- The Oxford Handbook of Talent Management
- List of Figures
- List of Tables
- List of Contributors
- The Historical Context of Talent Management
- Star Performers
- Within-Person Variability in Performance
- The Potential for Leadership
- Managing Talent across Organizations: The Portability of Individual Performance
- Human Capital Resource Complementarities
- Talent and Teams
- Talent or Not: Employee Reactions to Talent Designations
- Virtual Teams: Utilizing Talent-Management Thinking to Assess What We Currently Know about Making Virtual Teams Successful
- Stars that Shimmer and Stars that Shine: How Information Overload Creates Significant Challenges for Star Employees
- Employer Branding and Talent Management
- Talent Intermediaries in Talent Acquisition
- Straight Talk About Selecting for Upper Management
- Managing talent Flows Through Internal and External Labor Markets
- Workforce Differentiation
- Succession Planning: Talent Management’s Forgotten, but Critical Tool
- Talent Development: Building Organizational Capability
- Talent and Turnover
- HR Metrics and Talent Analytics
- Talent Management in the Global Context
- Talent Management in the Public Sector: Managing Tensions and Dualities
- Talent Management in Emerging Economies
- Talent Management in Multinational Corporations
- Talent Management in Small- and Medium-Sized Enterprises
- Talent Management of Nonstandard Employees
- Integrating Talent and Diversity Management
- How is Technology Changing Talent Management?
Abstract and Keywords
Talent-management research has primarily focused at the individual and organizational levels. While this work has added much value to the literature, we believe that shifting the focus to the macro context will further strengthen the field. This might include exploring country-level government activities that enhance a country’s talent levels; non-governmental initiatives to help various countries bolster their talent-management programs; global talent mobility; and knowledge transfer. To incorporate this focus more systematically, we present a conceptual framework for macro talent management. The framework draws our attention to the macro, global, and country context within which talent management occurs, as well illuminates its multiple processes and outcomes. We offer directions for future research and discuss implications for policy makers and companies.
Shaista E. Khilji is a professor of Human and Organizational Learning & International Affairs at the George Washington University (GW), and founding editor-in-chief of the South Asian Journal of Business Studies. Dr. Khilji’s most recent work focuses on social inequalities within organizations and conceptualizing macro global talent management. She has published her work in many tier 1 academic journals and presented more than one hundred papers at international conferences. She has won many awards, including the Best Reviewer and Best Service Achievement Awards from the Academy of Management, the Best Paper Award from Academy of International Business, GW’s Service Excellence Award in the Collaborative Group category for hosting the Clinton Global Initiative University at GW, and the VALOR Award for cross-disciplinary work. She has served as a consultant to many public and private sector organizations, including working on President Obama’s initiative to develop transparent culture in the US government.
Randall S. Schuler is Distinguished Professor of Strategic International Human Resource Management and Strategic Human Resource Management, past director of the Masters in HRM Program, and founder and past director of the Center for Global Strategic Human Resource Management in the Department of Human Resource Management. He is also on the faculty of Luzern University Business School as a Visiting Scholar. His interests include managing talent, innovation and human resource management, global human resource management, strategic human resource management, the human resource management function in organizations, and the interface of business strategy and human resource management. He has authored or edited more than fifty books. In addition, he has contributed more than seventy chapters to books and has published over 150 articles in professional journals and academic proceedings. He is a Fellow of the American Psychological Association, the British Academy of Management, the Society for Industrial and Organizational Psychology, and the Academy of Management. Currently he is co-editing a Global HRM series for Routledge, with P. Sparrow and S. E. Jackson. It is composed of more than twenty-five books and involves more than 400 authors from around the world.
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