Principles Examination to an Effective Global Talent Management

The main aim of this point is to verify the existence, in the adopted strategy by the organization, of the six principles defended by Stahl et al. [16] to the global talent management efficacy.

1. Alignment with the strategy. We have observed that talent management is a key part of the business strategy. Human resource administrator reports directly to the CEO, being equivalent to a business CEO, and is a member of the board of directors, having access in all executive commissions. On the other hand, there exists a forum called Human Resource Consulting Group, headed by the CEO with the leadership of the human resource administrator, who defended and approved all HRM policies, whose majority reports to talent management policies, making easier the alignment with the global management strategy. We have observed, this way, the existence of a very close line top/down and bottom/up, facilitating the communication of talent management themes and the concerns share.

In the light of the foregoing, we have observed an effective alignment of the talent strategy with the global strategy. About the talent nature, the organization adopts a hybrid approach. Inclusive in the sense that everyone could be a potential talent, thus positioning all collaborators in the Talent Matrix, which crosses performance with potential. But at the same time exclusive considering the particular attention given to three specific talent segments such as, senior executives, high potentials, and persons considered critical and that deserve a more customized follow-up. Depending on their positioning in the Talent Matrix, there are persons that are the target of more customized processes and others of more global processes. The global process, included in the Dragging our talent program, corresponds to the matrix extremes, being monitored by their superiors. The particular three segments earlier referred are directly monitored by the talent management and leadership development area, being the target of a strategy designed to the growth and to leverage more critical themes.

• 2. Internal consistency. According to this principle, implement practices in an isolated way can be counterproductive. All talent management practices need to be adjusted to each other—the consistency is essential. The organization Performance Management process covers all the organization, about 40,000 persons, with close rates in the order of 95%. It has as main aim to manage and develop talent, in the attempt to conciliate personal aspirations, development and career opportunities, mobility, and business development, in the win/win sense.
• 3. Cultural embeddedness. Organizational culture is considered as a source of competitive advantage to Y organization. The organization develop efforts to integrate its values and principles in the talent management processes, such as, recruitment processes (“Contact Program,” “Call for Solutions,” “Call for Summer”), leadership developmentactivities (“Management and Leadership Academy,” “Knowledge-Sharing Forums and Consulting Groups,” “Mentoring Program”), performance management system (“Upward Feedback,” “Tracking on Talent”), compensation and benefits programs. The organization looks to promote its values and competences through socialization and training.
• 4. Management Involvement. Talents Management process highlights managers commitment, in their diversified levels, including CEO. Leaders are highly involved in the Talents Management process, since talents identification to the definition of succession plans for them, as is possible to observe from the Talents Matrix and Talents Revision Forums analysis presented earlier. These place their persons in the Talent Matrix and receive feedback from the teams. Indeed, everybody is directly involved, regardless the leadership level.
• 5. Balance between global and local needs. The organization faces two main needs: answer to local demands and maintain a coherent HRM strategy. The multinational organization in study looks to instill its global standards, recognizing simultaneously the need to do the necessary local adjustments, providing the subsidiaries with the autonomy needed to maintain local specificities.
• 6. Employer branding through differentiation. The organization uses the employer brand as a marketing strategy. Therefore, it has found creative and innovative ways that have enabled distinguished themselves from their competitors and become attractive to potential talents, namely through the adoption of creative and aggressive strategies in talent attraction (specific individual profiles; business students; diversified talent pool, including more and more women); the talent philosophy included in the global strategy; and the belief that organizational culture is a source of competitive advantage.