Investigating talent management in firms from emerging economies, this book discusses strategies and practices of managing talented employees in the context of BRIC countries. Talent Management in Emerging Market Firms illustrates how emerging multinationals use their talent management to create and extend competitive advantage in global markets, and how they support their competition with talent as their main asset. Extending the talent management perspective, the book compares companies from Brazil, Russia, India and China to provide the link between talent management practices, a firm’s performance and organizational competitiveness within the context of emerging economies.

Macro Talent Management in Emerging and Emergent Markets is the first book to focus specificially on country-level activities that are aimed at attracting, developing, mobilizing, and retaining top talent for economic success in emerging or emergent markets. The book serves as a guide that orients the reader toward activities that increase their country’s global competitiveness, attractiveness, and economic development through strategic talent management. This book brings together leading experts from around the world to address such issues as cross-border flows of talent, diaspora mobility, knowledge flows, global labour markets, and policies. The book is structured in three parts: Part I covers emerging markets, Part II emergent markets, and Part III pan-national themes such as migration and clusters. Bringing together research from the fields of human resource management, international business, economic geography, comparative international development, and political economy, this is a definitive, comprehensive treatment of the topic aimed at advanced students and practitioners.

This book explores the implications of talent management in four practical settings across the globe. Focusing on countries in the Asia-Pacific region, Central and Eastern Europe, Latin America and within the Commonwealth of Independent States (CIS), the authors illustrate how multinational corporations (MNCs) can benefit from talent management practices and as a result, develop a strategy of organizational leadership. Offering empirical examples from each region, this book examines how economic and cultural contexts influence talent management. Talent Management in Global Organizations discusses successful cases in different cross-cultural settings, and aims to inspire companies around the world to develop and implement talent management practices effectively.

While much has been written on talent management in the global context, talent management in emerging markets and the unique challenges and opportunities it presents has received little attention in the literature. This book explores these issues through theory, practice and case studies with contributions from scholars and practitioners based both in emerging markets and in Canada, the United Kingdom and The United States. The book provides the reader with a guide to setting up a talent management function in a multinational operating in emerging markets, including some 70 learnings and a set of key performance indicators with indicative targets to achieve when managing talent effectively in emerging markets. Throughout the book, talent management examples are drawn from diverse emerging markets across Asia (especially India and China), Africa, Central and Eastern Europe, the Middle East, and South America.

The war for talent is heating up in emerging markets. Without enough “brain power,” multinationals can’t succeed in these markets. Yet they’re approaching the war in the wrong way—bringing in expats and engaging in bidding wars for hotshot local “male” managers. The solution is hiding in plain sight: the millions of highly educated women surging into the labor markets of Brazil, Russia, India, China, and the United Arab Emirates. Increasingly, these women boast better credentials, higher ambitions, and greater loyalty than their male peers. But there’s a catch: Attracting and retaining talented women in emerging economies requires different strategies than those used in mature markets. Complex cultural forces – family-related “pulls,” such as daughterly duties to parents and in-laws, and work-related “pushes,” such as extreme hours and dangerous commutes – force women to settle for dead-end jobs, switch to the public sector, or leave the workforce entirely. In Winning the War for Talent in Emerging Markets, Sylvia Ann Hewlett and Ripa Rashid analyze these forces and present strategies for countering them, including: • Sustaining ambition through stretch opportunities and international assignments • Combating cultural bias by building an infrastructure for female leadership (networks, mentors, sponsors) • Introducing flexible work arrangements to accommodate family obligations • Providing safe transportation, such as employer-subsidized taxi services Drawing on groundbreaking research, amplified with on-the-ground examples from companies as diverse as Google, Infosys, Goldman Sachs, and Siemens, this book is required reading for all companies seeking to strengthen their talent pipeline in these rich and expanding markets.

In a period of about 20 years, Latin America (LATAM) moved from having highly unstable closed economies ruled by authoritarian regimes, to becoming more democratic, stable and open to investment and trade, attracting by 2020 close to 11% of world total foreign direct investment. In parallel, the region has seen the emergence of large multinational companies (so called multilatinas), which have become true global players. There is still relatively little knowledge about how to manage employees in these countries and there is a need for more research addressing people management problems. In comparison with other world regions, Human Resource Management research on Latin America remains scarce. Focusing on this region, this book seeks to offer a more up to date review of the main developments in HRM and talent management that have recently occurred in Latin America, paying attention to local cultural and institutional factors; illustrate examples of idiosyncratic problems or issues that require approaches to TM that differ significantly from those commonly established in current literature; and describe and reflect on the transfer of Talent Management policies from and to LATAM within the context of local and foreign multinational companies. Talent Management in Latin America updates main HRM topics in Latin America, with a local focus on culture and institutions. It shows the latest state of knowledge on the topic and will be of interest both to researchers, academics, and students in the fields of human resource management, critical management studies, and international business.