International Career & Talent Management

International Career
&
Talent Management
Submitted To: Submitted By:

Dr. Ghausia Taj Begum Chinar Gupta (20701007) |
Department of Humanities & Management Vaishali Sood (20701032) |
An international career is one in which
International the employee performs a series of
international jobs, or jobs including
Careers international work, over a long period of

time.
Because of the globalization of industry,
an individual may have an international
career chiefly with one organization or
be mobile across organizations, have a
career that arises through organizational
deployment or is self-initiated, or have a
career that is domestically based or
based abroad or both.
Different Types of International Careers?
● Employees can be deployed abroad by their organization to transfer the company culture
and develop the organization, to transfer skills and fill positions abroad, to transfer
knowledge, and to develop a cadre of international managers for the organization.
● Organizations use host-country nationals (HCNs), citizens of the host country, in their
operations abroad.
● Organizations seek to develop HCNs to manage their operations abroad by inpatriating
managers and professionals to the parent country to develop their managerial skills and
learn the parent-company and country culture.
● Third-country nationals are from countries other than the parent-company country or the
host country who are deployed to run operations abroad or to provide expertise and
capability.
Different Types of International Careers?
● Domestic international jobs are jobs in the parent company that include international,
across-country work. Much international work is performed from an international company’s
domestic base.
● There is a special group of domestic international jobs called global or transnational
managers. Global managers work in MNEs, where they manage the work of an organization
across the globe, often from headquarters.
● Skilled individuals who self-initiate relocating abroad for work, either having found jobs
abroad before leaving or becoming employed once abroad.
International careers may be developed in a number of
ways:
(a) through a series of assignments abroad
(b) through switching between assignments abroad and international work at home.
(c) through carrying out a series of domestic international jobs.
(d) through being part of an expatriate pool of workers from which MNEs recruit.
(e) through self-initiating relocation abroad for work and return home to capitalize
on the experience and expertise gained abroad.
Challenges in International Career
Life/Work Imbalance - It is not only in international careers that achieving life/work

balance is a challenge, it is interesting that this issue surfaced as the one mentioned more
than any other by the international managers that were interviewed for this study.
Language Skills - Working knowledge of the English language was, in times past, a rare
and highly valued commodity in international postings. Today, however, lack of local
language skills has become a serious challenge for managers working abroad.
Personal Relationships - Many international managers shared stories of their difficulties
in establishing and maintaining personal relationships while working abroad. “I wonder if I
belong somewhere or nowhere? On one hand I would like to go studying and working
abroad, exploring new things. On the other hand, I’d like a sense of belonging.”
Salary and Compensation - An emerging concern for international managers is the
reduction in ex-pat compensation packages. These days, in line with the trend toward local
hires, it is less common for international managers to command the extravagant packages
of the past.
Talent
Management Talent management refers to a set
of integrated processes in which to
attract, identify, develop, engage,
motivate, retain and deploy
individuals who are considered
particularly valuable to an
organisation.
International talent management refers to the
same set of integrated people processes,
from recruitment through to deployment, but
on a much larger scale.
When dealing with talent management on an
international basis, the process of creating
International and maintaining a high performing workforce
can become even more complex, where
several additional factors typically come into
Talent play.
Management These factors can include whether you are

working within established or emerging
markets overseas, the existing economic
climate both at home and abroad, as well as
the availability, accessibility and willingness
of any home or host based talent to help you
meet your international goals and objectives.
Why Is International Talent Management Important ?
● Attract top talent
● Employee motivation
● Continuous coverage of critical roles
● Increase employee performance
● Engaged employees
● Retain top talent

Principles Of Effective Global Talent Management
Talent management is using human resource planning to help a company achieve its goals. In
order to be successful at global talent management, a company has to do more than just
recruit and train to fill positions. There are six principles that have been identified as giving a
company the competitive advantage when it comes to global talent management. We will take
a look at each principle in this lesson.
1. Alignment with Strategy

2. Internal Consistency
3. Cultural Embeddedness
4. Management Involvement
5. Balance of Global and Local Needs
6. Employer Branding Through Differentiation
Principles of Effective Global Management
● Align with strategy - The first principle of global talent management is to make sure that the
talent department knows and is focused on the corporate strategy.For example, if the talent
department is just blindly hiring and training people, there is no alignment with the overall
corporate strategy.
● Internal Consistency - There also needs to be internal consistency when it comes to talent
management. The talent department cannot run on its own without taking into account the other
areas of a company.For example, there has to be a basis for competitive and fair compensation in the
company.
● Cultural Embeddedness - The third principle is to integrate the culture into the talent
management process. It is important to keep the culture in mind when hiring and retaining
employees. Every company has a culture that is embedded into its workforce.
Principles of Effective Global Management
● Management Involvement - The next principle is management involvement in talent management.
Recruiting and hiring talent are not the only key aspects of talent management. Once employees have
been hired, then the company needs to retain and develop their talent. Companies that have been
successful in talent management have found that there needs to be management involvement.
● Balance of Global and Local Needs - For organizations operating in multiple countries, cultures
and institutional environments, talent management is complicated. Companies need to figure out how
to respond to local demands while maintaining a coherent HR strategy and management approach.
● Employer Branding Through Differentiation - Attracting talent means marketing the
corporation to people who will fulfill its talent requirements. In order to attract employees with the
right skills and attitudes, companies need to find ways to differentiate themselves from their
competitors.
Challenges of Global Talent Management
1. Technologies needs to be upgraded:
Companies need to modify and modernized their talent management to allow integration
and enablement of disruptive technologies like AI. This will allow senior leaders to
understand the new data and make better decisions.
2. Talent Acquisition Roles are Changing:
The company needs to upskill the TA function. The employees are expected to do their work
faster and have necessary skills to get insights of AI- enabled technologies.
3. High-Tech Skill Gap:
Companies need to ensure they offer first-rate, personalized experience for candidates, as
well as enhance the way they build relationship with top talent, who will have many choices
for their next employer.
References
1. Book “International Human Resource Management” 6th edition By Peter J. Dowling
Marion Festing Allen D. Engle, Sr.
2. Book “International Human Resource Management” 2nd edition By K. Aswathappa &
Sadhna Dash
3. Global Talent Management from
https://sloanreview.mit.edu/article/six-principles-of-effective-global-talent-management/
4. International Careers from
https://career.iresearchnet.com/career-development/international-careers/
5. International Talent Management Strategy Guide By Anne Morris
https://www.davidsonmorris.com/international-talent-management/

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International Career

Submitted To: Submitted By:

Careers international work, over a long period of

(a) through a series of assignments abroad

(c) through carrying out a series of domestic international jobs.

Life/Work Imbalance - It is not only in international careers that achieving life/work

Management These factors can include whether you are

● Attract top talent

● Continuous coverage of critical roles

● Increase employee performance

● Retain top talent

1. Alignment with Strategy

1. Technologies needs to be upgraded:

2. Talent Acquisition Roles are Changing:

3. High-Tech Skill Gap:

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