Final Considerations and Recommendations

After analyzing all the global talent management system of the organization, its philosophy and talent strategy and respective Talent Matrix; evaluating HRM roles enablers of the Talents Management; and verifying the existence of the principles to the global talent management efficacy, some final considerations and possible suggestions of continued improvement were established, as followed in the next paragraphs.

Therefore, the multinational organization should continue its efforts so that its global and local organizational structures, at the products and functions level, allow the collaboration and resources share cross borders. Looking to ensure a continued improvement in its Talent Management system, middle managers need to be increasingly involved in the global talent management process (which is, in this process, unanimously the less strong point in any organization), investing in its training and competences development at the leadership level, performance appraisal, and teams management, recurring also to a less classic and more innovator technics, such as coaching, mentoring, and emotional intelligence development.

In its HRM policies and practices selection, the organization should remain attentive to the great Talent Management challenges (reduce or remove talent; locate or relocate operations in the world; and obtain similar talent in any part of the planet); evaluate, always, the rigor and sophistication level revealed by each policy and practice; seek to identify, always, its characteristics that can best support the implemented policies and practices; and constantly monitor the drivers that contribute to the global talent great challenges (talent scarcity; demographic changes; change of attitude toward job positions; cultural differences among countries), thereby facilitating the implementation of the required amendments. Therefore, the organization should remain attentive to the drivers’ impact in Talents attraction, development, and retention. At the talent attraction level, the emphasis goes to the talent planning, the employer brand construction and the talent aggressive search, with the implementation of strategies increasingly creative and aggressive, recruiting and developing foreign people to work in its home country and attracting a diversified pool of talents, with the inclusion of more women.

About talents development, the efforts that have been pursued by the organization in leadership global competences development are considered quite assertive and should be combined with succession and substitution plans.

Talents retention presents a huge challenge to this and any other organization. “Talents retention depends mainly from our capacity in develop a work environment that promotes personal and professional development” [24]. It is suggested that the organization continues to use the leadership programs, which are an important tool in talent retention. At the same time, it is of huge relevance to focus in a sensitive issue of HR internationalization like is repatriation, adopting organizational practices that facilitate workers retention when they return, namely through mentoring programs during the international assignment as well as career planning sessions.

These mentioned issues are very pertinent to the good functioning of the organization’ Talents Management system and its continued success.

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