Developing tomorrow's leaders: Evidence of global talent management in multinational enterprises

• Published in: Journal of world business : JWB 2010-04, Vol.45 (2), p.150-160
• Main Authors: McDonnell, Anthony, Lamare, Ryan, Gunnigle, Patrick, Lavelle, Jonathan
• Format: Article
• Language: English
• Subjects: Ausbildung; Benchmarking; Discriminant analysis; Führungskraft; Global talent management; Global talent management Multinational enterprise Succession planning Management development; Human resources; Humankapital; International market; Leadership; Management development; Management science; Multinational corporations; Multinational enterprise; Multinational enterprises; Multinationales Unternehmen; Personnel management; Qualifikation; Recruitment; Skilled workers; Strategic management; Studies; Succession planning; Talent management
• ISSN: 1090-9516; 1878-5573
• DOI: 10.1016/j.jwb.2009.09.015

Organizations are becoming relentless in managing and developing their key talent. This is a view, however, largely based on anecdote rather than reliable empirical evidence. Utilizing data from 260 multinational enterprises (MNEs), this paper helps redress this deficit. Specifically, this paper explores the extent to which MNEs engage in global talent management (GTM) and deciphers some of the factors which may explain the use and non-use of GTM practices. In so doing, we find that although a significant number of MNEs have systems and mechanisms in place to strategically identify and develop their talent many more seemingly adopt an ad hoc or haphazard approach. For instance, less than half of all MNEs have both global succession planning and formal management development programs for their high-potentials. Consequently it seems that there is a considerable distance yet to be travelled to arrive at a universal appreciation of the need to strategically manage one's key employees. We find the size of the MNE has a significant effect on GTM system usage—larger MNEs are more likely to undertake GTM. Other significant, positive influences include whether products or services are standardized regionally or globally, and if the MNE has a global human resources policy formation body. Of considerable interest is the finding that MNEs operating in the low-tech/low-cost sectors are significantly more likely to have formal global systems to identify and develop high-potentials.