The previous chapters have looked at talent management through the lenses of strategy, expert knowledge, employer branding, and the supply chain. They have raised a number of challenges for the field of talent management. We now draw upon discussion from the field of human resource management (HRM), and also in particular international HRM (IHRM), which has also devoted much attention to the topic.
As the workforces around the world have become increasingly diverse, and multinational enterprises (MNEs) become much more global, the topic of global talent management (GTM) has received a remarkable degree of academic and practitioner interest. Several survey-based studies have been conducted by consulting firms and professional associations such as the Boston Consulting Group, McKinsey and Company, and the Hay Group. On the academic side, several books have been published such as Global Talent Management by Scullion and Collings (2011), and Talent Management of Knowledge Employees (Vaiman, 2010). As noted in Chapter 1, special journal issues on talent management such as the International Journal of Human Resource Management (Vaiman and Collings, 2013), Journal of World Business (Scullion, Collings, and Caligiuri, 2010), and the Asia Pacific Journal of Human Resource Management (McDonnell, Collings, and Burgess, 2012) have been published.