. We propose several design principles for developing durable STMD initiatives, which require empirical testing.

Practical/Social Implications: We address talent shortages for hospitality organisations by offering the blueprint for developing sustainable industry talent pools for a collection of firms, which, on their own, would lack the experience and resources to securing a steady supply of talent. In addition, industry talent pools also have the potential to improve the general working conditions for employees in this industry pool.

Originality/Value of Chapter: This chapter addresses hospitality industry talent shortages by proposing the creation of sustainable regional industry talent pools rather than focussing on firm-level talent management practices.

This chapter critically evaluates opportunities and challenges associated with developing diversity and embracing inclusion of cyber security talent in a multinational consultancy firm and offers recommendations on how to optimize inclusion of young talent in this sensitive business area within a multinational company. Drawing on one of the author's experience as a young cyber security professional with a non-technical background, entering the profession through a consultancy graduate development programme, this paper offers a unique perspective on how to enhance cohesion in diversity across linear and non-linear routes into cyber security.

While the scope is limited to cyber security talent in early careers, the competency-based approach means that recommendations around developing diversity and embracing inclusion can be applied to young talent in other business competence areas. Each recommendation can be used as a building block to influence and shape future equality, diversity and inclusion (ED&I) strategy in consultancy.

The flow of human capital into and out of organizations is a crucial aspect of organizational functioning, yet the bulk of the theory and research adopts a US-centric perspective. The purpose of this edited volume is for scholars embedded in contexts around the world to describe the relevance and implications (or lack thereof) of turnover theories in their particular context. We take a broad view of talent, focusing on the departure of human capital in general without necessarily restricting the analysis to those who disproportionately contribute to organizational success, and the authors focus on institutional contexts and culture because of their role in shaping employee norms and behaviors. We partnered with author teams embedded in countries and regions with a focus on capturing variance in contexts across the GLOBE clusters: Anglo (England), Confucian Asian (China; South Korea), Eastern European (Bulgaria), Germanic European (Germany), Latin American (Mexico), Latin European (Spain), Middle Eastern (Turkey), Nordic European (Denmark), Southern Asian (India), and Sub-Saharan African (South Africa). We provided each author team discretion to express their own voice, while also providing a common set of goals across chapters for consistency of contribution: a description of the institutional, legal, and cultural context as it relates to employee mobility, a review of context-specific research literature leading to a description of how the mechanisms and processes in prominent turnover theories may operate differently in a particular context, and implications for research and practice related to talent turnover and retention. Considering the contributions as a set, we identify important themes and overarching recommendations for scholars interested in studying employee retention and turnover around the globe.