Index
Snejina Michailova
(The University of Auckland Business School, New Zealand)
Dana L. Ott
(Otago Business School, University of Otago, New Zealand)
Talent Management in Small Advanced Economies
ISBN: 978-1-78973-450-8, eISBN: 978-1-78973-449-2
Publication date: 16 September 2019
This content is currently only available as a PDF
Citation
Michailova, S. and Ott, D.L. (2019), "Index", Talent Management in Small Advanced Economies (Talent Management), Emerald Publishing Limited, Leeds, pp. 111-115. https://doi.org/10.1108/978-1-78973-449-220191008
Publisher
:Emerald Publishing Limited
Copyright © 2019 Emerald Publishing Limited
INDEX
Index
acquired talent
, 10, 11
Air New Zealand
, 20
AMO framework
, 9
A players
, 8, 24, 35, 40, 88
A positions
, 8, 13–14
assessing talent
, 26
attracting talent
, 17–19, 40–41
Beechler, S.
, 85
Bethke-Langenegger, P.
, 62
borrowing talent
, 41–42
Bosch
, 18
brain drain
, 84
brain exchange
, 80, 84
brain gain
, 53, 68
buying talent
, 41–42, 69
Chabault, D.
, 88
challenges
ethical
, 47
in retaining talent
, 20–22
in small advanced economies
, 52, 54, 58, 67, 70, 72
in TM in New Zealand
, 77–88
Cho, W. K.
, 83
Collings, D. G.
, 39
commitment, 10, 48. See also employee commitment
Committee for the Future Economy
, 63
competence
, 10, 68, 80
competence × commitment × contribution
, 9–10
competitive advantage
, 9, 13, 14, 16–17, 19, 22, 57, 72–73, 78, 87
competitiveness. See talent competitiveness
competitive strategy
, 26
contribution
, 14, 22, 29, 43, 46
corporate value
, 13
Craig, Ian
, 25–32
crown prince syndrome
, 49
cultural capital
, 12
cultural considerations
, 43, 47–48
culture
, 10–12, 16, 33, 39, 75, 82
corporate
, 22, 85
Deloitte
, 92
Eastern European
, 8
egalitarian
, 66
ethical
, 47
housing
, 90
Latin American
, 8
national
, 35
organizational
, 33, 39, 41, 47, 49, 86, 88
talent influenced by
, 7
Decoding Global Talent
, 24
Dell
, 18–19
Deloitte New Zealand
, 91–92
development talent
, 11, 16, 19–20, 41, 59, 62
directors of talent
, 26
disproportionate investment
, 16, 42
Dries, N.
, 35
elite talent management
, 36
employee commitment
, 62
employer brand proposition
, 18
employer value proposition (EVP)
, 18
ethical considerations
, 5, 47–48
EVP. See employer value proposition (EVP)
exclusive-developable TM
, 37–38
exclusive-inclusive talent management (TM) continuum
, 4, 33–36, 36f, 38f, 39, 58f
exclusive-inclusive talent management (TM) divide
, 4, 34–35
exclusive-people TM
, 37–38
exclusive-position TM
, 37–38
exclusive-stable TM
, 37–38
Expatriate Ordinance (OEXPA)
, 61
expatriates
, 4, 63–64, 66–67, 74, 82, 85, 87–88
external talent
, 17, 40, 53
Facebook
, 91
Festing, M.
, 70, 71, 88
Fisher & Paykel Healthcare (F&P Healthcare)
, 90–91
fully exclusive talent management (TM), 35, 36f. See also talent management (TM)
fully inclusive talent management (TM), 35, 36f, 98. See also talent management (TM)
Gallardo-Gallardo, E.
, 87
gender diversity
, 18
Glass, H.
, 83
“glass ceiling,”
, 40
Global Long Term Strategic Plan
, 26
Global Schoolhouse
, 63
Global Talent Competitiveness Index (GTCI)
, 5
the Global Talent Crunch
, 24
global talent management (GTM)
, 52, 72–75, 83, 97
Global Talent Managers
, 26
Global Talent Trends
, 24
gross domestic product (GDP)
, 54, 58–59, 68
GTCI. See Global Talent Competitiveness Index (GTCI)
GTM. See global talent management (GTM)
Guerci, M.
, 85
Harsch, K.
, 70
Heckman, R. J.
, 87
Hewlett Packard
, 19, 20
high-potentials employee. See A players
hoarding of talent
, 31
HRM. See human resource management (HRM)
Hulin, A.
, 88
human capital
, 12–14, 34, 52–53, 59–60, 68–69, 73, 77, 80, 87, 98
human resource management (HRM)
, 4, 15, 25, 33–34, 39, 44–45, 52, 71–74, 98
differences from talent management (TM)
, 23–24, 45
in New Zealand
, 77–78
Iles, P., Chuai
, 37
IMD World Talent Ranking
, 5, 51, 53, 60, 64, 65–66
IMF. See International Monetary Fund (IMF)
inclusive-developable TM
, 37–38
inclusive-people TM
, 37–38
inclusive-position (social capital) TM
, 37–38
inclusive-stable TM
, 37–38
Inkson, Kerr
, 44–46
innate ability
, 10
innate gift
, 8
innate talent
, 10–11
input pillars
, 53
internal talent
, 17, 40, 53
International Monetary Fund (IMF)
, 54–56
job satisfaction
, 20, 62
Krishnan, T. N.
, 91
large advanced economies
, 5, 51, 56–58–59, 66–68, 97
Lazzarini, S. G.
, 72
Lewis, R. E.
, 87
Lopes, S. A.
, 35
macro talent management (MTM)
, 52–53, 64, 74
make or buy talent
, 39–42
make or buy trade-off
, 39–42, 97
making talent
, 41–42
medium sized enterprises
, 2, 5, 71, 98
Mellahi, K.
, 39
Mercer Global Talent Trends Survey
, 69
Meyers, M. C.
, 36–37
micro firms
, 2, 5, 70–72, 78–79, 81, 97–98
micro-multinationals
, 70
MNE. See multinational enterprise
motivation
, 7, 13, 22, 37, 42, 45, 49, 52, 62, 73
formula
, 9–10
MTM. See macro talent management (MTM)
multinational enterprise (MNE)
, 25–26, 28–32, 52, 70, 72–75, 97
natural ability
, 10
Naulleau, M.
, 72
New Zealand
, 2, 6, 8, 26–27, 30–32, 35, 54, 70, 77–96
chief executives
, 78
Small Advanced Economies Initiative
, 54, 56
solutions to TM challenges
, 82–88
Talent Lead
, 26
TM challenges
, 79–82
Nokia Corp.
, 85
Northern Ireland Department for the Economy
, 54
Norway
, 5, 52, 55, 57, 59–60, 65–67, 70, 81
object approach to, talent
, 9
OECD. See Organisation for Economic Co-operation and Development (OECD)
OEXPA. See Expatriate Ordinance (OEXPA)
opportunity
, 9
Organisation for Economic Co-operation and Development (OECD)
, 54, 58–61, 65–67, 70, 79–81
organizational commitment
, 20
organizational culture
, 49
organizational performance
, 62
output pillars
, 53
partial exclusive talent management (TM)
, 36
partial inclusive talent management (TM)
, 36, 73
perceived distributive justice
, 46
Perryer, C.
, 85
person-job fit
, 71
person-organization fit
, 71
Pick, D.
, 85
point in time evaluation
, 27
political capital
, 12
portability of talent
, 40
potential
, 12–13, 27
practice
, 3–4, 7–9, 11–12, 14–17, 20–37, 39, 42, 44, 48
proposition. See employer brand proposition; employer value proposition (EVP)
psychological contract
, 43–44, 46
Pygmalion effect
, 48
reactive TM
, 71
readiness factor
, 53
repatriates
, 80–82, 84, 87–88
retaining talent
, 11, 20–24, 36, 60, 62–63, 64–65, 67, 81–82, 87–90
retention-based TM
, 71
Romanes, Bridget
, 89–95
Savanevičienė, A.
, 35
Schäfer, L.
, 70, 71
Schuler, R. S.
, 74
Science, Technology, Engineering, and Math (STEM)
, 19
Scott-Ladd, B.
, 85
Scullion, H.
, 70, 71
self-confidence
, 48
self-management, talent
, 44–46
Singapore
, 5, 52, 56–57, 59–60, 63–66, 69, 81, 90
Skilling, D.
, 57
small advanced economies
, 5, 51–75
challenges
, 58–59
compared with large advanced economies
, 56–58
macro talent management (MTM)
, 52–53
roles in talent management (TM)
, 59–75
Small Advanced Economies Initiative
, 54, 56
small and medium enterprises (SMEs)
, 60, 70–72, 78, 79, 88, 90, 97–98
small developed economies
, 54
SMEs. See small and medium enterprises (SMEs)
social capital
, 12
social recruiting
, 18
Solari, L.
, 85
solutions
, 34, 72, 77, 82–88, 97
Soparnot, R.
, 88
STEM. See Science, Technology, Engineering, and Math (STEM)
Stop Mass Immigration
, 61
subject approach to, talent
, 12
Swailes, S.
, 35
Switzerland
, 5, 8, 35, 52, 56–57, 59–63, 65–66, 69, 70, 81
Systems, Applications, Products in Data Processing (SAP)
, 85
talent
acquired
, 10, 11
assessing
, 26
attracting/attraction. See attracting talent
borrowing
, 41–42
buying
, 41–42, 69
competence × commitment × contribution
, 9–10
competitiveness. See talent competitiveness
culture. See culture
dependence on competitive strategy
, 26
designation
, 43
developing. See development talent
in Europe
, 7
external
, 17, 40, 53
flows
, 53, 68, 81
high potentials (HiPo’s)
, 8, 17, 28–29
identification
, 12, 26, 41–42, 47
importers. See talent importers
innate
, 10–11
as innate gift
, 8
internal
, 17, 40, 53
make or buy talent
, 39–42
making
, 41–42
meaning of talent
, 7, 10, 15–16, 33, 48, 70
mismatch
, 81
in North America
, 7
object approach to
, 9
performance
, 7–17, 22–25, 29, 35, 37
platforms
, 69
pools
, 16, 19–20, 35, 84
portability of talent
, 40
as positions
, 13–14
potential
, 12–13, 27
retaining. See retaining talent
self-management
, 44–46
subject approach to
, 12
tell or do not tell
, 48–49
waste. See talent waste
as a what (object)
, 8–11
as a who (subject)
, 12–13
Talent Acquisition Specialists
, 26
“talent as positions,”
, 14
“talent as potential,”
, 13
talent competitiveness
, 51, 53, 60, 68, 85
talent flows
, 53, 68, 81
talent grid
, 29
talent importers
, 89–90, 93–94
talent lead
, 27–28
talent management (TM)
in companies with global mobility activities
, 72–75
decisions
, 33–49
defined
, 16–17
elite
, 36
exclusive-inclusive continuum
, 4, 33–36, 36f, 38f, 39, 58f
exclusive-inclusive divide
, 4, 34–35
vs. human resource management
, 23–24, 45
inclusive
, 24, 28, 37–38
in New Zealand
, 77–96
in Norway
, 65–67
outcomes of
, 24
in practice
, 24–32
reactive
, 71
retention-based
, 71
in Singapore
, 63–65
small advanced economies. See small advanced economies
in SMEs
, 70–72
in Switzerland
, 60–63
training and development activities
, 19
typology of
, 36f
talent management (TM) perspectives
exclusive-people TM
, 37–38
exclusive-position TM
, 37–38
inclusive-people TM
, 37–38
inclusive-position (social capital) TM
, 37–38
talent management (TM) philosophies
exclusive-developable TM
, 37–38
exclusive-stable TM
, 37–38
inclusive-developable TM
, 37–38
inclusive-stable TM
, 37–38
talent mismatch
, 81
talent pipelines
, 18, 20, 30–31
talent platforms
, 69
talent pools
, 16, 19–20, 35, 84
talent self-management
, 44–46
talent waste
, 80
Tarique, I.
, 74
TM. See talent management (TM)
topgrading
, 24
Travaglione, A.
, 85
United Nations (UN)
, 54–55, 64
van Woerkom, M.
, 36–37
Vilčiauskaitė, B.
, 35
Vodafone New Zealand
, 86–87
“War for Talent,”
, 14, 22, 37, 77, 81–82, 96
Williams, Katie
, 86
Woodward, I. C.
, 85
World Trade Organization (WTO)
, 54
Zenger, T. R.
, 72