PurposeThe purpose of this paper is to identify issues around the use of the concept “talent management” and its implementation in an international context. It also highlights techniques/solutions for better international talent management, which can be utilized by those who are responsible for managing a global workforce.Design/methodology/approachThis paper draws on past and current research in the area of talent management, particularly around its various definitions and the reasons for organizations failing to adequately manage and develop their key talent in a global context. It also uses a current case study on one of the leading US multinationals, which faces significant strategic and financial costs due to its inability to manage key globally mobile talent. It includes the steps taken by the organization to try and improve its international workforce management techniques.FindingsThis paper is not an exhaustive list of research and case studies applicable within the subject matter. The main case study does not include outcome data.Originality/valueThe paper is useful for HR practitioners, particularly those who are part of a global business, as it will enable them to consider some of the challenges of managing a global workforce. Through the issues and examples highlighted practitioners can evaluate solutions for their organization.

PurposeThis paper analyzes the influence of HR function on organizational performance through the effective deployment of high-performance work practices. Although researchers have examined the relationship between these constructs, extant literature demonstrates contradictory findings. Thus, building on contemporary strategic HRM literature this study expands previous frameworks adopting a system thinking perspective, namely the concept of maturity of HRM system.Design/methodology/approachIt is a cross-sectional study, having collected primary data from 424 managers and employees working in 135 organizations. The research model and hypotheses were tested at unit level using structured equation modelling.FindingsThe results support a positive impact of the HR function on perceived organizational performance. Furthermore, demonstrating that the mediation through high-performance work practices is partial, supporting that the HR function has an incremental value over HR practices on organizational performance. Inspired by system thinking, this study tested an integrated model that combines the HRM system, HR function and organizational performance. Overall, it contributes to the literature by providing additional evidence to the influence of HR Function for organizational performance.Research limitations/implicationsThe data were collected using a questionnaire at a single point in time, and thus, not allowing cause-effect inferences.Practical implicationsThe results provide guidance to organizational leaders interested in designing and implementing effective HRM systems and building successful HR departments.Originality/valueThis study advances the understanding of the mechanisms by which HR function, HR practices and HRM system interact to explain organizational performance. Furthermore, it suggests that organizational decision-makers to benefit the most from high-performance work practices should embedded them on mature HRM systems.