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PurposeThis paper aims to understand how these competencies gained will help human resource (HR) leaders become more strategic about when and how to use global mobility for talent development.Design/methodology/approachIn this paper, the author defines the construct of cultural agility and describes the theoretical mechanisms through which employees can gain cultural agility through culturally novel situations such as global mobility. Cultural agility enables individuals to work comfortably and effectively with people from different cultures and in situations of cultural novelty. People with cultural agility have task-management competencies (cultural minimization, adaptation and integration), self-management competencies (tolerance of ambiguity, resilience, curiosity) and relationship-management competencies (humility, relationship building and perspective taking).FindingsThis study aims at focusing on the development of cultural agility, this paper focuses on four cascading features of a culturally novel experience that can help individuals gain this competence: (1) the level of cultural novelty in the experience, (2) the readiness of an individual for that level of cultural novelty, (3) the individual's level of awareness of the cultural norms and values inherent in the culturally novel experience and (4) the level of social support offered to that individual to learn how to understand and respond in that experience.Originality/valueEach feature is discussed, concluding with the implications for future research and practitioners in global mobility and talent development.
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PurposeThis study examines the effectiveness of virtual training programs in times of crisis at a public institution in South Africa for an enhancement of talent development via virtual training in the post-pandemic period.Design/methodology/approachThis study adopted a survey research design following a quantitative approach for data collection and analysis procedure. The respondents (employees receiving virtual training and the facilitators providing the training in times of crisis) were selected using a stratified random sampling technique. A structured questionnaire was designed and administered to 119 respondents in the participating public institution in South Africa. The data were analyzed using a variance-based structural equation modeling via SmartPLS, version 3.3.3.FindingsThe results showcased the impact of information technology and virtual training platform on the effectiveness of virtual training programs during the pandemic in South Africa.OriginalityThere is a dearth of literature on the evolution and effectiveness of virtual training in times of crisis in South Africa. The outcomes of this study contribute to the extant literature on talent development, virtual training, and HR effectiveness in the digital age.
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Organisations redefine talent management to maintain their competitive edge. This has also been demonstrated in the ongoing disruptions in the work environment accentuated by the recent Covid-19 pandemic. This article highlights opportunities and challenges within the transforming workplace and the emergent talent development practices. The second part of the paper summarises round table discussions with eight Indian HR leaders from diverse industries providing perspectives and insights into these talent development practices. Virtualisation of talent development and co-creation in career management, amongst critical evolving practices, emerged from the discussions. (C) 2022 Published by Elsevier Ltd on behalf of Indian Institute of Management Bangalore.
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A wealth of literature examines the role of challenge from an individual psychological perspective, but research investigating how a talent development system can proactively support athletes to successfully meet the ever-increasing demands of top-level professional sport is less prevalent. This study takes advantage of a naturally occurring but highly atypical developmental challenge as a result of COVID-19 to examine factors influencing the efficacy and effectiveness of the talent development pathway at Munster Rugby. Players and staff (n = 12) took part in semi-structured interviews exploring their experiences of the build-up to the event, the game itself, and the impact post-event. The data were subsequently analysed using Reflexive Thematic Analysis. Players and coaches highlight the groundwork undertaken to establish alignment and coherence, both horizontally and vertically across the talent development environment, and how this contributed to navigating the challenge successfully. The findings support the necessity of both the player and the talent development system being prepared to enable players to perform at the highest level. The findings point to an overlap between the development and performance phases of a player's journey and the need to integrate short- and long-term objectives within a talent development system.
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Design:>This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.Purpose:>This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Findings:>In order to boost financial performance, but also survive turbulent global markets and crises, firms should invest in talent development as a priority.Originality:>The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Resilience is central to developing organizational capability to respond to global crises such as the Covid-19 pandemic. To date, few studies have examined the relationship between global talent management (GTM) and the organizational resilience of multinational enterprise (MNE) subsidiaries during crises. This study contributes to the GTM and crisis management literature by examining the role of GTM in MNE subsidiaries' resilience during the Covid-19 crisis. Based on the sample of 166 Korean MNEs and their 1227 foreign subsidiaries, including 293 regional headquarters, operating in 49 host countries, this study shows a positive and significant impact of GTM on the resilience of Korean MNEs subsidiaries. Drawing on agency problems at the subsidiary level and bounded rationality at the headquarters level as factors that may bring about failure in TM in MNEs, as well as a core competence perspective, we shed light on the importance of the three-layered governance structure of MNEs in the analysis of GTM and MNE subsidiaries' resilience. The study has practical implications for Korean MNEs and the organizational resilience of MNEs' subsidiaries during crises more generally.
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In 2020, as COVID-19 impacted the world, instructional designers quickly came to the forefront of higher education, consulting, and corporate settings. Additionally, in early 2020, the Association for Talent Development (ATD) globally launched their new Talent Development Capability Model. To determine how instructional design is operationalized in various industries, we utilized the Talent Development Capability Model as a framework to review 100 online job postings from LinkedIn, Indeed.com, and HigherEdJobs.com, scanning each for the 23 capabilities identified in the ATD Talent Development Capability Model. Using the preferred reporting items for systematic reviews and meta-analyses (PRISMA) organizational framework as our method of reviewing job postings, we found that instructional design, talent delivery and facilitation, technology application, communication, and collaboration and leadership capabilities appeared the most frequently. Educational requirements were statistically significantly associated with job sectors, as shown in our analysis. With these results and analysis, this research will inform both formal instructional design education programs and job seekers regarding how instructional design is operationalized in job requisitions. This research will also provide insights into alignments with the ATD Talent Development Capability Model and job requisitions.