Jean M. Phillips and Stanley M. Gully
Global talent management strategies and activities, including recruiting, are influenced by a complex web of challenges resulting from the interaction of industry and organizational factors with institutional and cultural forces (Farndale, Paauwe, Morris, Stahl, Stiles, Trevor & Wright, 2010; Scullion & Collings, 2011). Emerging global talent management approaches have adopted more strategic, innovative and cooperative methods of finding, recruiting and developing talent (Beechler & Woodward, 2009). Because it influences the number and types of applicants ultimately available for hire, global recruiting is critical to global talent management and strategic human resource management (Gully, Phillips & Kim, 2014).
We define global recruiting as organizational activities that identify, attract, acquire or reassign sufficient numbers of successful employees, accounting for both the organization’s global strategic priorities and differences in how talent should be managed in different national contexts (adapted from Scullion & Collings, 2011). Research has shown that the level of international expansion, cultural distance, required capabilities and organizational interdependence can influence the use of global talent (Bonache, Brewster, Suutari & De Saa, 2010). Additionally, economic forces such as recession can influence global talent management strategies, including the attraction of talent (Beechler & Woodward, 2009; Garavan, 2012).
This chapter focuses on reviewing global recruiting research in three main areas. After providing background information on global recruitment, we first focus on organizations’ internal recruiting efforts and review the literature on expatriates, alternative international assignments and inpatriates. Second, we review research on external recruiting, including the recruitment of self-initiated expatriates, host country nationals and skilled migrants who are willing to relocate globally. Research on sourcing or identifying high potential talent, desired characteristics to target and external recruiting strategies for attracting
The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention,
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internationally mobile talent, is considered. Third, we review the literature on recruiting talent by globally relocating the jobs to be filled to be closer to the targeted recruits, or offshoring. Offshoring has raised many practical as well as ethical issues which have received both research and popular press attention. We conclude with a discussion of opportunities for future research.