Global Talent Management

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Nov 24, 2024

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Section A; question 3. Using Farndale, Scullion and Sparrow’s (2010) framework, critically evaluate the role that the HR function should play in global talent management? Global talent management has become part and parcel of the strategic issues in the multinational corporations (MNCs). The significance of global talents and the pressures of demand and supply are impacting the functions of the Human Resource Management in the multinational corporations. The human resource management plays a critical role in the coordination and monitoring policies that are to be implemented in the overseas subsidiaries. According to Farndale, Scullion, and Sparrow framework, they have identified four roles that human resource in regard to global talent management. These roles include; champions of process, be guardian of the culture, internal receptive managers, and network leadership and intelligence. The champions of the processes : There is a need for the global talent management to acknowledge the essence of coming up with committed top management, provision of training and coaching for the managers, equalizing as well as calibrating of the talents across the markets, ensuring that there is alignment of information system, and to monitor the process of talent management. These points shows the human resource’s role to the champions of the above processes which will result to competitive workers in the global arena (Farndale et al., 2018). Due to the competition that is being experienced in the global context, high demand among the skilled workers is leading to improved need to specify the kind of human capital that constitute to talent, including human, intellectual, social as well as political. As the competitive forces increases, organizations are forced to be in-charge of the supply chain of their skills through strategies such as workforce planning, employer branding, as well as market mapping (Farndale

et al., 2018). These factors are forcing the human resource to ensure horizontal coordination of techniques, processes and tools which helps in talent management in their internal functions. As a result, there is need for effective management of expertise in the global level as well as champion processes role that is key in monitoring the implementation of the global talent management strategies. Guardians of culture : It is the duty of the Human Resource through their social responsibility to make sure that institutions are aware and they have all that it takes to deal with global challenges. The social context theory helps in explaining how the corporate culture is a representation of the social environment of an institution, and this influences the establishment of the Human Resource Management system (Farndale et al., 2018). In addition, it is a social control that influences the behaviors and attitudes, thus becoming the role of the Human Resource as being the guardian of the culture, through overseeing the implementation of the values, principles and systems that are needed when developing the culture of the talent management as well as the employer brand within and without the institution (Farndale et al., 2018). It is also the role of the Human resource in the Multinational Corporation to ensure there is a culture of trust as well as motivation the employees to be work together in coming up with desirable practices, processes and structures. This become a better chance for the Human Resource to focus on talent developing. Thus, Human Resource can act as guardian to ensure that the right approach in the global talent management across the organization is followed, which will create an environment on which people will feel encouraged to be mobile as well as being valued due to their differences. Network leadership and intelligence: Network leadership and intelligence is a concept that describes the ability of the Human Resource to be aware of the leading edge trends and

development that are happening in the labour market (Przytula, 2018). This can be either internal or external, hence helping their employees to sharpen their skills according to the global demands. The Human Resource achieve this through collaboration with other organizations that are of like mind across boundaries through building social capital which is essential in cooperation among organizations hence improving the success of the organization (Farndale et al., 2018). Managers of internal receptivity : The Human Resource have the role to ensure that there is mobility as a result of career development, which will result to employees being looked after in the process (Kandati, 2020). There has been traditional known procedures and values that the employees are used to and these have to be broken and embrace the current and new trends that are emerging the labour market. Thus, Human Resource become significant in the process of ensuring that the right culture and trends are adopted through explaining to the employees and helping them to understand the need of such culture and practices as opposed to what the organization has been doing (Farndale et al., 2018). Section B; question 1.

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In the modern corporate world, workers interest are at the center of the labor markets and there has more proposal when it comes to representation of the workers. As such there are three forms that are going to be critically discussed which include employee involvement, employee participation, and industrial democracy as ways to represent the workers interests. Employee Involvement : This involves the opportunities that the employees are given to make decision that concerns their issues at their workplace. Employee involvement entails a direct interaction of the employees and management which plays a vital role in ensuring that employees take ownership of the processes as well as the projects being undertaken. As a result, the process of the tasks that organization is undertaking are affected by the workers given that they become partners with the management on major decisions in the organization (Vila-Vazquez et al., 2018). In addition, this entails providing employees with opportunities such that worker are able to seek training or other methods that can boost their productivity, encouraging free thinking and empowering employees in a manner that they are able to make decision even in the absence of their managers.

Employee participation : Employee participation is the process of coming up with activities and measures that makes employees to participate together in a given project with an aim or accomplishing a common goal within the organization (Chaudhary & Akhour, 2018). In this process, employees are also involved in the decision making process. This helps the management to let the employees being involved, thus the manager does not need to come up with orders that his employees have to follow. As a result, this process helps the organization to decentralize power within the organization, making the decision making process to be lowered down in the organizational hierarchy. Although this kind of participation is crucial and challenging to many managers and professionals, one of the positive impact that organization get is getting feedbacks and suggestions that are authentic. Industrial democracy: This is participatory as well as democratic process that entails participation rights of the employers and employees in governing the employment relationships (Casey, 2020). This can happen in direct or indirect manner through trade unions, shop stewards, works council or any form of representation of the employee, be it at the organization, local, region, or international level. The rationale behind this form of representation is that the organization get increased productivity form the employees as a result of happier and engaged workforce. In addition, organizations are less likely to get disputes given better communication and improved and inclusive decision making process which increases well-being of the employees and as well as job satisfaction.

The best concept that can effectively represent workers interests in the real world of work is the employees’ involvement. As seen in the discussion, employees’ involvement entail workers being directly involved in the decision making process in the organization, thus ensuring that they own the issues which are supposed to be undertaken by the organization. In addition, involving the workers directly can be advantageous to the workers given that they are able to bargain for their interest without passing through individuals or other forms of representation that might have self-interest rather than that of the employees. Most cases of indirect representation have been marred by corruption, thus failing to represent the interests of the employees. Hence, the best form of representation I can argue that it is employees’ involvement, given the employer and the employees’ ability to discuss their issues affecting each party and coming into a conclusion of the way forward. Furthermore, employee involvement breaks the barriers that are prevent the employees from reaching to the decision makers, that is, employees does not need to pass through representatives for their issues to be addressed by the organization.

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One of the best example of an organization that has employed employee involvement is Richard Branson’s Virgin Airline. The Company head has realized the impact of involving the employees in his decision making, knowing the impact that employees can bring to the company (Bruijl, 2018). As Richard puts it, the happy employees equates to happy customers, and unhappy employees can result to ruining of the brand hence losing numerous customers. The satisfaction of the employees can be achieved through meeting the expectations of the employees, which are broadly put forth when the employees are involved in the decision making of the company. Virgin Airline has been able to create authentic leadership due to their involvement of their employee in the matters pertaining the company. As employees’ involvement become the order of the day in the Virgin Airline, the company develops and engaging culture, that leads to listening of the feedbacks, hence prospering.

References Bruijl, G. H. T. (2018). Sir Richard Branson: A Global Leader with a Difference. Available at SSRN 3115239 . Casey, C. (2020). Industrial democracy and employee voice. In Handbook of Research on Employee Voice . Edward Elgar Publishing. Chaudhary, R., & Akhouri, A. (2018). CSR perceptions and employee creativity: Examining serial mediation effects of meaningfulness and work engagement. Social Responsibility Journal . Farndale, E., Sparrow, P., Scullion, H., & Vidovic, M. (2018). Global talent management: New challenges for the corporate HR function. In Global talent management (pp. 90-109). Routledge. Kandati, M. S. C. THE ROLE OF THE CORPORATE HR FUNCTION IN GLOBAL TALENT MANAGEMENT. Przytuła, S. (2018). Global labor market trends and their significance for the future employees’ competences. Journal of Intercultural Management , 10 (4), 5-38. Vila-Vázquez, G., Castro-Casal, C., Álvarez-Pérez, D., & Río-Araújo, D. (2018). Promoting the sustainability of organizations: Contribution of transformational leadership to job engagement. Sustainability , 10 (11), 4109.

Global Talent Management

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