Authors: Anthony McDonnell, Catriona Hickey, Patrick Gunnigle
Addresses: Centre for Institutional and Organisational Studies, Faculty of Business and Law, University of Newcastle, Callaghan, NSW 2308, Australia. ' Ernst and Young, Harcourt Centre, Harcourt Street, Dublin 2, Ireland. ' Kemmy Business School, University of Limerick, National Technological Park, Limerick, Ireland
Abstract: In recent decades, interest in talent management has continued to grow among practitioners, consultants and academics. Conceptual development and subsequent empirical analysis has been limited and struggled to keep pace with the plethora of management consultancy reports in the area. More recently, global talent management has come to the fore due to the increasing importance and challenges multinational enterprises (MNEs) face in satisfying their talent demands. This paper analyses the operationalisation of the talent identification stage in global talent management. In so doing, we find that the use of talent pool segmentation is becoming a popular means of identifying and managing talent. However, MNEs face a number of challenges in ensuring that it is an effective system.
Keywords: talent identification; global talent management; talent pools; multinational enterprises; MNEs; high potentials; international management.
European Journal of International Management, 2011 Vol.5 No.2, pp.174 - 193
Available online: 03 Mar 2011 *Full-text access for editors Access for subscribers Purchase this article Comment on this article