Introduction

 

            Talent
Management (TM) both in the local and global environment has become essential
extensively towards sustenance of competitive rivalry. In a market whereby TM
determines the difference between profitability and losses, organisations have been investing into the
function (Berger 2010). Most specifically, in developing and hiring talent,
businesses have had to embark on an intense
analysis of cross-cultural disparities to inculcate the most useful
talent into the company. The differences in national and international cultures
have entailed a more comprehensive outlook on hiring and developing talent
through adopting innovative strategies. Therefore, this paper aims to examine
cross-cultural TM through an examination of talent hiring and development.  

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Report

 

Critically Evaluate Different
Cultural Perspectives on Talent and Talent management

 

            Local
and multinational companies have been facing an increasing challenge in talent
management, especially in the aspects of hiring and subsequent resource
development. In an environment whereby the prospect of cosmopolitan society
exists, the possibility of cross-cultural recruitment and developing talent has
become a contemporary issue of concern. According to Ehnert (2009, 27), the
various activities such as talent acquisition, developing, and managing is a
fundamental expression both for local and global organisations. The interest into talent management has arisen from
the prospect of a diversity of individuals that poses a daunting environment
for human resource managers to effectively hire and develop talent (Briscoe,
Hall and Mayrhofer, 2011, 32). Therefore, in the analysis of the cultural
perspectives, the first aspect of the analysis is what denotes talent. As per
Mumbo (2016, 75), talent signifies the unique ability that an individual has in
undertaking a given task. Specialty in conducting an assigned role in the
evaluation of employees is a not in high supply. Deters (2017, 29) emphasises that having employees who have a
particular ability in the execution and management of a given role is not in
high supply since organisations still
have to undertake training and development. Majority of the organisations
prefer to retain the talented workforce or in most instances, have to embark on
hiring or developing talent.

 

 

Talent Management

 

            In
the competitive marketplace, the various facets of talent management such as
hiring and developing have been taking centre
stage among the different companies. Therefore, from the analysis of Griffin
(2013, 15), talent management denotes a dynamic process in which an organisation embarks on attracting, recruiting,
developing and retaining individuals who exude capability to make a critical
impact on the organisation. As such, the
individuals that the companies aim towards retaining reveal the potential to
obtain results that are firm specific and hard to replace. Further Molinsky
(2013, 49) emphasises that in a
competitive marketplace, TM has become an important tool for large companies
towards sustenance of competitive advantage. Having the right employees with
the right skill sets ensures that efficiency and effectiveness in the execution
of roles. It is important to point out that in TM, Al Ariss (2014, 58) believes
that hiring and developing talent sustains the organisational
position in the sustenance of skill in executing various roles.  In the present environment, hiring and
developing talent is reliant on paying attention to three key stakeholders
inclusive of top management, line managers, and
HR departments.

 The
prospect that TM has been essential towards the transformation of the CEOs from
the general Human resource management to emphasise
on a pool of talented people calls for a transformative agenda in the
operational dynamics (DeLong and Trautman, 2010, 21). Additionally, TM has
become extensively pivotal to organisational
performance that companies have to seek where there is talent and emphasis on organisational performance has become dependent
on the skills of the employees.  Further,
companies have become increasingly sensitive to the aspects of global
competition and culture, thereby, not being limited to the local pool of
skills. Culture as per Reis, (2015, 42) has been the driving force towards the
change in TM with the emphasis on hiring and developing talent importance
towards driving local and global competition.

 

                                     

Cultural Perspectives on Talent and
Talent Management

 

            Organisations
in the present environment comprise of
interconnected and consistency in opinion about the talent they would want to
hire and develop. Essential elements of TM entail developing and hiring talent
and organisations that exude interest in
TM ought to have distinctive programs that are
geared towards fitting the set mission statement. As mentioned, hiring
and developing talent is a fundamental aspect of TM in both the global and
local environment that has been taking shape in the recent years. Nonetheless,
the prospect of culture has become influential in the operational dynamics of
businesses. According to Wang and Liu (2016, 20), culture has become an issue
of concern in the talent hiring and developing process. As such, the practices
have become the primary purpose of organisations.
As a fundamental aspect, in TM hiring, talent has been reliant on the national
culture coupled with the role that branding provides from the organisational perspectives. The national
culture entails issues such as the values, religion, and beliefs that shape the
functions of a talent. Of utmost concern are the values that the nation exudes
(Scullion and Collings, 2011, 59). In the hiring and developing talent, an organisation has to show that their values are
in line with the nations. Therefore, if an organisation
has an excellent reputation and conforms to the values of the country, hiring
talent can be easy and efficient (Thornton, Rupp and Hoffman, 2014, 86). 

            Further,
in the analysis of the national culture, the organisation
has to view the potential pool of talent as customers and adopt strategic
analysis, segmentation, and creation of a distinctive image with the aim of
obtaining expertise from the different cultures. If an organisation chooses the various initiatives to examine the diverse
cultures, the prospect of success is bound to prevail. Further, Povah and
Thornton (2011, 83) emphasise that going
about talent hiring in a cross-cultural environment denotes the management
identifying the talent sought, scrutinising
the diverse cultures and developing an interview process that is in line with
the diversity in culture. It is equally important for the organisation to have a fluid pool of talent in
the hiring process. In line with the cross-cultural environment, organisations
ought to comprehend that fluidity in the talent pool ensures that the
organisation resonates with the different cultures.

            On
the other hand, in the talent development process, appreciation of the
cross-cultural aspects is necessary to deviate from any form of conflicts.
Different cultures have distinctive levels of attitude, perception, values, and
beliefs that ought to shape the talent development process. Inevitably, the organisation has to exude a heightened
awareness of the demographic characteristics to create a greater urgency
towards talent development package that is suited to the holistic or specific
culture. Development of talent is integral and time should be spent to
comprehend the cultural facets of the potential candidates (Povah and Thornton,
2011, 46).  Apart from the national
culture, the prospect of cross culture translates into differences in the
managerial thinking and employee performance. In the process of talent hiring
and development, sustenance of competency in cross-culture should be based on the evaluation of the following
aspects:

–       Power distance: denotes the level to which the evident
power structure and inequality are tolerable across the different cultures

–       Masculinity/femininity: the degree to which
individuals are either risk neutral or open to tolerating deviation from the
diverse norms. An organisation can
operate in a patriarchal society. Therefore, the focus on analysis of
perceptions of the men to empowering women should prevail 

–       Uncertainty avoidance: entails the level to which
people in cultures that show high uncertainty avoidance can be less tolerant of
the prospect of deviation to the norms 

–       Individualism versus collectivism: the extent of
interdependence to the society through the analysis of whether the individual’s
image is defined in either first and
third person

            The
above cross-cultural dimensions determine how an organisation can undertake TM in their talent hiring and
development. In the competitive marketplace, hiring and developing talent
translates into an avenue whereby an organisation
can confidently operate. As per researchers such as Ratten and Ferreira (2016,
62), the cross-cultural differences
entails that the there are differences in the TM styles adopted. Therefore, of
paramount concern is the emphasis on unique approaches towards the TM that translate
into candidates who are on-board in the process of hiring and developing
talent.

 

 

Examining and Evaluating Different
Approaches to Hiring and Developing Talent in Global Business

 

            Improvement
in economic outlook coupled with globalisation
has been offering businesses with the opportunities to grow and expand
operations thus the subsequent surge in need
to hire and develop talent. As such, the far-reaching differences in culture
nonetheless have led to significant implications on the methods towards hiring
and developing talent (Collings, Mellahi, and Cascio, 2017, 36). Further,
sifting through the global markets to seek the best talent to hire has been
eclipsed by the multichannel sources such as digital hiring and social media
becoming the norm (Bluen, 2013, 38). Thus, in the competitive and global
business market, the focus on fundamental strategies towards hiring and
developing talent in a cross-cultural environment is a challenging implication.
Streamlining the processes of hiring and developing talent in global business
has entailed the use of TM as a tool towards delivering innovation and
transforming the operational dynamics of the business. An unprecedented need
for insight into the technological changes is an advisable approach towards the
hiring and talent development process.

 

 

Automation and Streamlining the
Talent Hiring and Development Process

 

            In
a competitive global environment, organisations
need to comprehend that the rivals are not equally hiring but also
contemplating on how they can poach the best talent in the organisation.
Obtaining, hiring, developing, and retaining talent is. Therefore, an issue of concern and organisations need to capitalise on the potential that technology
offers. Embarking on the automation and streamlining of the talent hiring and
development process centralises on the
talent data in the delivery of the available analytics for effective and
efficient decision-making (Collings, Wood and Caligiuri, 2014). Through the utilisation of the workflows in the organisation, the management can benefit
considerably from the improvement in networking and visibility in the talent
hiring process. Steers, Nardon and Sanchez (2013, 41) emphasise that technology solutions can further catapult the
communication process with the HR team to improve the talent development
process in the global environment. The technological capabilities such as
social media are effective towards hiring high volumes of talent at a fast rate
and build a comprehensive global talent pool that is easy to develop to suit
the organisational needs (Berger, 2010,
79). Thus, streamlining the talent development and hiring process will denote
two critical areas of sourcing and on boarding.

            Sourcing
in the global market via technology denotes comprehensive tactics in which
employee referrals are sought (Griffin, 2013, 47). Social media sourcing
through sites such as LinkedIn coupled with multichannel work distribution
should assist the organisation to enhance
the quality of hires combined with the reduction
of time and hiring costs of talent (Sluis and Bunt, 2009, 92). On boarding is
related to the development of expertise. New talent productivity is heightened via making it easy to complete
the employee information quickly and embarking on the development process
(Crawley, Swailes and Walsh, 2013, 35). Therefore, the emphasis on an online
approach to completion of the paperwork should be transformative to the organisation since it can efficiently analyse the shortcomings of the candidate and
define the most applicable approach to talent development.

 

Building a Source of Pre-qualified
talent

 

            An
organisation needs to maintain up-to-date
data on candidates that meet the organisational
needs. Therefore, in line with the prospect emphasis on exploring and expanding
the pool of potential talent, to hire and develop is a sustainable strategy for
an organisation. According to Steers,
Nardon, and Sanchez (2013, 41), a
manageable pool of talent is necessary towards transforming the organisational approach to TM since it already
has potential candidates (Solomon and Schell, 2009, 85). Further, an
information pool of prequalified talent has the
critical potential to addressing the hiring challenges. Talent
acquisition is essential towards assisting the HR practitioners to be proactive
in seeking out talent and building relationships with the best or slightly
qualified candidates. Therefore, having a supply pool of talent translates into
an organisation being ahead of demand and
saving the costs of developing the talent since they are aware of their
training needs.

                                                                                                             

Continuity in Improvement of the
Sourcing Tactics

 

            The
adoption of analytics coupled with reporting can assist the organisation to understand the channels to
adopt in the cross-cultural talent hiring and development process. With the
adaption of a holistically integrated solution, a business can implement
technology to ensure that the sources are visible and match to the organisational culture (Caligiuri, 2012, 17).
Of utmost importance is the emphasis on an integrated solution that is based on ensuring that the employees from
different cultures are evaluated extensively and match to the needs of the organisation (Prime, Jonsen, Carter and
Maznevski, 2008, 24). As per Sparrow and Cooper (2017, 26), a good data source
should be the driver to the cross-cultural talent hiring and development
process with the need for active measurement of activity and results across the
global environment. In TM, engaged, flexible and productive employees play a
significant role in the organisational
success. In the cross-cultural global environment, seeking the top candidates
entails flexibility and being open to the disparities in values, beliefs, and
social norms. 

 

Conclusion

 

            The
success of an organisation from the above
analysis is dependent on innovative TM process. Of significance is the emphasis
on technology to streamline the process of hiring and developing talent in a
cross-cultural environment. As a global business, using social media is an
effective tool towards ensuring that communication prevails and access to a
pool of talent that one can hire and develop is evident. The competitive
environment entails being a step ahead in TM to maintain successful outcomes in
the talent hiring and development function.