Index
Global Talent Management During Times of Uncertainty
ISBN: 978-1-80262-058-0, eISBN: 978-1-80262-057-3
Publication date: 10 November 2022
This content is currently only available as a PDF
Citation
(2022), "Index", Schlosser, F. and McPhee, D.M. (Ed.) Global Talent Management During Times of Uncertainty (Talent Management), Emerald Publishing Limited, Leeds, pp. 139-144. https://doi.org/10.1108/978-1-80262-057-320221011
Publisher
:Emerald Publishing Limited
Copyright © 2023 Francine Schlosser and Deborah M. McPhee
INDEX
Academic experience
as enabler for global employment
, 75
length of
, 75
as opportunity to study with multicultural groups
, 74–75
as source of cultural knowledge
, 73–74
Academic experiences
, 4
Administration
, 53
AI
, 13
Airbnb
, 89
Alphabet
, 84
Amazon
, 83–84
Amenities
, 57
hypothesis
, 59, 61
Annual bonus
, 101
Anxiety
, 52
Appearance
, 43
Apple
, 83–84
Art of doing
, 89
Attracting
, 14
Authoritative approach
, 51–52
Barcelona Handball
, 65
Big OE
, 62–63
Black swan events
, 43
Brain circulation
, 5, 117–118
Brain drain
, 5, 62–63, 109
considerations
, 118–119
migration of talent
, 110–116
strategies for sustainable global talent management
, 116–118
Brain gain
, 111, 118
Brand-related crises
, 44
Brazil
, 2, 5, 18, 115–116
Brazilian context
, 115–116
Brexit campaign
, 12
Burnout
, 126–127
Business environment (BE)
, 2, 26–27
talent as product of
, 29–31
Calling
, 131
Canadian empirical studies
, 63–65
Canadian military
, 45
Career competencies
, 4, 72–73
Career factors
, 113
Chaos theory
, 124, 132
of careers
, 6, 124, 132
Chinese digital R&D center of Nordic multinational
, 93
Chinese digital talents
, 103–104
Chinese managers
, 95
Chinese society, evolving changes in
, 103–104
Cities and the Creative Class
, 58
City branding
, 58, 61–63
City of London
, 60
City-regions
, 58–59
Collectivism
, 17
Communication
, 52–53
Compensation
, 130
Compensation
, 95
Competition
, 84, 88
Computational modelling
, 35
Concentration of force
, 50–51
Contextualisation
, 26
Contingency theory
, 28–29
Controls systems
, 51
Conventional media outlets
, 12
Cooperation
, 52–53
Corporate communication
, 13
Corporate disinformation
, 13, 21
Corporate information by competition and location businesses
, 20
Cosmopolitanism
, 64
Counselling
, 53
Country-branding
, 61–63
Courage
, 43, 48
COVID-19 pandemic
, 11, 21, 93, 112, 115–116, 123–125
effects of
, 1
global
, 5
GTM
, 2
socio-political ramifications
, 4
Creative city
, 58
Creative class theory
, 63
Crimean military conflict
, 17
Crisis events
, 45
Cross-border academic education
, 71
Cross-cultural training
, 77
Cross-national lens
, 15
GTM through
, 16–17
Cultural density
, 76
Cultural diversity
, 76–77
Cultural embeddedness
, 75
Cultural factors
, 114
Cultural paradoxes
, 73
Cultural-cognitive economy
, 63
Curbside grocery pickup
, 85
D-Day invasion
, 17
Danish talent
, 65
De-globalisation process
, 60
Demand
, 86–88
Developing countries
, 6, 109, 115–116
Developing talents
, 14
Differentiated talent management
, 2, 4–5
Digital competencies
, 96
Digital R&D center
, 96
Digitalisation
, 85
Direct harm
, 13
Discomfort
, 43
Disinformation
, 11–12
campaigns
, 20–21
as global phenomenon
, 12–13
and global talent management
, 19–21
managing talent in global context
, 14–19
in mix
, 19–20
as source of uncertainty to global talent management activities
, 20–21
Distributed talent
, 5
Distributive justice perceptions
, 95
Dubai
, 61
Economic factors
, 113
Economic inequalities
, 2, 5, 119
Economy of effort
, 51
Edu-immigrants
, 2, 4, 72, 75, 78
Effective leadership
, 41
Employee benefits
, 18
Employee morale
, 47
Employee turnover
, 95
Employer branding
, 58
Employment model
, 34
Energy
, 43
Environmental scanning scholarship
, 29–30
Ethnic diversity
, 64
Experienced nursing professionals
, 2, 6, 123–124
Extra-organisational (macro) elements
, 15
Facebook
, 84
False advertising
, 13
Family
, 114
Fear
, 52
Feeling appreciated
, 125–126
Financial rewards
, 95
Flexibility
, 51–52
Flexible working hours and leaves
, 17
Fog of war
, 43
Free-reign approach
, 51–52
Freedom Convoy, The
, 13
Gini coefficient
, 104
Global high-tech talent
, 2, 4–5
Global Migration Data Analysis Centre (GMDAC)
, 110
Global nursing shortage
, 6, 128
Global staffing
, 88
Global Talent Competitive Index (GTCI)
, 115
Global talent management (GTM)
, 1, 11–12, 14, 25–26, 42, 71
activities
, 15
through cross-national lens
, 16–17
disinformation and
, 19–21
implications for
, 77–78
impact of macrofactors impeding on micro-GTM activities across different nations
, 18–19
practical contributions
, 78
practices
, 2, 5
‘realised talent’ and ‘talent discovery’ in
, 27–29
as system
, 15
and uncertainty
, 3–6
Global talent managers
, 11–12
Global warming
, 112
Global workforce
, 109
Globalisation
, 26, 109
Good living conditions
, 57
Google
, 83
Government for Science (GOS)
, 35
Government institutions
, 117
Harm
, 13
Healthcare HRM
, 6, 132
Hierarchy and decision-making at work
, 17
High-Tech Talent (HTT)
, 5, 85–86
global staffing
, 88
recruitment
, 5
supply, demand and mobility
, 86–88
Higher education
, 4, 64, 110, 115
Honesty
, 43
HR process automation
, 18–19
Human capital (HC)
, 32
employment model
, 34
knowledge base
, 32–33
priorities
, 32
skills imbalances
, 33–34
Human resource management (HRM)
, 42, 112, 129–131 (see also International Human Resource Management (IHRM))
IBM
, 83
Inclusive approach
, 128
Indirect harm
, 13
Individual-level perceptions
, 94
Industry-oriented perspective
, 5
Inequality
, 103
Information acquisition
, 29
Information and communication technology (ICT)
, 84, 86
Information flow
, 2–3, 11–12, 16, 19–20, 117
Information spread
, 12
Initiative
, 43
Integrity
, 43
Intelligent career competencies
, 71, 73–77
Intelligent career concept, lessons from
, 72–73
Intentional political messaging
, 16
Interconnectedness
, 83
Internal inequity
, 104
International academic experience
, 73
breadth of
, 76
International academic exposure, elements of
, 73–77
International experience
, 72–73
International exposure
, 72
International Human Resource Management (IHRM)
, 1, 11
activities
, 2
in organisations
, 3
research and practice
, 42
International Organization for Migration (IOM)
, 112, 116
International self
, 73
International students
, 4, 72, 74
Interviewing
, 53
Intra-organisational (micro) elements
, 15
IT talent
, 86
‘Johnson & Johnson’s response
, 44
Justice perceptions
, 93
data analysis
, 97
data collection
, 96–97
evolving changes in Chinese society
, 103–104
findings
, 97–101
implications for research and practice
, 104–105
limitations
, 105
literature review
, 94–96
local justice perceptions regarding incentives
, 101–102
single case study
, 96–97
Knowing-how
, 72, 78
Knowing-whom
, 72, 78
Knowing-why
, 72–73, 78
Knowledge
, 110
Knowledge, skills, and abilities (KSAs)
, 88
Knowledge base
, 32–33
for decisions
, 27
Leaders
, 41
relevance of uncertainty in leadership
, 42–45
Ten Principle framework
, 46–53
theoretical underpinnings
, 45–46
Leadership
, 41–42, 47
relevance of uncertainty in
, 42–45
Leading through turbulence
, 3
Local justice perceptions
regarding incentives
, 101–102
regarding salary
, 101
Local socio-cultural contexts
, 5
Low-skilled service employees
, 60
Loyalty
, 95
Luxembourg
, 61
Macrodrivers of GTM
, 1
Malaysia
, 17
Management by objectives (MBO)
, 46
Mental fog
, 43
Microdrivers of GTM
, 1
Microsoft
, 83–84
Migration
, 5
aspects in cities debate
, 59–60
Brazilian context
, 115–116
factors
, 112–115
flows of workers
, 109
sustainability
, 111–112
of talent
, 110
Military leadership
, 45
Military science
, 42
Misinformation
, 12
Mistrust
, 52
MLcomp
, 96–97, 101
R&D employees in
, 101
Mobilising
, 14
Mobility
, 86–88
Monetary rewards
, 5, 93, 102
Morale, maintenance of
, 47
Multilateral organisations
, 118
Multimedia disinformation
, 13
Multinational Enterprises (MNEs)
, 2–3, 11, 93
operations
, 17
talent management
, 11
National Apprenticeship Act
, 89
National business environment
, 26
National level policy decisions
, 5
New Zealand talent
, 62–63
Newspapers
, 12
Nordic multinational
, 93
Nursing
careers
, 123
professionals
, 124
talent re-attraction
, 130–131
talent renewal
, 131–132
talent retention
, 129–130
Obedience
, 95
Object approach
, 26
Objectives, selection and maintenance of
, 46–47
Offensive action
, 48
One Child policy
, 103
‘Ordinary’ talent management
, 5
Organisation for Economic Co-operation and Development (OECD)
, 123
Organisational talent management strategies
, 118
Organisations
, 13, 72
Oure Sports College
, 64
Pandemic
, 115
post-pandemic challenge
, 124–133
restrictions
, 84
Paris Saint German Handball (PSG Handball)
, 65
Participative approach
, 51–52
Pay-for-performance practice
, 95, 102
Pension regulations
, 18
People, planet and profit (3Ps)
, 111
Perceived breach
, 126
Perceived organisational justice
, 95–96
Perceived quality of job websites
, 18
Perception of reward and recognition
, 17
PIEs
, 73
Policy-makers
, 117
Political city initiatives
, 2, 4
Political factors
, 113
Post-pandemic challenge
feeling appreciated
, 125–126
implications for research and practice
, 132–133
nursing talent re-attraction
, 130–131
nursing talent renewal
, 131–132
nursing talent retention
, 129–130
professional calling and skills development
, 124–125
stress and burnout
, 126–127
talent management literature
, 127–128
Post-pandemic health-care
, 125
‘Post-pandemic’ approach
, 1
Professional calling
, 124–125
Public information about business environment
, 20
Qualified professionals
, 112
R&D employees in MLcomp
, 101
Re-employment
, 130
‘Realised talent’ in GTM
, 27–29
Remote work
, 84
Repatriation
, 14
Responsibility
, 43
Retaining
, 14
Retention
, 94
Reverse retirees
, 130
Rewards management
, 94–95
in case company
, 97–100
Richard Florida
, 57–58
Robustness
, 25
Russia
, 2–3, 25–26, 33–34
analysis of HC in
, 32
BE of
, 31
Russia-Ukraine war
, 33, 43–44
Russian labour market
, 31
SARS-CoV-2 virus
, 112
Scandinavian empirical studies
, 63–65
Scanning
, 30
Security
, 48–50
Selective information processing
, 19–20
Self-confidence
, 43
Self-directed expatriation
, 112
Self-efficacy
, 49
Shared regional talent approach
, 2, 4
Singapore
, 61
Skills development
, 124–125
Skills imbalances
, 33–34
Skills misallocation
, 33
Social factors
, 113
Social media
, 12–13
Socio-economic change
, 4–6
Socio-political change
, 3–4
Stakeholders
, 2
Stress
, 126–127
Subjective evaluation of information
, 19
Supply
, 86–88
Surprise
, 50
Sustainability
, 111–112
Sustainable approach to GTM
, 5
Sustainable global talent management, strategies for
, 116–118
Talent
, 41
appreciation
, 6, 123
assessment
, 30, 35
contextualised talent insights
, 31–32
contingencies
, 130
flow
, 5, 117
identification
, 26
identity
, 126
inflows and outflows
, 115–116
leadership
, 41
migration
, 111
mobility
, 4, 6, 60
planning
, 14
as product of business environment
, 29–31
reattraction
, 131
retention strategies
, 14
Talent discovery (TD)
, 26
in GTM
, 27–29
human capital and
, 32–34
Talent management (TM)
, 57, 93–94, 96, 123 (see also Global talent management (GTM))
Canadian and Scandinavian empirical studies
, 63–65
city-and country-branding
, 61–63
earlier studies on city-regions and talent
, 58–59
global implications and nursing
, 128
literature
, 127–128
migration aspects in cities debate
, 59–60
Talented employees
, 57
Tech apprenticeships
, 89
Technology
, 18, 131
Tele-health
, 85
Ten Principle framework
, 42, 45–46
administration
, 53
concentration of force
, 50–51
cooperation
, 52–53
economy of effort
, 51
flexibility
, 51–52
maintenance of morale
, 47
offensive action
, 48
security
, 48–50
selection and maintenance of objectives
, 46–47
surprise
, 50
Third-party information
, 20
Transformational leadership
, 128
Transition from retirement to work
, 6, 132
TV
, 12
Twitter
, 83
Tylenol
, 44–45
Uncertainty
, 1, 25, 41, 83
contextualised talent insights
, 31–32
GTM and
, 3–6
human capital
, 32–34
influence
, 6
‘realised talent’ and ‘talent discovery’ in GTM
, 27–29
relevance of uncertainty in leadership
, 42–45
robustness
, 25
talent as product of business environment
, 29–31
talent discovery
, 26
talent discovery
, 32–34
Unemployment
, 130
United Arab Emirates (UAE)
, 17
United Kingdom (UK)
, 18
United States (US)
, 61
Unretirement
, 130
Vaccination efficacy
, 21
Virtual customer relationships
, 84
Vocation
, 131
Voluntary employee turnover
, 94
Voluntary workers flow
, 118
Whistleblowing
, 53
Wikipedia
, 12
World Economic Forum (WEF)
, 31, 61
Zelensky, Volodymyr
, 43–45, 48–49
- Prelims
- Introduction
- Part I: Global Socio-political Change
- Chapter 1: Investigating the Role of Disinformation on GTM Activities
- Chapter 2: Reducing Uncertainty by Contextualising Talent
- Chapter 3: A Guiding Framework for Leaders in Uncertain Times: Learning from GTM in the Canadian Military
- Chapter 4: Talent Management at City Level: Past Experiences and Future Directions of Mobility?
- Part II: Global Socio-economic Change
- Chapter 5: Being There, Done That, Known This, and Known That: International Academic Experience and Intelligent Career Competencies
- Chapter 6: Global High-tech Talent in Times of Uncertainty
- Chapter 7: Chinese Digital Talents and Monetary Rewards: A Case Study of Justice Perceptions in a Nordic Multinational
- Chapter 8: Preventing Brain Drain: A Sustainable Perspective of Global Talent Management
- Chapter 9: The Post-pandemic Challenge of Retaining, Re-attracting, and Renewing Experienced Nursing Talent
- Index