The Strategic Side of Global Talent Management - Thematic Literature Review with a Conceptual Reasoning

Degree project

The Strategic side of Global Talent Management - Thematic literature review with a conceptual reasoning

Authors: Sofie Ekelöf & Nathalie Lindberg Supervisor: Marianna Strzelecka Examiner: Mikael Lundgren Term: VT20 Subject: Business Administration with specialization in Leadership and Management 1 Level: Master’s Degree Course: 4FE41E Sofie Ekelöf Nathalie Lindberg 4FE41E

Abstract

Today's organizations face a global talent shortage, where they struggle to find and develop the talents needed to gain a competitive advantage in the global labor market. The war for talent has shifted from a national to a global scale, affecting organizations Human Resource Management strategies. As a result, scholars argue that the implementation of Global Talent Management (GTM) in the organization's business strategy can facilitate the work by gaining a competitive advantage. Due to globalization, organizations face rapidly changing global environments, affecting the strategies of GTM. The specific contribution from this study is to examine the relevance of the internal drivers affecting GTM, identified by Tarique and Schuler in 2010 as regiocentrism, international strategic alliances, and required competencies, for future research and practical implementations. The findings declare that although the framework from 2010 still is relevant in some aspects, globalization has led to new internal drivers being presented in current literature. New aspects as defining a talent philosophy, adopting an alternative employment arrangement and developing an attractive employer branding have been identified as important internal drivers within GTM. These drivers are described and presented in a conceptual model, developed from the framework by Tarique and Schuler (2010).

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Acknowledgments…

We would like to extend a big thank you to all those who supported us during this project and made it possible for us to conduct this result. A special thanks to our supervisor Marianna Strzelecka who contributed with valuable opinions and guided us through this study. We would also like to thank our examiner Mikael Lundgren who provided feedback and valuable constructive criticism during our seminars. At last, we would like to thank our student colleagues and opponents who have taken the time to read and analyze our thesis and contributed with valuable opinions.

Thank you!

Kalmar 2020-05-19

______Nathalie Lindberg Sofie Ekelöf

Sofie Ekelöf Nathalie Lindberg 4FE41E

Summary

Authors: Nathalie Lindberg & Sofie Ekelöf Supervisor: Marianna Strzelecka Examiner: Mikael Lundgren Course: Business Administration with specialization in Leadership and Management Title: The Strategic side of Global Talent Management

Research question: What is the conceptual relevance of Tarique and Schuler’s (2010) framework of GTM in the third decade of the 21st century?

Sub Question: Which aspects of GTM need to be re/conceptualized due to the changing global context of GTM?

Aim: This thesis project aims at investigating the relevance of the internal drivers identified in the GTM framework by Tarique and Schuler (2010). Further, we aim at making a conceptual contribution to the upcoming decade, by advancing Tarique and Schuler’s (2010) foundational framework with newly emerged internal drivers highlighted in current literature as having an effect on GTM.

Methodology: The secondary data have been collected through a thematic literature review, where 38 articles on GTM, published between 2010 and 2020 have been analyzed in order to answer our research questions. Conceptual reasoning takes place since we develop a conceptual model containing the internal drivers identified in the current literature.

Conclusion: We conclude that the framework of Tarique and Schuler (2010) is in some aspects still relevant to the current and upcoming globalized environment. New drivers have emerged, stressing the importance of a differentiated HR-architecture. Further, we conclude that drivers such as talent philosophy, required competencies, alternative employment arrangements and employer branding have an impact on GTM challenges with attracting, developing, and retaining.

Keywords: Global Talent management, Strategic Human Resource Management, Internal drivers, Challenges

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Table of Content

1. Introduction ...... 1 1.1 Background ...... 1 1.2 Problem Discussion and The Research Gap ...... 3 1.3 Research Aim and Questions ...... 5 1.4 Purpose and Added Value ...... 5 1.5 Delimitations ...... 6 1.6 Disposition ...... 6

2. Conceptual Framework ...... 8 2.1 Conceptualizing Global Talent Management ...... 8 2.2 The framework by Tarique and Schuler (2010) ...... 9 2.2.1 Internal Drivers ...... 10 2.2.2 GTM System ...... 12 2.2.3 GTM Effectiveness ...... 13

3. Methodology ...... 16 3.1 Conceptual Paper ...... 16 3.2 Literature Review ...... 16 3.3 Hybrid Approach ...... 16 3.4 Developing a Conceptual Model ...... 17 3.5 The Inquiry Process of Relevant Literature ...... 18 3.5.1 Thematic Literature Review ...... 19 3.6 Selection Criteria ...... 20 3.6.1 Inclusion Criteria ...... 20 3.6.2 Exclusion Criteria ...... 21 3.6.3 Flowchart ...... 21 3.7 Data Analysis...... 22 3.8 Quality Appraisal ...... 23 3.9 Overview of Selected Literature ...... 23

4. Result...... 24 4.1 Attracting Talent ...... 24 4.1.1 Talent Philosophy ...... 25 4.1.2 Identification of Key Positions and Core Employees ...... 26 4.1.3 Developing a Talent Pool ...... 28 4.1.4 Required Competencies in a Talent Pool ...... 29

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4.1.5 Employer Branding ...... 31 4.2 Developing Talent...... 32 4.2.1 Measuring Intangibles ...... 32 4.2.2 Succession Planning ...... 34 4.2.3 Global Mindset ...... 35 4.3 Retaining Talent ...... 36 4.3.1 Challenges with Globalization ...... 37 4.3.2 Commitment, Engagement, and Motivation...... 38 4.3.3 Job Embeddedness ...... 38 4.4 Developing a Differentiated HR-architecture ...... 39 4.4.1 Talent Development Strategies ...... 40 4.4.2 Talent Management as an Integrated Process ...... 41 4.4.3 Alternative Employment Arrangements ...... 42

5. Discussion of Conceptual Model ...... 44 5.1 Internal Drivers ...... 44 5.1.1 Regiocentrism ...... 44 5.1.2 International Strategic Alliances ...... 44 5.1.3 Required Competencies ...... 45 5.2 GTM Systems ...... 45 5.2.1 Attracting Talent ...... 45 5.2.2 Developing Talent ...... 48 5.2.3 Retaining Talent ...... 49 5.2.4 GTM Effectiveness – HR-architecture ...... 50

6. The New GTM Framework ...... 53 6.1 Introducing the Conceptual Model ...... 53 6.2 A Differentiated HR-architecture ...... 54 6.3 Internal Drivers of GTM Challenges ...... 55 6.3.1 Talent Philosophy ...... 55 6.3.2 Required Competencies ...... 55 6.3.3 Alternative Employment Arrangements ...... 56 6.3.4 Employer Branding ...... 56

7. Conclusion ...... 58 7.1 Limitations...... 59 7.2 Future Research and Practical Implications ...... 59 7.3 Author’s Contribution ...... 60

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8. References ...... 61

Appendix A ...... I Appendix B ...... II

Addverbiation GTM – Global Talent Management TM – Talent Management HRM – Human Resource Management HR – Human Resource IHRM – International Human Resource Management SHRM – Strategic Human Resource Management

List of Figures Figure 1. GTM Framework by Tarique and Schuler (2010). Own illustration. 10 Figure 2. Flowchart presenting the inquiry process of relevant literature. Own illustration. 22 Figure 3. Summary of the themes presented in the result. Own illustration. 24 Figure 4. The new GTM framework. Own illustration. 53

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1. Introduction In the introduction chapter, we introduce the selected research area and the reason why Global Talent Management has become a featured area for global organizations active in today's labor market. Further, we present our problem discussion, based on the existing literature, leading to our research questions. Additionally, we present the purpose of the study and explain how this research can contribute to the research field. Lastly, we display the thesis scope, delimitations, and disposition.

1.1 Background Starting in the late 1990s, organizations worldwide faced a threat where the demand for talented employees transcended the supply, resulting in a global talent shortage (Schuler, Jackson & Tarique, 2011; Tarique & Schuler, 2010). Consequently, acquiring talent became a great challenge for businesses. Results from one out of two McKinsey Quarterly global surveys conducted in the years 2006 and 2007 show that leaders consider finding talented people as the single most important managerial task (Guthridge, Komm & Lawson, 2008). The other survey predicts that almost half of the leaders responding expected an increasing competition for talent. Thus, the increasingly global nature of competition for talent is likely to have a major effect on organizations. Talent shortages are considered to be a tangible risk to the growth agenda, which is evidence that the “war for talent”, originally stated by McKinsey & Company, is difficult to win (King, 2015).

Even after three decades, many organizations around the world still experience a talent shortage (ManPowerGroup, 2020). However, the war for talent has shifted from a national to a global scale, affecting organizational strategies (Farndale, Scullion & Sparrow, 2010). Literature on the field reveals that organizations have come to the realization that in order for them to gain and sustain a global competitive advantage, they have to manage their workforces effectively (Tarique & Schuler, 2010). This challenge could be decreased by Talent Management (TM), a concept focusing on promoting from within (Dobrian, 2015). Since the study by Guthridge et al. (2008) reveals the difficulty in finding the right people, the literature field on TM highlights the importance of developing and retaining talent from within the organization (Dobrian, 2015). TM as part of the organizational strategy has emerged within the HR area, as it advocates the strategic action towards attracting, developing, and retaining key employees (King & Vaiman, 2019; Tarique & Schuler, 2010; Scullion, Collings & Caligiuri, 2010). The concept of TM has

Sofie Ekelöf Nathalie Lindberg 4FE41E further evolved into Global Talent Management (GTM). In addition to the activities focused on managing talent as a resource, GTM considers global mobility and international business (King, 2015).

Literature shows that organizations differ in terms of how they define talent (Bolander, Werr & Asplund, 2017). This is because to manage the work with TM effectively, organizations need to tailor the definition of talent to business strategy (King & Vaiman, 2019; Bolander et al., 2017). GTM is expected to have an impact on organizations’ business strategies (King & Vaiman, 2019). The challenges of attracting, developing, and retaining employees in line with organizations' business strategies are related to the context of Strategic Human Resource Management (SHRM) (Han, Kang, Oh, Kehoe & Lepak, 2019). The concept of SHRM, which derives from Human Resource Management (HRM), concerns the link between HRM-practices and the business strategy (Jiang & Messersmith, 2018; Delery & Roumpi, 2017). The difference between HRM and SHRM lies in the way organizations recognize their employees. HRM views employees as an “organizational resource”, whereas SHRM recognizes employees as “strategic resource” (Adil, 2015). As a result, GTM is situated as an activity to achieve successful SHRM, by managing talent as a strategic resource.

The overall aim of SHRM is to develop human capital in connection to the organizational goals (Becker & Huselid, 2006; Delery, 1998). Thus, the focus in SHRM lays in implementing HR- systems facilitating issues related to the business strategy (Becker & Huselid, 2006). The HR- system is therefore strategically developed to create a sustainable competitive advantage that indirectly generates financial advantages. The literature on SHRM shows consistent evidence that high-performance HR-systems have both a statistically and managerially significant positive effect on organizational success (Becker & Huselid, 2006; Combs, Yongmei, Hall & Ketchen, 2006). Tarique and Schuler (2010) use the SHRM literature to argue that GTM should emphasize the management of human capital as vital to attain strategic goals. The literature reveals that a GTM strategy of attracting, developing and retaining key employees, implemented in SHRM, thus, the overall organizational strategy, can create competitive advantages (Scullion et al., 2010; Tarique & Schuler, 2010).

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1.2 Problem Discussion and The Research Gap The rapid changes deriving from the globalization have considerable implications for TM (Claus, 2019). The systems and forces shaping the available talent supply into and out of organizations have become increasingly fluid and complex (King & Vaiman, 2019). Globalization brings a requirement to create new tools and methods to manage human resources (Farndale et al., 2010). Indicating that the drivers affecting GTM activities change continuously. Additionally, globalization has created more educated, increasingly diverse, and mobile workforces (Tarique & Schuler, 2010). As a result, organizations need to upgrade their HR- activities to attract, develop, and retain talented employees on a global scale. Competition for talent will continue to be a significant challenge over time. Tarique and Schuler (2010, p. 123) argue that: “most companies worldwide, regardless of size, are confronting and/or will soon confront many GTM challenges, which if left unmet, will impact their global business strategies, both in the near term and longer term”. A shortage of international talent in many leading firms has shown to have a significant constraint when organizations seek to implement global strategies and seek to operate on a global scale (Farndale et al., 2010).

The literature declares that even though organizations invest considerable resources into human capital, many of them fail to develop a successful GTM strategy (King, 2015; Mellahi & Collings, 2010). Further, Cappelli and Keller (2014) argue that in theory, there is a lack of how strategic jobs, talent, and the interrelation between them are conceptualized. This leads to inconsistency. On the one hand, the globalization context urges organizations to work with their GTM activities to gain competitive advantage, while on the other hand working with GTM principles adds complexity to operations and leads to major challenges (Tarique & Schuler, 2010). Thus, the work with GTM strategies should ensure that key strategic employees are attracted, retained, and deployed to best fulfill the organization's strategic priorities (Scullion et al., 2010). The issue of conceptualizing talent and strategic jobs has an impact on how effectively organizations can manage the interrelation with SHRM and GTM (Cappelli & Keller, 2014). A paradox occurs due to the evident connection between GTM and SHRM. How organizations conceptualize and manage their talent and key positioning to gain competitive advantages depend on how they conceptualize strategic jobs, and vice versa. According to Farndale et al. (2010), this becomes more problematic in international contexts, since global organizations demand an increasingly high skill level among employees, and are becoming more specific about the qualities desirable in employees. Thus, the type of talent required in organizations is becoming even more specific. 3

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Collings, Mellahi, and Cascio (2019) argue that a strategic focus when establishing a GTM approach towards human capital increases the ability to cope with the rapidly changing business contexts due to globalization. The use of GTM activities can create flexibility and should enable reflection of an organization’s capacity to integrate and reconfigure internal resources (Collings et al, 2019). That said, it is not only important to investigate the drivers leading to challenges with GTM, but study them in regard to the organizational HR strategy (i.e. SHRM), making this partly an internal issue. Despite the literatures increasing attention for talent, research on GTM lacks a clear conceptualization, making GTM a key management issue (Collings et al., 2019; Anlesinya, Dartey-Baah & Amponsah-Taiwah, 2019).

In an attempt to contribute to the GTM theory, we build an argument departing from the framework on GTM, put forth by Tarique and Schuler (2010). Tarique and Schuler (2010) identified and conceptualized challenges within the field of GTM before the year of 2010. The scholars systematized knowledge about GTM by creating a framework of endogenous and exogenous drivers leading to challenges with attracting, developing, and retaining talents. Exogenous (ie. external) drivers were identified as globalization, demographics, and demand- supply gap, while endogenous (ie. internal) drivers were identified as regiocentrism, international strategic alliances, and required competencies (Tarique & Schuler, 2010). The reason why we choose to base our thesis on the framework by Tarique and Schuler (2010) is because the authors are distinguished and highly regarded in the research field of GTM. Their GTM framework is well established and often used by other scholars within the same research field. We consider their framework to be a solid contribution to the field and the conceptualization of GTM. However, many scholars continue to argue that the research on GTM still lacks a clear conceptualization of the phenomenon and theoretical development (Collings et al., 2019; Anlesinya et al., 2019). Since globalization creates rapid changes, there is a need to continuously develop GTM drivers (Claus, 2019). Hence, we are going to investigate how the internal factors affecting the GTM challenges have changed during the last decade by other scholars. We decided to merely contribute to the endogenous drivers of the framework by Tarique and Schuler (2010) as we argue that the internal drivers and SHRM are related to each other. Thus, we focus on internal drivers such as regiocentrism, international strategic alliances, and required competencies, to investigate how global changes over the past decade have influenced the way scholars conceptualize internal drivers of GTM challenges.

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1.3 Research Aim and Questions This thesis project aims to make a conceptual contribution by investigating the relevance of Tarique and Schuler’s (2010) foundational framework, and advance it based on the findings from published research on GTM between the years of 2010 to 2020. Reviewing literature from the last decade provides us with secondary data published after the conceptual model by Tarique and Schuler (2010) was proposed. This implies that the relevance of our result will be intended for future researchers and practitioners studying or implementing GTM activities. Because we use a thematic approach when collecting data, but later propose a conceptual framework for the field of GTM, this study should be regarded to be a hybrid approach between a conceptual paper and a thematic literature review. By investigating whether the internal drivers affecting GTM challenges discussed in the framework by Tarique and Schuler (2010), e.g. regiocentrism, international strategic alliances and required competencies, are conceptualized in current literature, it can be established how global changes over the past decade influence the way scholars conceptualizes the internal drivers within GTM.

Given the study aim, we ask:

Research Question: What is the conceptual relevance of Tarique and Schuler’s (2010) framework of GTM for the third decade of the 21st century?

Along with our main research question, we formulated a sub-question to support answering our main research question. As the conceptualization of internal GTM drivers will be explored, we want to enhance our research by presenting a conceptualized model to logically synthesize our findings. Thus, we ask:

Sub-Question: Which aspects of internal GTM drivers need to be re/conceptualized due to the changing global context of GTM?

1.4 Purpose and Added Value Since the framework by Tarique and Schuler is published in the year of 2010, we argue that new drivers of GTM challenges may have arisen. Globalization creates a complex and rapidly changing environment (Claus, 2019; King & Vaiman, 2019), which may affect the work with 5

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GTM strategies. Giving us reason to update the conceptualization of GTM in order to enhance the existing literature of internal drivers affecting GTM activities as attracting, developing, and retaining talent. The main contribution to scientific research will be presented in a conceptual model with an updated framework of internal drivers affecting the challenges with GTM activities. In the rapidly changing global environment, it is vital that organizations maintain a sustainable competitive advantage (Anastasiu, Gavris & Maier, 2020). Our findings implicate a theoretical contribution where the conceptualization of the topic highlights internal drivers as having an impact on organizational performance, related to GTM and the organizations' talents. The literature declares that a differentiated HR-architecture, a well-established employer branding, required competencies, defined talent philosophy, and alternative employer arrangements are vital aspects of GTM. Finally, we hope that our contribution adds value to future practitioners, by providing insights and clarity for HR professionals working with GTM strategies. However, as we do not empirically test our findings, further implications would be to examine if our conceptual model is relevant in real-life-settings.

1.5 Delimitations The delimitation of the study is that we do not collect empirical data to answer the research questions. Instead, we chose a thematic literature review as our method to gather secondary data on GTM. Due to the fact that the concept at hand has been investigated greatly in previous empirical research, we argue that the review guiding this study can contribute to a better understanding of the contemporary internal drivers affecting GTM. Further, since we aim at synthesizing and enhancing the framework presented by Tarique and Schuler (2010), we argue that a literature review is more relevant than focusing on a specific empirical study segment.

1.6 Disposition To clarify the arrangement and design of this master thesis, a compilation of each chapter is presented below.

In chapter one, an introduction of the topic is presented, drawing on existing literature on GTM. The urge to continuously update GTM tools and activities due to globalization leads to our research issue, from which we present our research questions and the purpose of conducting the study. Further, we describe our contribution to the research field and present the delimitations of the study.

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In chapter two, we present several conceptualizations on GTM to create a deeper understanding of the concept. Further, we describe the existing framework by Tarique and Schuler (2010) from which we are basing our study. Their identified internal drivers, deriving from elements such as regiocentrism, international strategic alliances, and required competencies, will be introduced.

Chapter three include our methodological choices, where the approaches for conducting the study will be described. We describe our conceptual reasoning and present a step-by-step guideline on how relevant literature was identified using a thematic literature review.

Through our thematic literature review, we found relevant articles for our research topic from which the fourth, fifth, and sixth chapters will draw on. In chapter four, we present our findings and reveal how the analyzed articles conceptualize internal factors affecting GTM. Further, in chapter five, we discuss our findings and how globalization may have affected the conceptualization of internal drivers in current literature. In chapter six, we present the internal drivers in a conceptual model and argue for why these drivers should be included in our GTM framework.

In the final chapter, conclusions, we discuss our findings in order to respond to our research questions and the purpose of the study. Finally, we acknowledge our limitations and implications for further research within the area of GTM.

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2. Conceptual Framework In the following chapter, we start by providing the reader with different conceptualizations of how literature defines the concept of Global Talent Management. This to create an overall understanding of the concept and to display scholars' different perspectives on the phenomenon. Further, we provide an overview of the framework by Tarique and Schuler (2010), presenting their identified core internal drivers, such as regiocentrism, international strategic alliances, and required competencies. affecting the work with attracting, developing, and retaining talent.

2.1 Conceptualizing Global Talent Management The concept of Global Talent Management (GTM) as a theoretical insight has arisen from the literature on Talent Management (TM) (King, 2015). To create an understanding of the theoretical phenomenon, a few descriptions of how the literature defines the concept will be presented below. This since the activity of managing talent means different things to different people, with researchers varying evidently in their understandings and definitions (Crowley- Henry, O´Connor & Al Ariss, 2018; Tarique & Schuler, 2010).

GTM as a concept deals with management topics existing in TM (King, 2015). However, the phenomena of GTM, as opposed to TM, also deals with global mobility, international business, Strategic Human Resource Management (SHRM), and literature on organizational behavior. The strategic management of human capital creates a direct relation to SHRM, as it facilitates the attainment of strategic goals (Tarique & Schuler, 2010). Through GTM, the human resources in an organization are managed as a strategic resource, and the HR functions, practices, and activities such as to attract, develop, and retain become vital. The area of identifying and differentiating the workforce in a talent-segment, and how to manage the human capital strategically are vital parts of GTM (King, 2015). When taken this into consideration, individuals with a high level of competency, motivation, and personality (i.e, human capital) is desired. The human capital of those individuals is supposed to be consistent with the business strategy of the organization functioning in a highly competitive and global environment (Tarique & Schuler, 2010).

A similar view of GTM as a strategic activity is described by Farndale et al. (2010), where GTM is defined as a proactive strategy of identifying, developing, and retaining high-value

Sofie Ekelöf Nathalie Lindberg 4FE41E employees on an international level. The scholars describe the issue of GTM as related to the advancement from local to global levels, highlighting that the competition between employers became more generic during that shift. Global organizations are therefore in need to strategically deploy the employees within the organization (Farndale, et al., 2010).

Collings and Isichei (2018) on the other hand describe that the central idea of GTM starts with identifying core positions, identified by the business strategy. These strategic positions should contribute to sustaining a competitive advantage. Whereas other scholars present that the first step has less focus on key positions, and more on identifying the talented employees which can enhance the strategic positioning on the global market (King, 2015; Tarique & Schuler, 2010; Farndale et al., 2010). Highlighting what organizations can do to develop individuals' competencies, knowledge, and skills, which in turn enhances the organizational performance. In our understanding, the scholars have different approaches to the implementation of GTM, where Collings and Isichei (2018) express that it starts with the organizational strategy. While the other scholars, King, (2015), Tarique & Schuler (2010), and Farndale et al. (2010) express that the strategy of GTM starts with individuals’ knowledge and potential.

Further, Collings and Isichei (2018) present that GTM includes the work of creating a talent pool to provide the organization with high potential candidates. Additionally, and similarly to the description by Tarique and Schuler (2010), GTM is presented to involve the alignments with HR functions and departments. Collings and Isichei (2018) narrow this work, presenting it as an activity fill core positions with the best available employee, ensuring their continued commitment to the organization. Thus, facilitating the retention of talents.

The conceptualizations by King (2015), Tarique and Schuler (2010), Collings and Isichei (2018) and Farndale et al. (2010), present similarities in regard to GTM as related to organizational strategy, and all scholars express that employees should be seen as strategic resources. King (2015) and Tarique and Schuler (2010) further relates GTM to SHRM as they explicitly use the concept of SHRM to conceptualize GTM as a strategic activity.

2.2 The framework by Tarique and Schuler (2010) Tarique and Schuler (2010) argue that the challenges of attracting, developing, and retaining talent are connected to both International Human Resource Management (IHRM) and Strategic

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Human Resource Management (SHRM). Other scholars agree that the competitive advantages deriving by relating GTM to IHRM activities, also can be achieved by SHRM activities (Becker & Huselid, 2006; Combs et al., 2006; Lepak & Snell, 2002; Delery, 1998). The two concepts include similar activities. The main difference is that the IHRM, as opposed to SHRM, includes the stakeholders' perspectives in the activities of attracting, developing, and retaining talent to a greater extent. IHRM, thus, indicates broader issues and concerns than SHRM, due to its involvement of external interests (Tarique & Schuler, 2010). Since we merely will identify internal factors regarding GTM, we will focus on SHRM, instead of IHRM, as a concept in relation to GTM. In this chapter, we will present the internal factors identified by Tarique and Schuler (2010). These are identified as regiocentrism, international strategic alliances, and required competencies. Further, the activities in a GTM system of attracting, developing, and retaining talent will be described. As mentioned in the introduction, we will exclude the external factors of globalization, demographics, and demand-supply gap, identified by Tarique and Schuler (2010).

2.2.1 Internal Drivers The findings by Tarique and Schuler (2010) suggest three major internal drivers affecting the GTM systems. Tarique and Schuler (2010) define these drivers as; regiocentrism, international strategic alliances, and required competencies. The model presented below is based on the framework by Tarique and Schuler (2010). However, the original model created by the authors additionally involves external drivers. These drivers are removed from this model since our aim is to merely investigate whether the internal drivers are still relevant in current GTM and SHRM literature.

Fig. 1 - GTM Framework by Tarique and Schuler (2010).

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Regiocentrism refers to the state where organizations strategically focus on specific geographic regions, from which they customize and market their strategic activities in order to fulfill the need of that particular region (Tarique and Schuler, 2010). Thus, the organizations' operational strategies are formulated on the basis of that specific region, rather than on the basis of individual countries. A challenge derives, where organizations need to consider a regional workforce, thus, possessing an appropriate regional talent strategy. The findings indicate it is easier to retain talent in certain industries than in others (Tarique & Schuler, 2010).

International Strategic Alliances include the challenge of attracting and retaining top talents during a merger or acquisition process (Tarique & Schuler, 2010). This process is often aimed at filling highly ranked positions, such as CEOs and vice presidents. Such a challenge has, by some organizations, been handled by attracting and hiring employees from a competitor, in order to gain the talents defined by competing organizations. Further, the findings suggest that there is a positive relationship between a successful retention process and employee performance (Tarique & Schuler, 2010).

The third driver, Required competencies, includes general business competencies, cross- cultural competencies, and knowledge workers (Tarique & Schuler, 2010). General business competencies include skills and abilities required for most managerial jobs, such as communication skills, ability to interact with demanding customers, the ability to use sophisticated technology and motivation to perform under change, as well as to adapt during adjustments. The cross-cultural competencies include stable competencies, such as personality and characteristics and abilities that are consistent over time, for example, how individuals feel, think, and behave. Cross-cultural competencies also include dynamic competencies, such as knowledge and skills about cultural differences. These competencies are not consistent over time and can be acquired through learning and international travels. Lastly, knowledge workers, including the people who have special skills developed through extensive education and training, as well as being capable of having a significant impact on the organization's success (Tarique and Schuler, 2010).

Further, the framework by Tarique and Schuler (2010) suggests three major sets of HRM activities; attracting talent (recruitment and selection), retaining talent (performance management and compensation activities), and developing talent (training and career development). These major activities are viewed as the core of a GTM system. Further, the

Sofie Ekelöf Nathalie Lindberg 4FE41E authors argue that adopting a strategic perspective allows the examination of how these activities fit together (Tarique & Schuler, 2010).

2.2.2 GTM System Attracting Talent Attracting talent includes three major strategies, (1) developing HR reputation, (2) attracting employees with an interest in international work, and (3) recruiting vis-a-vis positions (i.e talent pool strategy) (Tarique & Schuler, 2010).

HR reputation refers to the shared evaluation of the organizations' HR philosophies, practices, and policies, and has become a significantly increasing aspect of building organizational capability (Tarique & Schuler, 2010). It can refer to the identification and examination of factors at an organizational (e.g size), and individual (e.g. personality) level, influencing potential applicant’s attraction to the organization. More specifically, the work involves how organizations develop a compelling recruitment brand for attracting talent from diverse populations (Tarique & Schuler, 2010). Attracting employees with an interest in international work has been defined as a possible strategy for global organizations (Tarique & Schuler, 2010). As a response, global organizations need to understand factors affecting the attractiveness to international work, such as self-efficacy, family attachment, and marital status. The last activity, the use of a talent pool, refers to the activity of recruiting the very best people (Tarique & Schuler, 2010). These people will be associated with the talent pool, and will in a later stage, be selected for a position. Rather than the organizations trying to hire external specific employees for specific positions. This means that organizations need to be very selective when hiring, to only gain the very best people into their talent pool.

Developing Talent The work of developing talent is vital in GTM, as Tarique and Schuler (2010) reveal that the organizations shown to be outstanding in managing talent, make leadership development part of their culture and actively involve leaders in the process. Tarique and Schuler (2010), describe the development of talent within the context of GTM are often referred to as the development of executives with global leadership responsibilities. The work of developing talent can involve the identification of required competencies and the creation of a model to help develop the competencies needed to work effectively in a global environment. The general assumption, that

Sofie Ekelöf Nathalie Lindberg 4FE41E everyone benefits equally from development activities are being challenged, as Tarique and Schuler (2010) argue that organizations should focus on identifying the employees with the necessary characteristics, and provide development activities to those specific employees being identified. Thus, Tarique and Schuler (2010) argue that organizations need to evaluate who will benefit most from different sorts of development activities, rather than believing the development process will benefit all. Additionally, it is declared that development activities may only be effective if the employees are predisposed to success to begin with.

Retaining Talent There are two major policies when implementing the work of retaining talent, the first is to reduce repatriate turnover and the second to increase employee engagement (Tarique & Schuler, 2010). Globalization has expanded the assignments of employees, as global positions are more integrated into the career of individuals, making it a tool for organizations when attracting, developing, and retaining talent. However, repatriate turnover is a contingent issue facing global organizations. Tarique and Schuler (2010) argue that certain factors have an impact on the employees' tendency to stay within the organization. Tarique and Schuler (2010) highlight the importance of facilitating the return of employees who have had a global mission for the company. Facilitating the return makes the employees less likely to leave the organization, due to the perceived justice and satisfaction of treatment received from the repatriation process performed by the organization. Research on employee engagement has shown increased levels of engagement in global organizations which encourage retention of employees (i.e the organization's high-valued talent), leading to improved organizational performance (Tarique & Schuler, 2010).

2.2.3 GTM Effectiveness Handling the GTM systems of attracting, developing, and retaining talent in a successful way by using the right HRM activities, can create GTM effectiveness. The framework by Tarique and Schuler (2010) declares that framing the topic of effectiveness regards utilizing and integrating appropriate HRM practices and policies that enhance overall performance. Such practices and policies are based on several criteria, both long term and short term oriented. The authors present the three criteria; improve HRs impact, competitive advantage, and talent positioning.

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Improve HR’s Impact Three specific challenges are studied in the field of improving HRs impact; the need for alignment, developing talent management metrics, and building talent management scorecards (Tarique & Schuler, 2010). In regard to alignment, the article reveals that HR professionals spend a great deal of time on formulating and managing traditional HR activities, for example, activities such as recruiting, training, and performance appraisals. However, the professionals often fail in systematically linking these activities to the overall strategies and directions. It is shown that HR departments often underperform in organizations where the focus and capabilities are not tightly aligned with the critical business priorities and strategies. When analyzing talent metrics, a few common mistakes, often encountered by managers, are discussed (Tarique & Schuler, 2010). These mistakes are often related to identifying, monitoring, and implementing important talent metrics that are right for the specific organization. Talent metrics can include, for example, talent brand mapping, strategic readiness of individual talent, employee satisfaction, work motivation, employee-recruit gap analysis, and employee commitment. Tarique and Schuler (2010) declare that a few studies have attempted to develop a talent-based scorecard focusing on becoming the employer of choice, by sustaining employee commitment and developing a culture that includes high performance.

Competitive Advantage In regard to competitive advantage, Tarique and Schuler (2010) reveal that challenges within GTM in complex and global organizations are extensive, and the drivers for such challenges significant and complicated. However, complex organizations have the opportunity to gain and sustain, a global competitive advantage if creating HRM activities to meet such challenges. This since the findings reveal that organizations that can manage to create activities to successfully meet the challenges can gain a real source of competitive advantage. The process is difficult, however, if succeeding in this topic, the activities will be hard to copy by competitors. Tarique and Schuler (2010) urge the need for activities that can create this advantage over time, thus, sustain it in the future.

Organizations should start by formulating HRM activities to develop the appropriate talent. If successful with this first step, Tarique and Schuler (2010) argue that it will facilitate the development of more appropriate HRM activities, as they are likely to come more naturally. Additionally, developing HRM activities can, in turn, result in stronger management and HR leadership, which in turn can be even more enhanced by programs and operations which are

Sofie Ekelöf Nathalie Lindberg 4FE41E specifically designed to develop and train HR managers and overall leaders (Tarique & Schuler, 2010).

Talent Positioning Tarique and Schuler (2010) display a third result from successfully handling the challenges of GTM. This derives from having the right talent at the right place, at the right time and with the competencies and motivation needed, at all levels of the organization. Tarique and Schuler (2010) conceptualize this as talent positioning. Highlighting the importance of succeeding with the development of a “bench strength” (e.g, a number of employees and competence ready to fill vacant positions). Bench strength should be developed in all current and future positions and locations, both unanticipated and anticipated. This would lead to the result that the organization would have the needed supply of employees both at the right place and at the right time. Further, it ensures loyalty, aiding retention.

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3. Methodology The following chapter introduces the research method and explicitly explains how we have collected and categorized relevant literature using a thematic literature review as a method, in order to enhance the model by Tarique and Schuler (2010). We argue for our hybrid approach, using both conceptual reasoning together with our literature review, in order to answer the research question and meet the purpose of the study.

3.1 Conceptual Paper Our study aims at investigating the relevance of the framework by Tarique and Schuler (2010), and to present how current literature conceptualizes Global Talent Management (GTM). Conceptual papers seek to bridge existing theories in interesting and new ways, provide multilevel insights, and broaden the scope of our thinking (Gilson & Goldberg, 2015). Further, a conceptual paper usually focuses on developing logical and complete arguments for interrelationships between concepts, rather than testing them empirically. Our study is conceptual in the sense that we treat scholarly articles as secondary data that deals with theoretical concepts and presents empirical findings. We use those articles to identify changes in the literature related to the conceptualization of GTM that emerged after the year of 2010. This to provide more conceptual depth to the existing theory and to examine the current conceptualization of GTM, through a theoretical perspective.

3.2 Literature Review A literature review is made when examining previous or current published materials (Grant & Booth, 2009). There are certain characteristics in common when conducting a literature review, in general terms it can be explained as it “[...] involves some process for identifying materials for potential inclusion— whether or not requiring a formal literature search—for selecting included materials, for synthesizing them in textual, tabular or graphical form and for making some analysis of their contribution or value.” (Grant & Booth, 2009, p. 97). Using this approach can contribute to an inquiry of identifying and enhancing previous conceptualizations, avoiding duplicates, and finding research gaps.

3.3 Hybrid Approach As it comes to the methodological approach of this study, we deliberated which methodology and research approach should be conducted to address our research problem. Since we aim at

Sofie Ekelöf Nathalie Lindberg 4FE41E enhancing and developing an already existing framework, we concluded that it is an exploratory study. Exploratory research questions are especially useful when trying to clarify the understanding of a phenomenon or problem (Saunders, Lewis & Thornhill, 2016; Creswell, 2007). Further, exploratory research often commences with a broad focus of a topic but becomes narrower during the research progress (Saunders et al., 2016).

In addition, a merger of a literature review and a conceptual paper was reasonable to adopt in order to find relevant sources regarding the topic and to answer our research question. Thus, this thesis consists of a hybrid approach where we conduct the methodology of a thematic literature review to collect data. Further, to synthesis our findings, conceptual reasoning takes part in the study as we want to develop the framework by Tarique and Schuler (2010) based on relevant articles published during the last decade and synthesize newly emerged internal drivers of GTM.

3.4 Developing a Conceptual Model As a result of our research, we seek to update the framework by Tarique and Schuler (2010) by presenting a logical and integrated conceptual model containing the same components as their framework from 2010. However, the internal factors affecting these drivers may have changed due to the rapid changes in the global context, giving us reason to investigate articles published after 2010. This to examine whether Tarique and Schulers’ model from 2010 is still relevant. According to Gilson and Goldberg (2015), a conceptual model can provide the reader with a simple and clear description of the author’s view of how the factors are related. The conceptual model of this project aims at facilitating future research within GTM by identifying current internal drivers within the field and logically organizing them.

Given that we are developing the theoretical framework proposed by Tarique and Schuler in 2010, the principle of theory-building can be considered to ensure a solid basis for our thesis and further research. Imenda (2014, p. 186) describe the theory as “a set of interrelated propositions, concepts and definitions that present a systematic point of view of specifying relationships between variables with a view to predicting and explaining phenomena”, cited by Fox and Bayat (2007, p. 29). Theory-building refers to the process or cycle by which such propositions and concepts are generated, tested, and refined (Gioia & Pitre, 1990). Since the aim of a conceptual model is to synthesis how the concepts are interrelated, it could provide the basis for subsequent theory-building. Whetten (1989) suggests four building blocks within a theory; constructs, propositions, logic, and boundary conditions/assumptions to explain the

Sofie Ekelöf Nathalie Lindberg 4FE41E questions on what, how, why, who, when, and where. According to Bhattacherjee (2012), constructs capture the “what” of theories, for example, what concepts are essential for explaining a phenomenon. Propositions capture the “how”, explaining how these concepts are related, while logic presents the “why”, (i.e, why the concepts are related). Lastly, conditions/assumptions explain the “who, when and where”, meaning it examines under what circumstances these concepts and relationships will work.

Due to our conceptual reasoning approach, the theory principles mentioned above involve our understanding of the related concepts and answer the questions of “who” and “what” in relation to our research problem. Further, conceptual reasoning needs to consider the questions about “how” and “why” the chosen concepts are related (Gilson & Goldberg, 2015). Based on the framework by Tarique and Schuler (2010) and through our literature review, we conclude how other scholars whose work is published during the years 2010-2020, consider how and why the interrelation between GTM and Strategic Human Resource Management (SHRM) is challenging. Our aim with conducting a logical model is to provide both a clear understanding of the concepts and to enhance the framework of Tarique and Schuler (2010) with internal challenges that have grown in literature over the past decade. We argue that this can lead to the creation of a solid base useful for future research, explicitly, for research conducting an empirical study, where the model can be tested in a real-life context.

3.5 The Inquiry Process of Relevant Literature A challenge we faced in our literature review was to find and use the right articles to be able to build a logical and transparent model. Gilson and Goldberg (2015, p.128) argue that “a good conceptual piece starts with an overview of the domain and the state of the science; what do we know, where have we come from, and what are the areas yet to be examined”. In a conceptual paper, the review is not the single focus, however, the review section needs to be tightly focused toward the concepts at hand. In our case, the focus is on narratives and keywords used in the article by Tarique and Schuler (2010) when describing and explaining internal drivers within GTM.

The process of examining the literature and the logic used to form models need to be transparent and replicable (Saunders et al., 2016). Additionally, the inquiry process of how and why we collect certain literature needs to be clear to be able to evaluate the validity of the conceptual model. According to Saunders et al. (2016), this process includes distinctly explaining how the

Sofie Ekelöf Nathalie Lindberg 4FE41E data is being collected and categorized to make the study replicable to others. The process of how we collected our data is further explained under the paragraphs Thematic Literature Review.

3.5.1 Thematic Literature Review We started by gaining an overview of the concept of GTM and found several interesting sources, for example, the work of; King (2015); Mellahi and Collings (2010); Collings et al. (2019); Farndale et al. (2010) and Tarique and Schuler (2010). After a more critical examination of the literature, we found that GTM often was related to an organization's strategy. Thus, we read articles regarding the field of SHRM, GTM, and the interrelation between them and concluded that organizations often fail with handling their talents effectively. While the reason for such failures was still relatively unknown (Mellahi & Collings, 2010), constituting an underdeveloped area within the academic field of the study. This finding led us to further examine the area in this direction. We identified the article by Tarique and Schuler (2010) as relevant for our interest and chose to have their framework as the basis for our thesis.

A review of existing literature in a field is often done by using keywords when searching for articles in online databases (Bhattacherjee, 2012). In order to gain transparency and replicability of this research project, we conducted a table, (see Appendix A) where our search process including databases, keywords, article type, is clearly stated. Our approach to identify and collect the relevant literature for our study was to use databases of scientific journals and articles. We chose the databases; SCOPUS, Science Direct, and EBSCO to find relevant literature since these databases often are used for papers within the field of organizational research.

In the first search, the search criteria used were published in the English language, peer- reviewed, the publication year 2010-2020, and ‘Article’ type (see Appendix A). To gain an overview of the topic via online databases, our first search for articles included the keywords: “Global Talent Management” OR “Talent Management” OR Human Resource Management”. The second search set included the keyword “Strategic Human Resource Management” and the third “Challenges”. These keywords were used as they were commonly expressed in the article by Tarique and Schuler (2010), from which we based our thesis. Even though Tarique and Schuler (2010) express GTM systems as related to International Human Resource Management (IHRM), they also use SHRM as a concept related to GTM. The difference is that IHRM focuses

Sofie Ekelöf Nathalie Lindberg 4FE41E on both internal and external drivers for GTM, while SHRM mainly focuses on internal drivers. The reason why we opted for SHRM as a keyword, rather than IHRM, was that we wanted to collect articles mainly focusing on internal factors affecting GTM.

A fourth search was conducted where the previous three search sets were combined, from which the total sample generated from the three databases were 282 articles. In the sample of 282 articles, duplicates were searched for and removed. We read the abstract to make sure the aim was relevant for our research and the keywords not used in a different context. After the duplicates and articles not relevant for our study were removed, the sample generated was 136 articles. The next step was to read the introduction and conclusion of these articles to identify if these articles had some discussion regarding internal drivers and challenges related to GTM. The final sample chosen to analyze further consisted of 38 articles (see Appendix B).

3.6 Selection Criteria In order to select relevant articles for our study, selection criteria are used as all papers appearing from our search in the databases are not suitable for answering the research question of this study. Inclusion and exclusion criteria are therefore used to make sure the identified papers are relevant and can contribute to our research. According to Randolph (2009), a review of articles includes the determination of criteria for inclusion and exclusion. Meaning that early in the process it needs to be determined which articles will be included and which will be excluded in the review. The criteria are influenced by the review’s focus, goals, and coverage of the research. Defining and following inclusion criteria guide researchers in the right direction without deviations, while exclusion criteria confirm the removal of unnecessary articles in a valid way (Randolph, 2009).

3.6.1 Inclusion Criteria The criteria listed below are chosen since articles providing insights about internal drivers with GTM, relating this to SHRM, are needed to answer our research question. In order to analyze the articles, we had to include the criteria of full online access and English language. Further, as this study is not new to the Talent Management field, and we want to enhance the framework by Tarique and Schuler, conducted in the year of 2010, the research papers need to be selected from the years "2010 to 2020". The papers who appeared from our search in the databases and fulfill the following factors are included in this paper:

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· Articles providing information about internal factors with GTM, related to the activities of attracting, developing and retaining employees · Papers that relate GTM to organizations’ strategy or work with SHRM · The articles to which we could gain full-text access · Articles published in the English language · Articles published between the years of 2010-2020

3.6.2 Exclusion Criteria When identifying the inclusion criteria needed to conduct this study, the exclusion criteria derived naturally. These criteria are used to remove unnecessary articles, not relevant for our study, in a valid way. The papers which appeared in the search string and did not fulfill the inclusion criteria are excluded from the study. Thus:

· The papers which did not contribute to the research question of this study · Articles published in another language than English · Articles published before the year of 2010 · Papers we could not gain full access to online · Duplicates and repeated papers related to this study

3.6.3 Flowchart The flowchart presents our process of finding the relevant articles for our study. The same keywords; Global Talent Management, Talent Management, Human Resource Management, Challenges were used for all database searches.

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Fig. 2 - Flowchart presenting the inquiry process of relevant literature

3.7 Data Analysis Data analysis includes the identification of similarities, differences, formations, and patterns (Bell & Waters, 2016). The 38 articles chosen for further analysis (see Appendix B) were read thoroughly and summarized in order to find key narratives relevant to our research question. The different articles were continuously discussed in order to identify new themes emerging in current GTM literature. The newly emerged themes were summarized in order to get a clear

Sofie Ekelöf Nathalie Lindberg 4FE41E overview. The themes and conceptualizations often occurring in the literature were then analyzed in relation to the framework by Tarique and Schuler (2010) to find similarities or differences regarding internal GTM drivers. The similarities and differences were additionally discussed since some of the internal drivers stated in the framework by Tarique and Schuler (2010) was reoccurring in the current literature. Further, both the reoccurring and newly emerged internal drivers were conceptualized in a conceptual model, presented in chapter 6, The New GTM Framework.

3.8 Quality Appraisal As we want to ensure the validity of our study and display high credibility towards the reader of the thesis, we want to display the reasons leading us to include the chosen literature of our thesis. We chose to use a thematic method for acquiring data, in order to be transparent about the process. We argue that this creates the high credibility and validity of our study. We critically assessed the reviewed literature, making sure they were valid, relevant for the research field, and fitting for our research problem. Each study was summarised according to authors and year of publication. One criterion when choosing articles for further analysis was that they needed to address drivers affecting challenges regarding the topic of GTM and strategy. Thus, the articles focusing on simply explaining the concepts of GTM, TM, or SHRM, were not included for further analysis.

3.9 Overview of Selected Literature The articles mentioned in Appendix B are the basis for our result and the building of our conceptual model, representing the newly emerged internal drivers conceptualized in current GTM literature. The sources reflected themes consistently emerging in the analysis as prominent in regard to internal drivers affecting challenges when working with GTM in relation to organizational strategy.

See Table 1 in Appendix B.

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4. Result This chapter presents our results found from the literature review. The articles chosen to be analyzed will be used to enhance the existing literature and build upon the integrative framework by Tarique and Schuler (2010). This thesis will merely analyze the identified internal drivers affecting Global Talent Management (GTM) systems, e.g attracting, developing, and retaining talent, and attempt to identify newly emerged challenges within these systems in relation to Strategic Human Resource Management (SHRM).

Fig. 3 - Summary of the themes presented in the result

The sub-paragraphs under each theme, attracting talent, developing talent, retaining talent, and a differentiated HR architecture, will be presented in the wording most used in the analyzed articles. This to present how the internal drivers affecting Global Talent Management (GTM) are being conceptualized in current literature. If and how these concepts are presented in the framework by Tarique and Schuler (2010) will be presented continuously.

4.1 Attracting Talent Anastasiu et al. (2020) and Vural, Vardalier, and Ayker (2012) define attracting talent as one of the most difficult challenges among organizations. This since the activity of attracting the right people has vital importance to the organizations' performance. The study by King and Vaiman (2019) reveals that the work with both attracting and managing talent is on some level determined by the organizations' talent philosophy. The work will differ, depending on if an organization has an exclusive or inclusive view on talent. 24

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4.1.1 Talent Philosophy Tarique and Schuler (2010) mention that further research is needed on the field of inclusiveness regarding talents, to investigate how the definitions impact the work with GTM. However, talent definition as an internal driver is not included in their framework from 2010. Several scholars discuss the issue of talent definitions in regard to GTM (King & Vaiman, 2019; Bolander et al., 2017; Swailes, Downs & Orr, 2014; Cappelli & Keller, 2014; Thunnissen, Boselie & Fruytier, 2013; Mellahi & Collings, 2010). Implying that talent definition is a driver affecting the internal strategic work with GTM.

According to a literature review by Thunnissen et al. (2013), organizations need to consider the dimensions they are working in, before deciding on how to define their talent philosophy. There are two dimensions; one is used for dividing talent and one for differentiating the workforce. The first dimension regarding defining the talent has a subject or object perspective on talent. The subject approach views talent as people and the object approach links talent to characteristics of people, namely abilities, knowledge, and/or competencies (Thunnissen et al., 2013). The other dimension, which is discussed more often by scholars, is used when differentiating talent in the workforce, using the terms of exclusive and inclusive philosophy (King & Vaiman, 2019; Bolander et al., 2017; Cappelli & Keller, 2014; Thunnissen et al., 2013). Within the exclusive philosophy, there is a specific definition regarding which employees are seen as a talent. In this perspective, the employees who possess specific characteristics, skills, and knowledge that the organization has defined as valuable, are managed as a strategic resource. In the inclusive view on talent, the full workforce is considered to be the organization's “talent” (Bolander et al., 2017; Thunnissen et al., 2013). A study by Mellahi and Collings (2010) argues that organizations often fail to achieve a sufficient talent definition. For such a philosophy to be successful and contribute to the organizations’ work with GTM, the organization needs to be able to define the skills and characteristics needed for an employee to be seen as a talent.

The result by Festing, Schäfer, and Scullion (2013) indicates that small- and medium-sized businesses often prefer a more inclusive approach when managing talent, where most employees are targeted as talents. In contrast, larger, multinational enterprises favor a more exclusive, elitist approach to talent (Festing et al., 2013). Swailes et al. (2014, p. 531-532) agree,

Sofie Ekelöf Nathalie Lindberg 4FE41E have specified the view on talent definitions, implying that everyone cannot be seen as a talent in an organization, at least not in large and established organizations:

“[...] talented employees can only exist in relation to others in the workforce, then, in large organizations, the vast majority of employees cannot be talented, by definition.”

The scholars highlight the need for large, global, and complex organizations to work with an exclusive view of talent (Swailes et al., 2014). Mainly focusing on a few key employees that are viewed as talents. However, it is argued, that if smaller businesses were to recruit only the best out of a group of candidates that has the right ability, the business could state that they have an inclusive view on talent, since, in relation to all other employees, that specific recruited workforce is truly viewed as the talents (Swailes et al., 2014).

If organizations were to adopt the inclusive approach to talent, it would suggest that all employees can develop their full potential on work-related abilities (Swailes et al., 2014). Nevertheless, the inclusive approach creates a challenge for organizations, since they would have to find jobs that fit all the employees' talents. If compared to the exclusive, more strategic approach to talent, organizations find employees that have the ability to develop the organization towards its fullest potential (Swailes et al., 2014). Turning these two philosophies against each other, and comparing them from the perspective of ethics, another challenge derives from the exclusive approach. Literature reveals that the ethics regarding how to manage the elitist talents, and the neglected employees become an issue (Swailes, 2013). The identification of the high-performing employees whose contribution to the organizations is above standard, or finding the employees with the potential to become high-performing, must be fair in order to fit into the organization's ethical standard.

4.1.2 Identification of Key Positions and Core Employees Tarique and Schuler (2010) state in their framework that talent metrics are a vital part of GTM, which HR-managers often fail in implementing. In talent metrics, Tarique and Schuler (2010) discuss that factors such as talent brand mapping, strategic readiness of individual talent, employee satisfaction, work motivation, employee-recruit gap analysis, and employee commitment are used in order to improve HRs’ impact. However, from our analysis of current literature, we have not identified any scholars that correlate these factors to the wording of talent metrics. However, the work with talent brand mapping and an employee-recruitment gap is 26

Sofie Ekelöf Nathalie Lindberg 4FE41E similar to two themes identified in the literature; Identification of key positions and Identifying core employees (King & Vaiman, 2019; Garcia-Carbonell, Martin-Alcazar & Sánches-Gardey, 2015). All factors in what Tarique and Schuler (2010) gathered in talent metrics are no longer related to each other, for example, employee commitment, work motivation, and employee satisfaction are mentioned in current literature when talking about retention.

Garcia-Carbonell et al. (2015) describe the identification of strategic jobs or critical human resources as the first step of a talent management process. It is considered to be one of the most relevant challenges to address within modern HRM. This since the phase of identifying critical human resources plays an essential role in the HR process as it connects HRM decisions to the organization's strategic analysis. The complexity is described to be challenging since it can mislead managers who might fail to understand from where talents reside within the organization, and from where managers can find the talent required to implement and achieve the goals of their business strategies (Garcia-Carbonell et al., 2015). King and Vaiman (2019) express a similar view on the work of identifying important positions as vital since it holds the key to the organization's competitive advantage over time. In relation to the organizations' work with Strategic Human Resource Management (SHRM), this activity is a sort of workforce differentiation. King and Vaiman (2019, p.196) describe that:

“[...] this is an established form of workforce differentiation and is applied in practice through the identification of relative potential of employees to contribute to the competitive performance and advantage of the firm in future.”

Identifying which employees should be viewed as core employees can be done by identifying the strategic value and uniqueness of the employees (Garcia-Carbonell et al., 2015). Identifying the strategic value deriving from core employees can be done by assessing three criteria. First, the employee’s contributions to cost reductions. Second, their improvement of customer satisfaction and third, assessing quality. Additionally, core employees possess specific human capital characteristics that are viewed to be difficult to replace due to their singularity of competence and fit to the organizational structure. Hence, the uniqueness of the employees can be assessed in two aspects. First, to what degree the employees are irreplaceable, and second, to what extent their competence and ability cannot be duplicated by others. Garcia-Carbonell, et al. (2015) conclude that the employees who show high levels of both strategic value and uniqueness can be identified as strategic human capital, hence, core employees.

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According to Garcia-Carbonell et al. (2015), top management is often in charge of defining core employees since the management unit is responsible for managing strategic human capital. Leading to a challenge since there is a possibility that top management base these strategic decisions on their own beliefs and values (Garcia-Carbonell et al., 2015). Additionally, a literature review by Sharmila and Gopalakrishnan (2014) shows another challenge where managers in organizations do not have a shared understanding of talent. As a result, the quality of the leadership makes the management of talent neither effective nor successful. Further, King (2015) argues that leadership approaches need to be related to HR since the leaders have the possibility of maintaining the relationship with the employees.

4.1.3 Developing a Talent Pool Tarique and Schuler (2010) refer to the use of a talent pool as a vital part when attracting talent. The authors refer to this activity as recruiting the very best people, which in turn will be associated with the talent pool and later selected for a position. Implying that organizations need to be very selective when recruiting employees, in order to gain the very best talents into their talent pool (Tarique & Schuler, 2010). Several studies within GTM conducted during the last decade discuss the work of developing a talent pool (Anastasiu et al., 2020; Banks, Woznyj, Wesslen, Frear, Berka, Heggestad & Gordon, 2019; King & Vaiman, 2019; Hecklau, Galeitzke, Flachs & Kohl, 2016; Vural et al., 2012). The work of managing talent is concerned with the systematic identification, development, and management of one or more talent pools (King & Vaiman, 2019). Such pools should include high performing employees who have a high potential of being appointed, either now or in the future, to work in positions identified as key positions for the organization. Thus, by reviewing the literature, we have found that the challenge in developing a talent pool and to recruit the very best talents, still is a vital internal driver in GTM literature.

A study by Garavan, Carbery and Rock (2012) highlights that it is a talent pool is necessary to develop a clear statement of what is needed when developing talent and use that clarification as to the foundation when developing pathways and strategic HR-systems that support the identification, assessment, and development of talent. Further, a study by Hui-Han Gio and Haworth (2019) implies that to be able to enhance HR-effectiveness and employees' perception of SHRM-practices and goals, organizations must improve their communication and transparency among organizational levels.

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4.1.4 Required Competencies in a Talent Pool One part of the challenge with managing talent is due to the perspective that competitive advantages derived from the employees' competencies (Anastasiu et al., 2020). Tarique and Schuler (2010) display required competencies as an internal driver affecting the work of attracting, developing, and retaining talent. Tarique and Schuler (2010) divide required competencies into three sections, including business competencies (e.g abilities for communication, perform under change), cross-cultural competencies (e.g. personality and knowledge about cultural differences) and knowledge workers (i.e skills developed through education and training, significant impact on organizational success). Several studies in current GTM literature highlight the element of required competencies (Anastasiu et al., 2020; Banks et al., 2019; Hecklau et al., 2016; Kong & Zhang, 2012), revealing that this factor still is an internal driver for challenges within GTM. However, the definitions of competencies seem to vary, and more focused is pointed towards the uniqueness of the competencies. It is acknowledged that talent pipelines have become narrower, due to organizations requiring more specific competencies (Banks et al., 2019; Whysall, Owtram & Brittain, 2019). Further, the changing environment has created a difficulty regarding internal development practices as it requires an organization to rapidly create possibilities for the development of relevant skills and competencies. To cite Whysall et al. (2019, p. 125):

“A combination of inadequate supply and insufficient internal development has resulted in many [...] firms operating with critical holes or “pinch points” in their talent pipelines, whilst also losing talent due to an inability to fulfil expectations of accelerated career development.”

The empirical study by Whysall et al. (2019) agrees with the statement that organizations' talent pipelines have become narrower. However, the authors argue that there is a gap between desired competencies and a lack of developed skills. Deriving from the rapidly changing environment and inability to sufficiently develop internal practices that help employees to enhance their skills. This creates a challenge in keeping the pipeline thriving and vigorous. Whether this issue has changed during the last decade is unclear, as it is not stated in the framework by Tarique and Schuler (2010).

The study by Anastasiu et al. (2020) present that to gain strategic advantage, the competencies of the employees needs to be rare, inimitable, and non-substitutable. The empirical findings by Banks et al. (2019) highlight that, due to the demand for high-valued characteristics and core competencies employees must possess, it becomes difficult finding talent. Since the core

Sofie Ekelöf Nathalie Lindberg 4FE41E competencies employees possess are specific to each organization, it becomes difficult for competitors to replicate such competencies. This creates a talent shortage, due to the specific competencies organizations develop and desire, in order to gain competitive advantage. Implying that the talent pool becomes more narrow in specific skills, thus, creating a talent gap. As a result, attracting talent becomes a great challenge when the desired skills are not what the employee possesses, making it harder to find qualified applicants (Banks et al., 2019). Tarique and Schuler (2010) mention International Strategic Alliances as a concept where organizations hire employees from competitors to gain their talents and to handle the competency gap. Current literature is not discussing this topic as an International Strategic Alliances. Instead, scholars discuss the issue of talent gaps emerging from narrow talent pools (Banks et al., 2019; Whysall et al., 2019).

In regard to competencies, the findings by Hecklau et al. (2016) reveal four main categories to classify required competencies. (1), Technical competencies, which comprise all work-related skills and knowledge. (2), Methodological competencies which include abilities and skills for decision making and general problem-solving. (3), Social competencies, comprising all abilities, skills, and attitudes related to cooperation and communication with others. (4), personal competencies, including individuals’ social attitudes, values, and motivations. The results by Kong and Zhang (2012) present knowledge as the most important competence for talents. Kong and Zhang (2012, p. 641) puts forward the work with promoting knowledgeable talents performance through;

“[...] implementing incentive measures to stimulate work motivation, offering learning and training opportunities to improve productive capacity, authorizing fully to offer organizational support, and creating cooperative and shared organizational climate.”

The study examines knowledgeable talents in relation to employee commitment and performance (Kong & Zhang, 2012). Declaring that knowledge workers occupy approximately 20 percent of the total staff number, however, they create around 80 percent of the value. Thus, the performance of such talents is vital for the development of the modern organization. Further, the study reveals that personal factors such as work motivation and productive capacity, as well as the organizational factors climate and support, have an impact on the performance by knowledgeable talents (Kong & Zhang, 2012). Emphasizing the importance of working with these factors as the main concern for organizations in order to create value.

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4.1.5 Employer Branding According to an empirical study conducted by Shah (2011), attracting talent becomes even more important as the shortage of talent pools becomes greater worldwide. From our analysis, we have found that Tarique and Schuler’s (2010) conceptualization of HR reputations has changed, although the factor seems to remain relevant in GTM literature. Their framing of HR-reputation is, in current literature, explained as the concept of employer branding. Although, the concepts of HR reputation and employer branding seem to include similar activities and aim. As explained by Tarique and Schuler (2010), HR reputations refer to the development of a compelling recruitment brand for attracting talent.

The study by Shah (2011) shows that employer branding contributes to the long-term strategy of both attracting and retaining talent. Employer branding can help create loyalty, pride, self- actualization, and commitment among the employees. Both can create a positive external view of the organizations' attractiveness, as well as job embeddedness, facilitating retention (Shah, 2011). The difference between the concept seems to regard the retention of talent, as Tarique and Schuler (2010) only link HR reputation to attracting talent. Whilst employer branding is related to both attracting and retaining talent (Shah, 2011).

Martin, Gollan & Grigg (2011, p. 3618) have studied employer branding during the last decade and have concluded employer branding as:

“[...] a generalised recognition for being known among key stakeholders for providing a high-quality employment experience, and a distinctive organizational identity which employees value, engage with and feel confident and happy to promote to others”.

The theoretical paper by Martin et al. (2011) declares that employer branding can be used as a competitive advantage as it contains a strategic value. Employer branding helps differentiate organizations from competitors while remaining legitimate by being active in the labor market and provide high-quality service and products. Retaining a stable global reputation has become one of the most important long-term activities. The activity needs to be long-term due to the high financial resources this work requires. Organizations aiming at sustaining competitive advantage on the global markets need to prioritize these costs, in order to attract talent (Martin et al., 2011).

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Shah (2011) agrees with the importance of employer branding, but focus on the revenues of the activity. Revealing that employer branding can create overall external positivism among future work candidates, by making the organization an attractive employer. Seen from a long-term strategic perspective, organizations using employer branding initiatives as a way of retaining and attracting future employees can achieve financial success. Shah’s (2011) theoretical overview points out that employer branding can help facilitate both the work of attracting and retaining talent in organizations, in relation to the organization's business strategy, making the concept an important part of both GTM and SHRM.

4.2 Developing Talent Attracting the most talented employees is not enough to gain a competitive advantage (Vural et al., 2012). The talents need to be developed in order to retain and maintain their skills and competencies in order to keep adding value to the organizations. A study by Chintalapati (2013) declares that one of the key challenges in managing human resources is to ensure that the employees' competencies and skills continue to be relevant to the business. From the perspective of developing talent, Tarique, and Schuler’s (2010) activities and statements of developing the right talent is still relevant in GTM literature. The perspective on developing talent and the importance of identifying talent characteristics is a process of making sure that their competencies and skills are continued to benefit the organization is consistent (Glaister, Karacay, Demirbag and Tatoglu, 2018; Vural et al., 2012).

The empirical findings disclosed in a study by Glaister et al. (2018) reveal that TM practices, focusing on social capital building practices are positively related to firm performance. Further, the study display that SHRM and business strategy alignment moderates the relationship between TM practices and firm performance in such a way that the higher level of SHRM alignment, the more positive effect it has on TM practices in relation to firm performance (Glaister et al., 2018).

4.2.1 Measuring Intangibles Even though the basics of Tarique and Shuler’s (2010) statement of developing talent is consistent, we have noticed a development in the area based on literature published after 2010. Tarique and Schuler (2010), presents that organizations need to identify employees with necessary competencies and focus on developing those specific employees. Implying that organizations should not focus on developing the whole workforce, but develop the employee who can bring the most value to the organization. Current literature, as the study by Vural et al.

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(2012), acknowledges that managers should prioritize learning and development both from the perspective of individuals and from work dimensions. Similarly as stated by Tarique and Schuler (2010), the development opportunities should be individualized and assessed according to the employee’s potential and contribution to the organization's results and values (Vural et al., 2012). Individualizing such development opportunities demand that the organization assess the employee’s effective performances and competencies. Making it possible to obtain successful results by differentiating high performing talents and create reward and recognition systems (Vural et al., 2012). Thus, the concept is still relevant in the current literature. However, the literature defines this activity as measuring intangibles (King, 2015; Fulmer & Ployhart, 2014; De Vos & Dries, 2013; Vural et al., 2012; Martin et al., 2011).

Measuring intangibles and human capital have started to become increasingly operationalized (Fulmer & Ployhart, 2014). However, the study by Fulmer and Ployhart (2014) reveal that there still are issues in getting these measurements of the human capital resources converted into direct financial valuations, thus, being able to compare them to other financial valuables. According to Fulmer and Ployhart (2014), certain HR-systems have an impact on firm performances, although, the HR-systems' effect of the firm performance is relatively short-term. Additionally, King (2015) argues that this is where the concept of SHRM has an impact on GTM and gets involved in this issue. The concept of SHRM can provide the organization with a strategically long-term perspective on HR-activities. King (2015, p. 283) explain:

“Outcomes can be measured at both individual and organisational levels to measure overall GTM effectiveness or locate ineffective activity or problematic outcomes.”

Organizations that operationalizes the measurement of intangibles, include the work of managers to collectively rate the employee's work performances and further also rate the individual knowledge, skills, and abilities (King, 2015). A quantification of performances puts a direct financial value to the organization and can facilitate the examination of the contribution and outcomes of an organization’s performance. Fulmer and Ployhart (2014) argue that one critical part of implementing measurements is the HR-systems ability to operationalize measurements down to the bottom-line-oriented managers. Another challenge argued by Fulmer and Ployhart (2014), is that organizations fail to estimate the financial value in individual positions and different work tasks, due to uncertainties and rapid changes in the external environment.

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A study by Martin et al. (2011) discloses that when measuring human capital, adopting a resource-based theory can be advantageous, due to the approach to human capital as a resource and a primary source of profitability. The resource-based view states that a strategic resource needs to be consistently valuable, rare, incapable of easy imitation, and facilitated by sufficient resources and opportunity to exploit the strategic resource in question in order to be valuable. Martin et al. (2011) present that these assumptions on the value of strategic resources guide some of the new prescriptions of SHRM and exclusive versions of TM.

However, in comparison, the article by De Vos and Dries (2013) argues that it is not enough to only adopt the resource-based view when managing talent. The reason is that employees are unpredictable and may act irrationally in comparison to other resources not seen as intangibles. Thus, the resource-based view needs to be complemented by other views on human capital, (e.g. a behavioral theory perspective, human capital theory). The empirical findings by De Vos and Dries (2013) reveal that organizations with high-valued and high-uniqueness in the workforce are more focused on individual outcome and accountability. This focus provides more opportunities for intra-organizational mobility and formalized career management practices than organizations with low-value and low-uniqueness workforce. Additionally, the authors declare that organizations with low-value, low-uniqueness in the workforce are mostly concerned with organizational outcomes, rather than individual outcome, and less concerned with intra-organizational mobility. Further, such organizations proved to offer fewer career management practices (De Vos & Dries, 2013).

4.2.2 Succession Planning In the framework of Tarique and Schuler (2010), they do not explicitly talk about succession planning as a tool to develop employees. However, a connection between succession planning and their statement that organizations can create a model to facilitate the development of competencies needed when achieving efficient work in global environments can be drawn. This since the literature after the year of 2010 has enhanced the connection of succession planning to developmental activities for key employees (Pandey & Sharma, 2014; Preece Iles & Jones, 2013).

Succession planning regards the work of systematically ensuring that the employees are competent enough to develop, in order to later on replacing them into strategic roles in the organizational hierarchy (Pandey & Sharma, 2014). The purpose of succession planning is to strengthen talent through the development of high potential employees. The study by Pandey

Sofie Ekelöf Nathalie Lindberg 4FE41E and Sharma (2014) disclose that the work with developing employees on a talent level has a direct impact on the result and growth of an organization. Further, the study by Preece et al. (2013) reveals that succession planning has a strong relation to the development and management of a talent pool. In order to create efficient succession planning, the talent pool needs to be filled with high potential individuals that get the opportunity to develop their strategic thinking, skills, and network. Making sure the employees are ready to advance when needed (Preece et al., 2013).

The findings by Chintalapati (2013) highlight the importance of ensuring that competitiveness is not negatively impacted by their business decisions. To manage this, the HR managers need to ensure optimum availability of qualified and motivated employees for various business functions and doing so prior to competing organizations. Further, the HR department has to customize their strategic solutions, making them suitable for the specific firm and help with the development of HR and retention of competitiveness. This requires organizations to focus on recruitment plans, compensation plans, and cultural issues (Chintalapati, 2013).

4.2.3 Global Mindset Surveys conducted by Vural et al. (2012) reveals that organizations have difficulties with finding, developing, and retaining talents who are willing, or able, to work within different geographies or cultures. However, the literature discloses that global organizations need to attract, develop and retain talent who possess a global mindset and thus, can lead international operations and implement growth strategies (Meyer & Xin, 2018; Vural et al., 2012). Emphasizing the importance of finding and retaining people with an international mindset. Meyer and Xin (2018, p. 1828) explain:

“A global mindset cannot be developed through domestic education and work experience, but grows with hands-on experience in a variety of different cultural environments.”

Meyer and Xin (2018) describe that the challenge not only is related to specialized global skills but to a global mindset, enabling managers to appreciate the universal aspects in each location. To compare this statement with Tarique and Schuler’s statement from 2010, the requirements of what international mindset contains have become more demanding. Tarique and Schuler (2010) explain the international mindset as employees' willingness to accept global assignments. However, Meyer and Xin (2018) argue that employees not only need to be willing

Sofie Ekelöf Nathalie Lindberg 4FE41E to work abroad, but have the experience of working abroad before the assignment, as well as have the potential to develop during that assignment.

The empirical findings by Preece et al. (2013) highlight one issue that can occur if not working proactively and continuously with succession planning. The issue at hand is when an occupancy occurs, and there is no employee within the organization ready to fill that position. Preece et al. (2013) explain this in relation to senior- and junior managers. Highlighting that the reason for the gap between junior- and senior managers derive back to junior managers and supervisors focusing on following or implementing regulations, instead of developing them into the advancement of a middle manager role. The junior managers' competencies, strategic acting, and network were not developed enough, preventing them from becoming promoted. The network has a major impact on the employees' abilities to handle promotion, especially with a global organization due to the issue of language (Preece et al., 2013). If employees with the potential to become promoted into a position with greater value, does not have the ability to network with the organizations' different regional departments, a challenge occurs. There will be difficulties with communication since the different parties will not be able to understand each other. This implies that the HR-architecture and the HR systems within the organization should improve communication opportunities regardless of the country, region or department employees are positioned in (Preece et al., 2013).

4.3 Retaining Talent From our overview of literature published since 2010, we identified similarities from Tarique and Schuler’s framework (2010) in regard to the activity of retaining talent. Current literature agrees with Tarique and Schuler (2010) and discusses the importance of employee commitment in order to retain talent. The literature presents that when employees stay in an organization, it brings economic value, since the knowledge the employees possess remains within the organization (Jiang & Messersmith, 2018; Vural et al., 2012). A study by Vural et al. (2012) declares that organizations need to be able to retain their talented employees in order to maximize their organizational performances. Employees possess resources in terms of valuable knowledge, which are owned by the employees themselves (Jiang & Messersmith, 2018). Thus, in contrast to other types of resources, valuable knowledge is transferred to other organizations if the employees choose to leave the organization. It is therefore vital that the organization uses HRM systems to prevent the loss of human capital investments to other organizations, for

Sofie Ekelöf Nathalie Lindberg 4FE41E example by enhancing employee motivation through retention activities (Jiang & Messersmith, 2018).

The findings by Vural et al. (2012) highlights a similar view, presenting the challenge of retaining talent as not related to the search for, or the management of talent, but to provide a commitment for retention from a strategic point. From such a strategic point, it is vital that the performance is sustainable, high, and permanent, demanding employee commitment (Vural et al., 2012). A third study, conducted by Al Adresi and Darun (2017a) corresponds with this statement. Their implication for managers is that through the strategic characteristics, the commitment of employees can be enhanced. The same study implies that trust and commitment of employees increase when attention is given to factors such as benefits and compensation, employee motivation, and evaluation of employee satisfaction in the organization (Al Adresi & Darun, 2017a).

4.3.1 Challenges with Globalization An empirical study by Suseno and Pinnington (2017) reveals that the global mobility has created major financial challenges in retaining employees. Their findings implicate that organizations cannot compete with salary, specific in-depth knowledge, or variation in job assignments when well-established organizations worldwide are ready to compete. Similarly, Joniaková and Blštáková (2015, p. 209) examine retention of talent in relation to diversity management and reveal that organizations need to handle two fundamental challenges:

“On the one hand, to formulate strategies for competing in the labor markets changed conditions, on the other development of employees’ potential to further competitive performance at a high level and practices to stabilization in the long-term”.

The findings by Joniaková and Blštáková (2015) reveal that as a response to the challenges of the changed conditions and global mobility, employees should be treated with high individualization, both in the recruitment-, and development phase. Implicating that organizations could adopt principles from an HRM-approach that focuses on career phases of individual employees. Thus, establishing the desired balance between working life and personal life, supporting employee commitment and work performance. Further, the findings disclose that such approach will support the building of a successful employer brand (Joniaková & Blštáková, 2015).

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4.3.2 Commitment, Engagement, and Motivation When working with activities to enhance the retention of employees, King (2015) argues the importance of a retention framework used together with HR. The model provided by King (2015) enables organizations to define, distribute, and allocate authority for leaders working with GTM. Managers' leadership approaches needs to be in relation to HR, due to their impact on maintaining the relationship with employees. On the other hand, this could enhance the issue of managers having a self-indulgent approach in their own unit, rather than a holistic view of the organization (Thunnissen et al., 2013). The managers' unilateral focus on their own unit can make job rotation and challenging assignments rare in the organization, which otherwise is seen as a tool to manage commitment, engagement, and motivation of employees.

The empirical findings by Sahai and Srivastava (2012) reveal that collaborative goal-setting systems and performance appraisal systems can be used to retain talent. However, this requires that the system is truly integrated into all functions. For employees to be motivated by such systems, their efforts need to be linked to performance and rewards. It will encourage employees to undertake training and development initiatives to advance their career path. Further, the study discloses that formalized career paths and career graphs discussed early in employee’s careers can facilitate onboarding, retention, and growth of talent (Sahai & Srivastava, 2012).

4.3.3 Job Embeddedness The current literature has merged employee commitment, as Tarique and Schuler (2010) mentioned in their framework, with several other factors, such as job characteristics, career development, and supervisor support, as factors contributing to retainment (Shibiti, 2019). Shibiti’s empirical study from 2019 shows that retention factors, such as job characteristics, career development, training and development, and supervisor support, significantly have a positive impact on employees' ability to stay in an organization, as it increases their level of job embeddedness. Shibiti (2019, p. 3) describes:

“[...] an employee who is highly embedded has many closely linked relationships in the workplace.”

The study also showed that if employees feel satisfied with the organizations' career developmental activities, (e.g recruiting internally for high positions and job expansion and enrichment) the employees perceive a greater motivation to establish their role in the

Sofie Ekelöf Nathalie Lindberg 4FE41E organization (Shibiti, 2019). An increment of a connection to the organization occurs, making employees stay longer in the organization. High job embeddedness equals closely linked relationships in the organizations, which should contribute to the facilitation of keeping talent within the organization.

Similarly, Chintalapati (2013) highlights factors as monetary compensation, respect in the organization, career growth prospects, flexibility in HR policies, and the quality of the supervisors as factors affecting retention. Similarly, the findings in Al Adresi and Darun’s (2017b) article shows that teamwork and good cooperative skills among managers and employees increases the trustworthiness and minimizes problems and conflicts. Thus increasing the possibility of employees feeling satisfied and choose to stay within the organization.

4.4 Developing a Differentiated HR-architecture Tarique and Schuler (2010) define that the improvement of HR’s impact, competitive advantage, and talent positioning is vital for GTMs’ effectiveness. HR-activities such as recruitment and performance appraisals need to be systematically linked to the overall strategies and priorities. Tarique and Schuler (2010) state that organizations need to start with formulating HR-activities in order to develop the right talent. If successful in this step, more HR-activities will follow naturally, creating a competitive advantage. Such work will result in stronger management and HR leadership (Tarique & Schuler, 2010). The literature has developed this statement over the last decade, providing several implications that advantages can be achieved if organizations develop a differentiated HR-architecture.

Due to its strategic value, developing a differentiated HR-architecture includes all the three main GTM activities of attracting, developing, and retaining talent. As explained by King and Vaiman (2019, p. 194).

“Management of talent as a strategic resource is coordinated through strategic human resource management decisions and practices as a differentiated activity with an associated differentiated HRM architecture.”

Garcia-Carbonell et al. (2015), agrees and explain that formulating the HR work can be defined as a strategic process. The work of formulating HR processes includes that top management develops different HR phases, starting with generic strategic stages (i.e environmental scanning and strategic issue interpretation) and ending with HRM-specific activities (i.e definition of strategic HRM orientation, HRM communication, and critical human resources identification).

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The authors describe the latter as a three-stage process, starting with defining the human capital required to cope with the organization's strategic needs. It includes defining an “ideal” set of competencies and skills needed to implement the organizational strategy being desired. The next stage includes the assessment of available human capital, estimating both the actual and potential contributions of the employees and their uniqueness of skills. Lastly, it requires an analysis of how competences and skills are distributed individually within the organization, as well as how the organizational structure and policies influence how employees deploy these skills (Garcia-Carbonell, et al., 2015). As a means, such SHRM activities relate to both attracting, developing, and retaining talent. From the current literature, we identified three themes in the concept of HR architecture; Talent Development Strategies, Talent Management as an Integrated Process, and Modified Employment Arrangements.

4.4.1 Talent Development Strategies Garavan et al. (2012) also mention an approach as Talent Development Strategies which is a key factor to high-performance work practices, where it is essential to have a broader organizational alignment than only strategic integrations and top management commitment. Thus, it is also important to understand the impact these processes and outcomes have on organizational culture and relevant organizational players. A connection to Tarique and Schuler’s (2010) framework is made when they discuss the importance of positioning talents and the organizations ‘bench strength’, managing it with balance.

This talent development architecture is at a highly individual level and it is up to each organization to adapt the choices in relation to their organization's strategy (Garavan et al., 2012). Steffensen Jr., Ellen III, Wang, and Ferris (2019) expands this view from a theoretical contribution, where they encourage scholars to consider the strategic role of middle-managers when developing framework regardings this topic. An article by Moeller, Maley, Harvey, and Kiessling (2016) states that middle-managers should be given more involvement in the recruitment processes when acquisitioning to the headquarter of the organization, especially middle managers in global organizations. If the SHRM practices are centrally determined, disadvantages may occur due to the neglect of the middle manager's knowledge about the employee arisen from their developed relationship. The review by Steffensen Jr. et al. (2019) shows that considering the roles of managers when deciding SHRM practices, developing the SHRM-content and implementing the SHRM activities, will have a critical impact on the successfulness of the implementation.

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4.4.2 Talent Management as an Integrated Process Tarique and Schuler (2010) argue that organizations need to align GTM with the HR functions, in order for GTM to be effective. This is relevant in current literature, as several scholars describe the importance of aligning GTM in all functions of an organization (Vural et al., 2012; King, 2015). The empirical study by Vural et al. (2012) reveals that organizations tend to integrate GTM as a sub-process in performance, education, and recruitment processes, running the processes independently. The study declares that GTM tools are used in some of the processes, while not used in others, showing that the benefits of GTM are overlooked. If the GTM tools are not used concurrently, it reveals that GTM as a concept is not used efficiently by a strategic viewpoint. GTM as an integrated process will be more successful when providing data to all functions rather than being processed as a sub-process. If GTM tools are distributed under functions, their meaning might decrease or be lost when being transferred to other functions. Vural et al. (2012) exemplify and argue that this might lead to a challenge, where important abilities of an employee being found in the recruitment process, might be lost during other activities, such as career planning for that same employee. Integrating the work with GTM for all functions by gathering data and converting the data into meaningful information (e.g competence maps and performance appraisal) leads to the concept of GTM being used as a linear improvement tool.

A study by Claus (2019) reveals “the new conversation” around GTM in literature, where the focus is evolving within societal interventions, shared responsibility, and coordination at various levels-employees, employers, and broader society. Which is likely to be one of the biggest challenges facing organizations working with GTM. The empirical findings by Claus (2019, p. 207) suggest that the rapid changes in technology, demographics, and globalization disrupt the traditional view on GTM, where the activities mainly focus on supporting employers.

“Organizations will be unable to reinvent their existing talent management practices in a sustainable way unless they broaden the talent management conversation.”

A new focus has arisen, where organizations must move beyond the “one program fits all” mentality (Claus, 2019). Instead, it needs to be a talent architecture allowing customized programs to specific employee segments. The new architecture is about creating an employee experience using HR solutions, cross-sectioning the talent requirements of the organization,

Sofie Ekelöf Nathalie Lindberg 4FE41E and the need and expectations of the employees. For many talented workers, HR work tends to be perceived as moving in the direction of the employer. As a counteraction to these perceptions, progressive HR organizations are starting to reinvent their GTM strategy, trying to make a difference in the lives of both the employers and the employees (Claus, 2019). The theoretical result by Thunnissen et al. (2013) shows a similar view. The authors argue that literature regarding TM mostly uses a one-dimensional approach where scholars only take one goal into the equation, which is the performance and achievements of the organization. According to the literature review by Thunnissen et al. (2013), there are several more goals to take into consideration when talking about managing talents, such as employee well-being and societal well-being.

4.4.3 Alternative Employment Arrangements Tarique and Schuler (2010) declare that for GTM systems to be effective, organizations need to integrate their HR work with talent positioning. Ensuring the right employee at the right place and at the right time, with the right competency and motivation. Current literature discusses a similar concern. However, globalization has created a need for a more flexible way of employment in order to compete successfully in a global context (Collings & Isichei, 2018; Ayers, Miller, Park, Schwartz & Antcliff, 2016). The current literature has therefore moved, from a traditional way of positioning talent, towards the alternative way of employing talents, such as by attracting contractors and freelancers.

In a study by Collings and Isichei (2018), the scholars highlight that recent literature on the field reveals a more flexible and alternative way of employment arrangements, for example in the form of contingent workforces. Due to the uncertain environment, organizations tend to look at such alternative staffing arrangements since a flexible workforce is seen as a prerequisite for competing on a global scale successfully. Drawing on contractors will create access to highly competent and capable talent, which is otherwise not available in the local labor market. Additionally, key competencies required for a specific project may not be available within the organization. Thus, organizations can attract such talent through relationships with contractors. Organizations can benefit from this perspective since it provides agility in responding to project requirements without having the time constraint of the recruitment process (Collings & Isichei, 2018).

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A similar view on alternative employment arrangements is presented in a study by Ayers et al., 2016), referring to the “Hollywood Model” in TM. Suggesting a new organizational structure made up of small-scale networks consisting of specialists coming together on a temporary basis to work on a specific project. Resources are brought onto the team only when needed, and later on, dispersed onto another project as their resources are no longer needed for that specific project. Due to organizations moving from relying on internal resources onto relying on external networks, most employees will no longer be employed by one single organization over a long period of time. Instead, the workers will function as freelancers, helping to shape a network that no single participant control by seeking out interesting projects. Ayers et al. (2016) declare that this phenomenon provides both organizations and workers with flexibility. External workers brought in for a project have often been exposed to a variety of environments, meaning that they may be able to generate new ideas and insights, due to lack of internal indoctrination. However, it would require a completely renewed form of SHRM that needs to be aligned with the GTM activities (Ayers et al., 2016).

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5. Discussion of Conceptual Model In this chapter, we discuss our findings in relation to the internal drivers presented by Tarique and Schuler in 2010. First, we present their identified internal drivers, i.e. regiocentrism, international strategic alliances, and required competencies, and discuss whether these drivers are presented in current literature. To contribute to the academic field, we will present and discuss the new internal drivers identified, drawing on GTM literature from 2010 to 2020.

5.1 Internal Drivers 5.1.1 Regiocentrism In our understanding, and based on our analysis of the literature, the concept of regiocentrism is not viewed as a continuing internal driver discussed in relation to Global Talent Management (GTM), business strategy, and Strategic Human Resource Management (SHRM). None of the articles found through our thematic literature review discussed the topic of regiocentrism to any greater extent. That said, it does not mean that challenges with regiocentrism are absent. The challenge of customizing the organization’s work with GTM to different regional and global markets may still be relevant. Nevertheless, regiocentrism as a specific regional talent strategy has not been presented in the collected literature.

5.1.2 International Strategic Alliances Tarique and Schuler (2010) state in their framework that International Strategic Alliances is a major internal driver of GTM challenges. The challenge is highlighted as the increased competitiveness in an acquisition process. As a result, organizations have issues with retaining talent (Tarique & Schuler, 2010). From our literature review of published articles between 2010-2020, we can see that this challenge has become an even greater issue due to several transformed areas. The literature present that globalization has created an even more competitive environment between international organizations, creating a demand for specific competencies that correlates with organizations' key positions and strategic jobs (Banks et al., 2019; Whysall et al., 2019). The specific competencies and strategic jobs are seen as necessary in order to gain competitive advantage and remain on the global market (Garcia-Carbonell et al., 2015). This creates complexity, as explained by Farndale et al. (2010), how organizations conceptualize and manage their talents and key positioning depends on how they conceptualize strategic jobs, and vice versa. Thus, organizations need to consider this area in relation to their specific strategy. Making GTM highly related to SHRM.

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5.1.3 Required Competencies As discussed, required competencies, as an internal driver identified by Tarique and Schuler (2010) are still a highly relevant internal driver in GTM literature. Several sources state that the human capital, including the employees' competencies, has a major effect on competitive advantage (Garcia-Carbonell et al., 2015; Vural et al., 2012). Literature declares that the rapidly changing environment makes it difficult to develop internal practices, facilitating the development of employees skills (Banks et al., 2019; Whysall et al., 2019). Several studies declare the need of measure intangibles, thus, measure the performance of the employees in order to understand their value (King, 2015; Fulmer & Ployhart, 2014; De Vos & Dries, 2013; Vural et al., 2012; Martin et al., 2011). Measuring intangibles are not discussed in the framework by Tarique and Schuler (2010), however, they mention talent scorecards as a means to improve HRs’ impact, focusing on specific employees who are vital for the organization.

5.2 GTM Systems 5.2.1 Attracting Talent The talent philosophy is not mentioned as an internal driver affecting GTM in the framework by Tarique and Schuler (2010). From the current literature, in regard to required competencies, we identified that several GTM scholars discuss the issue of exclusive and inclusive philosophy on talent (King & Vaiman, 2019; Festing et al., 2013; Swailes et al., 2014; Vural et al., 2012). Only one article discuss the dimension of seeing talent as a subject or object (Thunnissen et al., 2013). Since only one article discusses this topic, we do not find this dimension relevant for further analysis in this study. As a result, we will merely discuss the exclusive and inclusive talent philosophies.

Even though Tarique and Schuler (2010) do not include this phenomenon as an internal driver affecting GTM systems, they declare that the talent philosophies are in need of more research. Current literature present that large and established organizations often have an exclusive view of talent (Festing et al., 2013). We argue that Tarique and Schuler (2010) also have an exclusive view on talent since they state that organizations should focus on developing activities for specific talents being identified as necessary for the organization, rather than developing all employees. Thus, we argue that an inclusive view, where all employees are seen as talents, are not in line with Tarique and Schuler’s (2010) view on talents.

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The reason for this could be that GTM involves global organizations, which often are large, established, and complex. Having an inclusive view of talent would imply that organizations need to individualize and develop the full workforce. This would require complex and comprehensive work, in need of great financial resources. That said, for large and global organizations, an exclusive view on talent may be more relevant when working with GTM activities (Swailes et al., 2014; Festing et al., 2013). Globalization has led to a large number of organizations competing on a global scale, implying that the organization's definition of talent will be of importance for its strategic value. Some individuals may want to work in an organization with a more exclusive approach, where a few core employees get more attention, as they are defined as the organizations' talents. While some individuals want to work in organizations with an inclusive view, where all employees get the same development opportunities. Given this element, we argue that the talent philosophy should be a driver getting more attention in GTM literature.

To gain competitive advantage through GTM systems, the work with a talent pool is vital (Anastasiu et al., 2020; Banks et al., 2019; King & Vaiman, 2019; Hecklau et al., 2016; Vural et al., 2012). The work of using talent pools are identified in the framework by Tarique and Schuler (2010). However, in their framework, they discuss it in terms of having a bench strength of employees, ready to step in when needed. The current GTM literature shows that this factor is vital in current GTM literature. However, the literature reveals that talent pipelines have become narrower over time. Globalization has led to the demands of more specific required competencies, as well as it has created a gap between desired competencies and underdeveloped skills (Banks et al., 2019; Whysall et al., 2019; Shah, 2011). The development of even more specific competencies by organizations, in relation to the rapid technological changes creates a gap between the knowledge, skills, and competencies the employee possesses and the prerequisite given from organizations to develop employees' skills. This has an impact on talent pools, becoming narrower when the differentiation in desired skills develops together with the development of knowledge and technicalities (Banks et al., 2019; Whysall et al., 2019). When the talent pool becomes narrower, competitors become even more susceptible to find talents in other organizations. These competitive organizations have, in all likelihood already begun to develop strategies specific skills and experiences of identified talents within their organization. This development creates a relation with narrow talent pools and the fear of losing human capital (i.e. their knowledge, skills competencies) to competitors. Enhancing the driver that

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Tarique and Schuler (2010) have identified as international strategic alliances, where the need to retain employees increases.

Identifying core employees and key positions provide the organization with a competitive advantage (King & Vaiman, 2019). Scholars during the last decade agree that through deciding what strategic key positions or strategic jobs the organization prioritizes, the organization can identify the core competencies and talented employees (King & Vaiman, 2019; Garcia- Carbonell et al., 2015). Tarique and Schuler (2010) discuss this issue in relation to the GTM strategy of attracting talents with an interest in an international mindset. Current literature agrees and highlights the need for a global mindset as a required competency for employees working in global organizations (Meyer & Xin, 2018; Vural et al., 2012). Both leaders, and key talents, need to have a willingness to work abroad, as well as to have an overall knowledge about other cultures. Meyer and Xin (2018) state that such employees should be viewed as key employees, thus talents.

Further, Tarique and Schuler (2010) discuss one element of attracting talent as HR-reputation, where organizations develop an attractive brand reputation to attract employees who possess the competencies valued by the organization. These employees need to have the right skills and competencies to facilitate the success of the organization's business strategy. This concept is still relevant in current GTM literature. However, the concept is more conceptualized as employer branding (Joniaková & Blštáková, 2015; Martin et al., 2011; Shah, 2011). We argue that the reason why HR reputation, or employer branding, still is considered to be a relevant issue in GTM literature could be due to high competition between organizations. There is a probability that globalization has increased the competition between employers since the talents are no longer, to the same extent, restricted to work in the country from which they are born. Thus, organizations need to work on their employer brand in order to attract and retain the talents most fitted for their organization (Martin et al., 2011), while at the same time competing with organizations in other parts of the world. We could identify one difference between the concepts of HR reputation and employer branding, where HR reputation is merely focusing on the activity of attracting talent. Whilst employer branding additionally involves the activity of retaining talent (Martin et al., 2011; Shah, 2011). Even though the concept of an attractive HR reputation could facilitate the retention of talent, it may not include specific activities to retain talent. For example, employer branding specifically involves the work of establishing the desired balance between personal life and working life (Joniaková & Blštáková, 2015). An

Sofie Ekelöf Nathalie Lindberg 4FE41E activity that should facilitate employee commitment and the retention of talent. HR reputation as defined by Tarique and Schuler (2010), is not described to involve such activities.

5.2.2 Developing Talent The literature agrees on the importance of ensuring that the relevant employee competencies and skills remain within the organization (Chintalapati, 2013; Vural et al., 2012). However, the GTM literature declares that the rapidly changing environment affects the work of developing internal practices that can facilitate the development of talents (Banks et al., 2019; Whysall et al., 2019). Further, development opportunities need to be individualized, demanding the assessment of employee performance and competence (Vural et al., 2012). Implying that the activity of developing talents individually, as stated in the framework by Tarique and Schuler (2010) is still relevant in GTM literature.

The literature on developing talent has changed during the last decade and has, in our understanding, developed into the understanding that financial grounds have a greater impact on decision making in relation to GTM activities. The area of measuring intangibles and their difficulties has displayed to be a topic of discussion in current literature (King, 2015; Fulmer & Ployhart, 2014). Even if the work of measuring intangibles not is conceptualized with this term in the framework by Tarique and Schuler (2010), it is related to their statement regarding the development of talent. Tarique and Schuler (2010) describe that performances need to be evaluated, to make a decision regarding which talents should be given the opportunity for development. Several studies imply that measuring intangibles is an effective way of measuring the performance of human capital (King, 2015; Fulmer & Ployhart, 2014). However, Fulmer and Ployhart (2014) display that it is difficult to convert the performance into direct financial evaluations in relation to another organizational resource.

The concept of succession planning is closely related to the development of a talent pool, or as Tarique and Schuler mentioned it in their framework from 2010, talent positioning or having a bench strength of competent employees. Several scholars imply that succession planning has a major impact on the future of GTM (Pandey & Sharma, 2014; Preece et al., 2013). The higher potential of each individual, the more efficient it is the work with succession planning (Chintalapati, 2013). Relating this to GTM, a global mindset is a characteristic that should be favorable when defining talent. HR-managers have an impact on the availability of talent, which they can develop through the creation of talent pools. Succession planning includes the work

Sofie Ekelöf Nathalie Lindberg 4FE41E of customizing strategic solutions, requiring focus on recruitment plans, compensation plans, and cultural issues (Chintalapati, 2013). The cultural issues may have an impact on the communication and understanding of each other, making an integrated network for the global organization even more vital.

Preece et al. (2013) display that a challenge occurs if the succession plan is not proactively planned, as it can create a gap between junior- and superior-managers. If an organization does not develop its junior managers continuously, when an occupancy occurs, internal recruitment is not available since the employee has not been given the opportunity to develop the right competencies required for managerial positions. If this is the case, the work of bench strengths, as Tarique and Schuler (2010) mention it in their framework. Having several key talents ready to fill positions when needed, becomes an issue and do not work as intended. That said, a proactive and strategic long-term perspective on a talent pool becomes vital, stressing the interrelation between GTM and Strategic Human Resource Management (SHRM).

5.2.3 Retaining Talent Retaining talent is important in order to achieve organizational performance and gain economic value (Jiang & Messersmith, 2018; Vural et al., 2012). Retaining talent to achieve organizational performance is therefore still in line with the framework by Tarique and Schuler (2010). HRM systems can be used to prevent the loss of human capital, thus, enhancing employee motivation and job embeddedness is viewed as a key factor in the literature (Shibiti, 2019; Jiang & Messersmith, 2018; Al Adresi & Darun, 2017a). This can be achieved through financial compensation, career growth prospects, and the development of a respectful relationship between employee and supervisor (Shintalapi, 2013). The motivation can be increased by a collaborative goal-setting system and performance appraisal systems, however, the employee effort needs to be linked to performance and rewards in order to gain its impact on retention (Sahai & Srivastava, 2012). Tarique and Schuler (2010) discuss this element as reducing repatriate turnover by facilitating the return of employees based abroad.

The current literature does not discuss this phenomenon as specific as Tarique and Schuler (2010), but rather discuss it in terms of job embeddedness. Thunnissen et al. (2013) argue that up until 2013, a lot of the focus on retaining talent and GTM overall, has a unilateral goal, merely focusing on the organizational performance. However, Tarique and Schuler (2010) discuss employee commitment in their framework from 2010, as a vital part of retaining talent. Showing that the concept of GTM varies greatly between scholars. From the current literature 49

Sofie Ekelöf Nathalie Lindberg 4FE41E analyzed in this thesis, we can see several indications of conceptual developments regarding the retention of talent, focusing more on personal factors, such as commitment, motivation, and satisfaction (Jiang & Messersmith, 2018; Vural et al., 2012).

5.2.4 GTM Effectiveness – HR-architecture Current literature on GTM agrees that internal drivers will affect the work with attracting, developing and retaining talent, which in turn will influence the effectiveness of GTM as an implemented process in an organization (Garcia-Carbonell et al., 2015). As presented by Tarique and Schuler (2010), HR-practices and policies need to be both long- and short-term, and are based on three criteria; improve HRs impact, competitive advantage, and talent positioning. It seems like current literature agrees, as several studies discuss the topic of developing a differentiated HR architecture, in line with the organization's business strategy (King & Vaiman, 2019; Garcia-Carbonell et al., 2015). Developing such an HR architecture demands that the HR functions are aligned through all the organization, in order to create and sustain value (Vural et al., 2012). From our findings, Vural et al. (2012) declare that managing talents need to be an integrative and aligned process, included in all functions of organizations. Only when fully integrated, the concept is used as a linear improvement tool maximizing all benefits of GTM. Tarique and Schuler (2010) mentioned this in their framework and implying that the work with GTM should be integrated fully and in line with the HR functions. Implying that aligning HR throughout all functions are still relevant for GTM effectiveness.

Further, all articles analyzed in this thesis, discuss the relation between GTM and competitive advantage. A differentiated HR-architecture will improve an organization's competitive advantage if the GTM activities are customized to the organization, thus in line with the business strategy (Garcia-Carbonell et al., 2015). Such activities that need to be customized are for example recruitment plans, compensation plans, and cultural issues (Chintalapati, 2013).

As described by King and Vaiman (2019), managing talent as a strategic resource is coordinated by SHRM decisions as a differentiated activity, which is associated with an organization's HR- architecture. One part of creating a differentiated HR-architecture regards Talent Development Strategies (Garavan et al., 2012). Managers need to develop talent on an individual level, adopting the talent development choices in relation to the organizational strategy. Tarique and Schuler (2010) discuss this matter as talent positioning, ensuring the right employee is at the right place with the right competencies. Current literature has developed this issue, arguing for

Sofie Ekelöf Nathalie Lindberg 4FE41E an alternative staffing arrangement (Collings & Isichei, 2018; Ayers et al., 2016). Ayers et al. (2016) refer to this as the Hollywood model in Talent Management. Such an alternative employment arrangement is argued to be necessary due to uncertain environments. In order to compete on a global scale, an organization needs a flexible workforce. A new organizational structure, where organizations draw on contractors and freelancers, can provide resources only when needed (Collings & Isichei, 2018; Ayers et al., 2016). In our perspective, this creates opportunities for organizations as it has an effect on the financial resources invested in the development of talents within the organization. If adopting flexible employment arrangements with contractors or freelancers, the responsibility in having updated skills that the organization desires, is switching towards the freelancers or contractors, being attractive to the labor market. The competitiveness among contractors and freelancers becomes greater when being available for global labor markets.

Current studies also highlight a challenge with regard to top management beliefs and values (Garcia-Carbonell et al., 2015; Sharmila & Gopalakrishnan, 2014). Since top-management is in charge of defining core employees, it is essential that all managers have a shared understanding of talent. This becomes challenging, since strategic decisions may be based on personal beliefs and values (Garcia-Carbonell et al., 2015). Current literature highlights the importance of including middle-managers in the process, arguing that their roles have been neglected in previous research (Steffensen Jr. et al., 2019; Moeller, et al., 2016). The literature declares that it is advantageous for middle-managers to be accountable for individual talent development strategies. If such practices are decided centrally, the middle-managers knowledge regarding their employees, who often have a closer working relationship with their employees than top management, gets overlooked (Moeller et al., 2016). As a result, literature has moved towards a new talent management conversation, focusing on shared responsibility and the coordination of employees at various levels (Claus, 2019). This new conversation focuses on customizing programs for specific employee segments, creating a positive employee experience. This is not mentioned in the framework by Tarique and Schuler (2010), thus, it seems to have evolved in GTM literature during the last decade.

Through our analysis of the secondary data provided by a literature review, we argue that the work with GTM and the effectiveness of GTM systems will depend on their competitive advantage on the market. Having a strong competitive advantage will facilitate organizations to work with employer branding, as it gives the organization a positive reputation of being a strong competitor, necessary in a global labor market (Martin et al., 2011; Shah, 2011). Thus, 51

Sofie Ekelöf Nathalie Lindberg 4FE41E facilitating the work with attracting key employees who can perform in line with the business strategy. Additionally, attracting key employees will enhance the organization's competitive advantage further. Talent positioning becomes further relevant in regard to the effectiveness of GTM in current literature due to its strategic value. However, talent positioning and the need for a bench strength, as Tarique and Schuler (2010) discuss, have evolved to the need for alternative talent pool arrangements. We argue that this talent pool can provide even more benefits if deployed with flexible employment arrangements, drawing on talent only when needed.

We argue that the creation of a differentiated HR architecture affects the implementation of an effective GTM strategy. The internal drivers identified will influence the activities of attracting, developing, and retaining talent on a global market. Thus, developing a differentiated HR architecture will be essential for succeeding both in implementing GTM and maintaining the SHRM. We continue by presenting a conceptual model to clarify relevant internal drivers that emerged from 2010 to 2020.

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6. The New GTM Framework In this chapter, we introduce an enhancement of Tarique and Schuler’s framework from 2010, by developing it with the internal drivers to Global Talent Management challenges highlighted in current literature. A description of each individual driver is being presented. Since this thesis aims at analyzing the internal drivers of GTM, GTM systems (attracting, developing and retaining talent) and GTM effectiveness (improving HRs’ impact, competitive advantage, and talent positioning) will remain the same as Tarique and Schuler’s (2010) and will not be analyzed in this section.

6.1 Introducing the Conceptual Model Throughout the two latest chapters of this thesis, an overview of the developed concepts regarding internal drivers of Global Talent Management (GTM) challenges has been presented and clarified. Accordingly, the major changes in the conceptualization of GTM, grounded in the work of Tarique and Schuler (2010), will be clarified further in our conceptualized model. As presented in the introduction, globalization entails that drivers affecting GTM activities and talent supplies change continuously (King & Vaiman, 2019; Farndale et al., 2010). As a result, organizations need to constantly upgrade their GTM activities with attracting, developing, and retaining key employees (Farndale et al., 2010). The major changes we have noticed during the years of 2010-2020 have from our understanding, and through our analysis, been developed in order to cope with the rapidly changing environment in order to continuously remain and compete on the current and future global market.

Fig. 4 - The new GTM framework

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6.2 A Differentiated HR-architecture We can subsequently conclude that the elaboration of relevant concepts in the field of GTM research has a great interest by many scholars (see table 1). The areas being discussed often derive from the overall HR-architecture, which has a major impact on how the activities of attracting, developing, and retaining employees are being implemented, maintained, and further developed. Within the HR-architecture, current literature declares sub-processes such as; aligned HR-systems (Vural et al., 2012), new employment arrangements (Collings & Iscichei, 2018; Ayers et al., 2016) and talent development strategies (Garavan et al., 2012). It is necessary to have effective talent management in today's globalized world to be prepared for what desired characteristics the human capital and the organizations' talents are going to be in need of (King & Vaiman, 2019; Garcia-Carbonell et al., 2015). We conclude from the literature published from 2010 and forward, that in order to be well prepared in this rapidly changing environment, well-adapted GTM activities and flexible employment agreements have major impacts.

As the scholars, Vural et al. (2012) argue, the concept of GTM works to its utmost potential when integrated as a process in the internal business strategy. When only some of the processes are being used, an organization might miss out on beneficial outcomes. Vural et al. (2012) exemplify it with losing talent that was found in a recruitment process, due to that the GTM activities are not integrated into the rest of the organization. The benefit of using GTM as an activity to develop and retain employees will, therefore, be overlooked and the substantial work of attracting and recruiting talent loses its use. The financial resources that have been given in order to attract, find and recruit talent, do not create revenue back to the organization, due to that other activity within the organization are not able to find the high-potential and high- performing employees that should be given developmental opportunities (Vural et al., 2012).

According to the study by Shah (2011), development opportunities affects the retention of employees, making development activities essential. Hence, GTM as a sub-process is not advisable if organizations want to maximize their revenue. Making GTM integrated as a holistic perspective on the organizational performance is therefore essential due to its major impact on each of an organization's different divisions, departments, and regions (Vural et al., 2012). A differentiated HR-architecture has an impact on several of the essential activities when attracting, developing, and retaining talent and its outcome and revenue. That said, we argue that a differentiated HR-architecture has such a major role, that it should be included as a concept in our developed conceptual model. A differentiated HR architecture facilitates the 54

Sofie Ekelöf Nathalie Lindberg 4FE41E work of handling internal GTM drivers, thus affects the activities of attracting, develop, and retain talents, which in turn will influence the GTM effectiveness. As a result, we argue that a differentiated HR-architecture should be seen as a concept affecting all parts of the GTM framework.

6.3 Internal Drivers of GTM Challenges 6.3.1 Talent Philosophy We argue that talent philosophy should be an internal driver affecting the GTM systems. The strategy of seeing all employees, or a few core employees as talents will have an impact on the GTM activities with attract, develop, and retain (Thunnissen et al., 2013). We argue that different talent philosophies will influence how the organization chooses to attract employees. For example, which employees’ organizations will target. Further, it will affect whether organizations choose to develop all employees in line with the business strategy, or mainly focus on developing a few specific employees. Further, we argue that the talent philosophy will affect the organizations' possibility of retaining talent. This since the talent philosophy can be in line with, or not in line with employees’ beliefs and values.

Depending on the size of the organisation, the talent philosophy can provide organizations with advantageous strategic conditions. Large organizations competing on the global market may need an exclusive talent approach, since they may not have enough resources to develop and retain all employees. Whereas smaller organizations may have the possibility of seeing all employees as talents since they have a smaller workforce. This element will affect how the organization attracts talents. Some individuals may want to work in an organization with a more elitist and exclusive approach, where a few employees get more attention. While some individuals want to work in organizations with an inclusive view, where all employees get the same development opportunities. Given this complexity, we argue that the talent philosophy should be an internal driver getting more attention in GTM literature.

6.3.2 Required Competencies The internal driver of required competencies that Tarique and Schuler identified in their framework in 2010, is still relevant in GTM literature. Thus, we argue that this driver should remain within the GTM framework, as it will continue to have an impact on future work with GTM. Which competencies organizations require in order to meet their business strategy and

Sofie Ekelöf Nathalie Lindberg 4FE41E gain competitive advantage have a major impact on the work with attracting, developing, and retaining talents (King & Vaiman, 2019; Garcia-Carbonell et al., 2015). It facilitates the work of attracting the right employees and developing the talents in the right direction for the business strategy (Banks et al., 2019; Whysall et al., 2019; Shah, 2011). In turn, it will facilitate the retention of the right talents within the organization.

6.3.3 Alternative Employment Arrangements The literature review has indicated that it is necessary to take alternative employment arrangements into account (Collings & Isichei, 2018; Ayers et al., 2016). Flexibility is a keyword if organizations want to compete in a global market. Flexibility is especially advantageous if it is possible to only use resources when needed. We argue that a flexible employment arrangement may facilitate the organization's internal work with developing talent. The competitiveness among the freelancers might affect desired skills, competencies, and experiences. The responsibility of being an attractive candidate in the labor market gets greater, which may decrease the organization's responsibility for updating the right skills among the employees. The competitiveness between freelancers becomes even greater when this alternative employment arrangement gets adopted to the global organization, which means that a greater amount of candidates are competing for the same working opportunities. We would like to highlight this to be an internal driver as it affects the effectiveness of GTM activities of attracting, developing, and retaining talent. Additionally, the alternative employment arrangements have an impact on financial resources, as flexible employment arrangements with freelancers are only a cost when employed for a limited time period. It can also have an impact on the financial resources organizations invest in developing employees and specifically strategic skills.

6.3.4 Employer Branding We argue that employer branding as a concept should be defined in a framework as an internal driver affecting the challenges of attracting, developing, and retaining talent. Globalization has led to higher competition for talent in a global context (Joniaková & Blštáková, 2015). Thus, how organizations’ overall reputation is being perceived is of the utmost importance when attracting talent. In order to attract talent, the development and retention of employees become vital and should be further developed within the organization, as it mediates a prosperous organization where their employees thrive and get to develop their skills and competencies

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(Martin et al., 2011). Prosperous employees have an impact on the overall external positivism among future work candidates is facilitated with employer branding (Shah, 2011).

We consider these explained internal drivers to have a major impact on the GTM challenges of attracting, developing, and retaining talent for the third decade of the 21st century. We can note that there have been developments in the area. The regiocentric driver that Tarique and Schuler mentioned in their framework from 2010 is not discussed in the current literature. As a result, we argue that this driver, in comparison to other drivers, may not be as relevant for future GTM research. However, the internal driver of required competencies is still discussed and has been analyzed on a deeper level. Thus, creating a better understanding of what impact such competencies can have on an organization's strategy and achievements. Thus, this driver is considered to remain relevant for the future work with GTM.

Further, we conclude that several scholars discuss a differentiated HR-architecture as an internal driver with a major impact on GTM effectiveness. Two other themes that scholars discussed as having an impact on GTM challenges are alternative employment arrangements and employer branding. Implying that these drivers should gain more focus in further GTM work.

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7. Conclusion In this chapter, we conclude our findings in order to answer our research questions: “What is the conceptual relevance of Tarique and Schuler’s (2010) framework of GTM in the third decade of the 21st century?” and “Which aspects of GTM need to be re/conceptualized due to the changing global context of GTM?” to meet the purpose of our study.

Our findings from the literature review demonstrate that Tarique and Schuler’s framework from 2010 still is relevant in many aspects for the next decade. However, there are several indications that the conceptualization of internal drivers challenging the work with attracting, developing, and retaining talent has changed. Tarique and Schuler (2010), identified the internal drivers as Regiocentrism, International Strategic Alliances, and Required Competencies. Our findings reveal that in current literature, none of the articles collected in our thematic literature review discuss the internal driver of regiocentrism. We are aware that this does not mean that the internal driver of regiocentrism does not exist. However, it is not, to a large extent, discussed in current Global Talent Management (GTM) literature. In regard to International Strategic Alliances, current literature does not specifically mention International Strategic Alliances as an internal driver. However, the literature present that globalization has created a more competitive environment between global organizations, making the challenge of retaining key talents even greater. In a merger or acquisition process, that Tarique and Schuler (2010) mention as vital, the competitiveness has increased further due to narrower talent pools. The enhanced competitiveness makes retention of talent crucial. In the conceptual model, we preserve the internal driver of required competencies, since close to all articles analyzed, discuss this topic in relation to GTM. Indicating that this internal driver is highly relevant in the GTM literature. Further, globalization has created the need for more specific competencies, leading to narrower talent pools.

Three themes of internal drivers that affect GTM have emerged during the second decade of the 21st century, besides the already identified driver Required Competencies. Entailing that the framework of internal drivers affecting the GTM activities of attracting, developing, and retaining talent needs to be re-conceptualized. These three themes are the talent philosophy, alternative employment arrangements and employer branding.

Besides these three themes, current literature discusses a differentiated HR-architecture to a great extent. We argue that if a differentiated HR-architecture only is seen as an internal driver,

Sofie Ekelöf Nathalie Lindberg 4FE41E the impact is neglected. Instead, we argue that the HR architecture has an impact on all parts of a GTM framework, including internal drivers, GTM systems, and GTM effectiveness. If a differentiated HR-architecture is implemented in an organisation, current literature agrees that the effectiveness can provide organizations with better organizational performance and gain global competitive advantage.

7.1 Limitations As a result of our research, we did not collect empirical data to answer our research question. Instead, we collected secondary data to review and analyze the existing theoretical conceptualization of internal drivers affecting GTM. Further, due to the conceptual reasoning of this study, the results remain theoretical and need to be validated by empirical studies and real-world situations. Given the limited time frame, we did not have time to conduct a snowball method. We cannot ignore the possibility that such a method, to gain further literature, could have ensured a greater understanding of the research topic. Thus, enhancing the results to a greater extent. If taking the limitation into consideration, current literature may discuss topics relevant to our research question, which did not appear in our search string. There is a possibility that our keywords were too narrow, or too broad, indicating that we may have missed relevant literature.

7.2 Future Research and Practical Implications The identification of the high-performing employees whose contribution to the organizations is above standard, or the work of finding the employees with the potential to become high- performing employees, must be fair in order to fit into the organization's ethical standard. In our perspective, this requires a solid way of measuring intangibles in a correct ethical perspective, which becomes a challenge due to the lack of tools to measure performance. Through the literature review conducted in this thesis, there are a few scholars that are taking the ethical perspective of handling talent in perspective (Swailes, 2013), making this area of talent management a topic for future empirical and theoretical research.

The article by De Vos and Dries (2013) suggests the need to combine a resource-based view with other views on human capital, such as human capital theory or behavioral theory perspective. However, in comparison, Martin et al. (2011) argue that a resource-based view is beneficial when measuring human capital. Given this interesting dynamic, we argue that future

Sofie Ekelöf Nathalie Lindberg 4FE41E research could be relevant to investigate whether the resource-based view should be used as a single perspective, or used in compilation with other perspectives on human capital.

Given our focus on examining the relevance of the internal drivers identified by Tarique and Schuler (2010), further studies are needed to investigate the relevance of the external drivers. Tarique and Schuler (2010) identify these as globalization, demographics, and demand-supply gap. Further studies could focus on examining how current GTM literature conceptualize external drivers, in order to explore the relevance of the external drivers conceptualized in the framework by Tarique and Schuler in 2010.

For the practical implications, we suggest organizations and managers to consider the internal drivers of talent philosophy, required competencies, alternative employment arrangement, and employer branding when implementing GTM in the work of SHRM, in order to stay competitive on a global market. This study can work as a guide for practitioners willing to develop their understanding of how the internal drivers affect the GTM effectiveness and the work of managing talent. Further, it can contribute with knowledge for organizations that wants to narrow the GTM focus, as it can clarify which internal driver’s organizations should focus on. As an example, organizations that want to improve their strategy of attracting talent can focus on developing the internal driver of employer branding.

7.3 Author’s Contribution This master thesis has been conducted with both authors equally responsible for the essential parts making this thesis complete. Both authors have been responsible for collecting secondary data, analyzing the articles collected through the thematic literature review, analyzing the development of the internal drivers of GTM challenges, and analyzing the result. Together the authors of this master thesis have taken equally responsible for producing each section of the text.

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Appendix A

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Appendix B

No. Database Authors and Journal Aim of research Methodology Object of Results/Main Findings, Implications date Research 1 SCOPUS Al Adresi, A., & International The main purpose of the Literature Oil and Gas The findings reveal that employees are more Darun, M. R. Journal of article is to investigate review Industry in Libya committed to the organization when they get (2017a) Engineering the relationship between best SHRM practices. Internal career ladders Business strategic HRM (SHRM) on job training and pay for performance were Management practices and the key SHRM practices identified that organizational influence employee’s commitment toward the commitment (OC). organization. 2 SCOPUS Al Adresi, A., & International The aim is to propose a Conceptual Oil and Gas The results indicate that oil and gas companies Darun, M. R. Journal of framework to improve paper Industry in Libya pursuing best SHRM practices along with (2017b) Engineering our understanding of the POS achieve enhanced trust of Business importance of human employees.This provides better understanding Management resources (HRs) to deal about the importance of SHRM practices to with an environment that assist HR practitioners to support and manage is fraught with employees, leading to sustainable uncertainties. performance. 3 SCOPUS Anastasiu, L., Sustainability Adapting Porter’s Five Conceptual Manufacturing Actual and future employees should analyze Gavriş, O., & Forces Model to strategic paper sector, Porter’s the intensity of Porter's Five Forces when Maier, D. human resources Five Forces planning to prepare for jobs or change their (2020) management. career.

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4 EBSCO Ayers, A., Research- Synthesize the findings Qualitative Three workshops. Despite the real challenges involved, the Miller, K., Park, Technology from prior inputs, research Input was Hollywood model offers great potential for J., Schwartz, L., Management including workshops, examined by three innovation. Understanding how to identify, & Antcliff, R. literature review to subject matter acquire, and manage these external high-level (2016). identify the TM issues experts. Literature knowledge workers will be a key element in and opportunities review competitive advantage in the future. presented by the Hollywood model. 5 SCOPUS Banks, G. C., Journal of Exploring how Fortune Quantitative MNE’s working The study provides a comparison of websites Woznyj, H. M., Management 1000 firms use recruiting research. with SHRM in three separate contexts: domestic, Wesslen, R. S., signals in their domestic Examining international in English, and international in a Frear, K. A., and international recruitment foreign language. A developed understanding Berka, G., operations activities of of the extent to which organizations localize Heggestad, E. Fortune 1000 or standardize their recruitment signals when companies operating in different contexts. 6 EBSCO Chintalapati, N. IUP Journal of Present a conceptual Conceptual Secondary data, The findings reveal that no single solution (2013). Management framework to discuss the paper published reports. may be prescribed for the firms in the IT Research preferable HR practices Anecdotal industry and therefore HR departments have by classifying the key evidence from HR to customize solutions for their firm.

areas into five Rs: practitioners and Recruitment, Results, senior managers. Reward, Retention and Retrenchment

III

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7 Science Claus, L. BRQ Business Apply knowledge from Qualitative; Pacific Northwest A new breed of talent management Direct (2019). Research disciplines adjacent to participant companies practitioners is developing an HR stack that Quarterly HR and look at what TM observations includes other management frameworks such as currently practiced by of innovative as design thinking, agile management. progressive global HR practices Organizations will be unable to reinvent their employers can do, to existing talent management practices in a create a new TM sustainable way unless they broaden the talent approach management conversation. 8 EBSCO Collings, D. G., The International Review three key issues Literature Literature on The review confirms that it continues to be an & Isichei, M. Journal of Human in global staffing Review short-term important contemporary area of research in (2018). Resource research. The emergence assignments, IBT IHRM. The review revealed a shortage of Management of GTM, a more strategic commuter and literature on global mobility. Further, it charts approach to global rotational a future research agenda in each of the areas mobility and the assignments of alternative staffing perspectives. emergence of the non- employees 9 EBSCO De Vos, A., & The International Gain empirical insight Quantitative; HR directors of The article reveal that both threats of Dries, N. Journal of Human into how organizations’ organisational- companies in qualitative (value) and quantitative (2013). Resource human capital level surveys Belgium (uniqueness) human capital shortages were Management composition affects the found to be important determinants of way they design and importance attached to continuity as a career implement their career management goal and, consequently, of an management policies. organization’s approach to career management.

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10 EBSCO Festing, M., The International This study seeks to make Quantitative; CEOs and owners Most German SMEs chose a more inclusive Schäfer, L., & Journal of Human a contribution to our surveys, of SMEs in approach to TM and target all or most Scullion, H. Resource conceptual and empirical telephone Germany employees, in contrast to large multinational (2013). Management understanding into the interviews enterprises where a more elitist approach is nature of talent favored. Another major finding was that TM management (TM) in cooperation with other firms and institutions German small and was used as a strategy to cope with the war for medium-sized enterprises talent. (SMEs). 11 SCOPUS Fulmer, I, S. & Journal of Provide a multi- Literature Literature review Highlights the ongoing scholarly and Ployhart, R E. Management disciplinary review of review on Human practitioner interest over the years in (2014). existing work that has Capital, financial generating various types of information been concerned with the values, SHRM related to the financial value of firms’ human estimation, disclosure, capital resources. Developing methodologies and management of the for the valuation of human capital is financial value scholarship that simultaneously connects and associated with an advances multiple disciplines and has great organization’s human potential to both inform and transform capital resources. management practice. 12 SCOPUS Garavan, T. N., European journal Explore the concept of Literature Paper review of The literature review revealed that talent Carbery, R., & of training and talent development, review talent development is usually discussed as part of a Rock, A. development deﬁne its scope and development wider talent management process. The (2012). identify the issues processes literature highlights issues concerning who is involved in formulating the talent to be developed, what competencies talent development should be developed, who drives development, what is the appropriate pace of

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strategies in development and what is the architecture to organisations. support the development.

13 Science García- BRQ Business Analyze the effects of Quantitative; Spanish HR The empirical analysis confirms the influence Direct Carbonell,N.,M Research top managers’ human self- executives of human capital. Nevertheless, results only artín-Alcázar, Quarterly capital attributes on an administered provide partial support to the hypotheses, F., & Sánchez- important stage of the questionnaire showing that the identification of critical Gardey, G. HRM strategy human resources is more complex than (2015). formulation. assumed. The estimation of the model shows that, to efficiently develop this process, top management teams require the combination of rational and creative skills, as well as a collectivistic orientation. 14 EBSCO Glaister, A. J., Human Resource Examining the link Quantitative; Random sampling This study shows that TM, when focused on a Karacay, G., Management between HRM practices, questionnaire of general series of practices aimed at developing Demirbag, M., Journal TM, and firm managers of firms workforce networks and social capital, is a & Tatoglu, E. performance and the role in Turkey key transmission mechanism mediating the (2018). of HRM/business relationship between HRM and firm strategy alignment. performance. 15 Science Hecklau, F., Procedia Cirp Present the development Literature Literature on Identified competencies required to meet Direct Galeitzke, M., of a competence model review HRM, organisational strategy. Even though every job Flachs, S., & and show an approach of competence has different requirements, the identified Kohl, H. (2016). how companies can development, competencies are becoming progressively make use of it to meet

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arising challenges in organisational important and need to be addressed by HR Industry 4.0. strategy development.

16 SCOPUS Hui-Han Gao, J. The International Adopt an HR Qualitative Australia, New Results indicate that while both cases are & Haworth, N. Journal of Human architecture ideal types approach, Zealand, facing similar HR challenges, each has (2019). Resource model to analyse interviews University implemented company-specific HR practices Management differences between the research that resulted in different employee two cases’ HRM and HR-architecture, perceptions. Contributed to the literature by employee perceptions of SHRM furthering the understanding of the ways in HR effectiveness. which HR creates value for the firm through examining discrepancies between managerial HR intentions and employee perceptions 17 SCOPUS Jiang, K. & The International Highlighting the Conceptual Meta-review on Theoretical and empirical advancement of the Messersmith, J. Journal of Human theoretical frameworks review reviews covering field has enhanced the rigor of scholarship and (2018) Resource and empirical findings of topics of SHRM the quality of conclusions that might be drawn Management studies in the field, from this field of study. identifiy methodological issues and challenges in the previous research, and discusses recent trends.

VII

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18 Science Joniaková, Z., & Procedia The paper contains Quantitative; Slovak The paper suggest high individualization of Direct Blštáková, J. Economics and identification of relevant surveys organization treatment of employees both at the phase of (2015). Finance characteristics of recruitment, as well as in the process of generationally diverse development and utilization in the employees relevant to organizations. The solution is adopting

their organizational principles of the approach to HRM focused on behaviour and examines the life and career phases of individual the readiness of HRM employees. It will establish the desired systems to such balance between private and working life of challenges employees and support their commitment and

work performance. 19 SCOPUS King, A. K. Journal of Global Propose a conceptual Conceptual Literature on the GTM is articulated as a coherent set of (2015) Mobility framework for GTM and paper concepts of GTM, activities within an integrated system. Actors specifies the main GM and SHRM centrally involved in co-creation of the talent components: strategy, system are identified. The framework and practices, experiences model provide management with strategic and systems. approach to GTM and a tool for management enquiry in their challenge to operationalise GTM. 20 Science King, A. K., & BRQ Business Conceptualise a Conceptual Literature review; The paper presented a macro-contingent view Direct Vaiman, V. Research framework for enabling paper articles on Talent of TM and presented an integrated cross-level

(2019). Quarterly effective talent Management view of TM, which contributes to calls for management through a cross-level conceptual models of TM. The macro-contingent paper argued the conceptual distinction approach and propose a between strategic HRM and TM, consistent with calls for greater conceptual utility of

VIII

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framework for future talent management as a scholarly topic distinct research from SHRM.

21 Science Kong, D., & IERI Procedia The study aims at Conceptual Literature review; The paper presents personal factors such as Direct Zhang, X. concluding factors paper articles on work motivation, and organisational factors, (2012). influencing organisational such as organisational support and climate to knowledgeable talents commitment and have an impact on the performance. The study performance and build a knowledgeable puts forward the promotion of knowledgeable model for knowledgeable performance talents through the implementation of talent performance based incentive measures to stimulate work on organisational motivation, training opportunities and creating commitment shared organisational climate. 22 EBSCO Martin, G., The International Examine the links Conceptual Literature review Employer branding has the potential to help Gollan, P. J., & Journal of Human between employer paper on innovation, organisations become authentic, responsive Grigg, K. Resource branding, innovation and reputations, and build social capital, thus contributing to (2011). Management reputational capital to wicked problems the innovation agenda and transformative develop a causal model and SHRM logics business model change. for future research

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23 Science Mellahi, K., & Journal of World Address the issue of Literature Draw on literature Subsidiary managers are more likely to veil Direct Collings, D. G. Business talent management Review on agency theory their talented individuals because they gain (2010). failure in multinational and bounded very little from making their subsidiary a enterprises (MNEs). rationality theory fountainhead of talent for the MNEs. Managers at the centre tend to resort to a process of selection, classification and simplification to help them make sense of and manage talents throughout the MNE, often limiting the pool from which they select individuals to key positions to personalized relationships located in the centre. 24 EBSCO Meyer, K. E., & The International Identify key managerial Qualitative; Interviews; Identified key puzzles for EMNE’s. One Xin, K. R. Journal of Human challenges that merit interviews and executives in HQ message has been arising across many (2018). Resource future theoretical and discussions roles in North sources, namely that the most daunting Management empirical analyses America, Europe challenge faced by EMNEs relates to ‘people and China. issues’. The implementation of international Discussions with strategies depends on people at many senior executives junctures of the organization.

25 EBSCO Moeller, M., International The aim of the paper is Literature Headquarter, Inpatriate managers become empowered at Maley, J., Journal of Human to conceptualize how review social capital, HQ only when social capital is accumulated Harvey, M., & Resource organizational support, in GTM whereby social capital is driven by an Kiessling, T. Management the form of global talent acknowledgment of inpatriates as a legitimate (2016) management (GTM) stafﬁng option. The relationship between practices, can alleviate GTM practices and social capital building inpatriates’ difﬁculties in needs to be managed properly by inpatriates themselves as well as by the organization.

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building social capital at HQ

26 Science Pandey, S., & Procedia Identify and understand Quantitative Organizations in Succession planning needs to be a systematic Direct Sharma, D. Economics and the need of succession and ITES, Information process and should not be considered just an (2014) Finance planning in various qualitative; Technology, exercise, but be focused upon so much that organizations. online survey Diversified succession planning can be converted into

and telephone Business, succession development. Hence developing interviews automobile the talent pipeline and hence achieving organizational goals. 27 Preece, D., Iles, The International Contributing by Qualitative MNE’s in Pacific Four main challenges were identiﬁed; setting EBSCO P. & Jones, R. Journal of Human identifying TM issues research; Asia. up the regional headquarters, legitimacy and (2013) Resource associated with interviews contribution issues relating to the role of the Management establishing and RHQ, speciﬁc regional TM matters and developing regional centralisation versus decentralisation within MNE structures the region. 28 Science Sahai, S., & Procedia-Social Investigate TM practices Qualitative Conglomerate in The basic flaw in the goal setting and Direct Srivastava, A. and Behavioral and trends that are research; case India performance appraisal system is that though

K. (2012). Sciences shaping successful study, both of them have their own set of strengths, business enterprises. interviews and they do not form an integrative system. Create a fairer and archival data Analysis revealed that an integrated goal objective method for setting and performance appraisal system for defining expectations promotion need to be developed

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and performance evaluation

29 EBSCO Shah, M. Journal of This paper focuses on Conceptual Employer Companies strengths relating to policies, (2011). Marketing & how creating an Review Branding as procedures, culture etc and creates a loyalty Communication employer brand in the Managing Talent. among the employees and aids in retention minds of employees can management as well as generates an help in this direction. improvement in candidate attraction, engagement, commitment, and motivation. 30 EBSCO Sharmila, A., & The Journal of The objective of this Conceptual Literature on TM The article declare that each organization must Gopalakrishnan, Indian paper to underline the paper in SME’s decide for itself the right blend of experiences K. (2014) Management & ways to manage the and skills in such areas as political and Strategy talent effectively, in managerial leadership, community leadership; order to enlarge the partnership working; managing shared performance of the services and outsourcing. employees in SMEs. 31 SCOPUS Shibiti, R. SA Journal of Establish the relationship Quantitative Teachers in Pearson’s correlation analysis revealed (2019) Human Resource between retention factors study, Tshwane positive and significant relationships between Management and job embeddedness, Municipality retention factors and job embeddedness, while and to establish whether public schools multiple regression analyses revealed that retention factors with a high retention factors positively and significantly positively and turnover of predict job embeddedness. employees.

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significantly predict job embeddedness.

32 SCOPUS Steffensen Jr, D. Journal of Examine extant research Literature Lower-to-Middle Synthesized research on the roles that S., Ellen III, B. Mangement to determine the state of Review on managers role LTMMs, HR managers, TMTs, CEOs, and P., Wang, G., & knowledge of the role of empirical when BODs play concerning HRM content, HRM Ferris, G. R. managers across studies implementing process, and HRM outcomes. (2019). organizational hierarchy HRM-content in HRM. 33 EBSCO Suseno, Y., & Asia Pacific To gain an in-depth Qualitative Australian law Extending the literature on law firms and Pinnington, A. Business Review understanding of human research, firms and their HRM, on the management of ‘war for talent’ H. (2017) capital challenges faced semi- perceived human challenges and how HRM respond to these by the interviewed firms. structured capital challenges challenges in the globalizing world. interviews 34 EBSCO Swailes, S. Business Ethics: Considers what is meant Literature Talent Creates a framework that has the potential to (2013). A European by talent and the ethical Review Management, inﬂuence the practical design of talent Review issues that arise from the ethical programmes and which may focus further operation of talent standpoints. debate into the ethics of talent management. management programmes 35 EBSCO Swailes, S., Human Resource Explore the possibilities Literature Inclusive Talent Conceptualizes the inclusive talent Downs, Y., & Development and potential Review Management, management and is further located in the Orr, K. (2014) International surrounding inclusive FITM traditions of positive psychology and the talent management in Capability Approach

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contrast to conventional normative treatments

36 EBSCO Thunnissen, M., THe International The aim of this paper is Literature Talent Main ﬁnding is the current talent management

Boselie, P., & Journal of Human to provide a critical review Management literature has a too narrow and one- Fruytier, B. Resource review of the academic dimensional approach. To broaden this view (2013) Management literature on talent to a more balanced or pluralistic approach to management in search of talent management, new perspectives is added, alternative perspectives. such as stakeholder theory, multiple goals and an extended consideration of practices. 37 Science Vural, Y., Procedia- Understand the policies Quantitative; HR managers of Analysis results revealed that talent Direct Vardarlier, P., & Social and of organizations about online survey, orga-nisations management integrated human resources Aykir, A. Behavioral talent management and convenience with an HR procedures and performance systems have (2012). Sciences measure the effects over sampling department positive impact on employee commitment. employee commitment functioning in the after integrating these service industry in policies to human Istanbul resources applications.

38 SCOPUS Whysall, Z., Journal of Explore the implications Qualitative Industry 4.0, The speed of technological change brought Owtram, M., & Management of fourth industrial Research Technological about by Industry 4.0 had created a significant Brittain, S. Development revoltion in the context paper; semi- change, talent gap between current capability of employees (2019) of talent management structured development and the rapidly evolving requirements of their theory and practice and interviews. roles, prompting a need to consider new and SHRM. more effective approaches to talent development. Middle managers are

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increasingly recognised as overlooked within this context of unprecedented change, given their essential role in change management.