Global talent management: Shaping the careers of internationally educated talents in developing markets

Abstract

In the context of globalization, country‐level actions to manage global talent (e.g., development of immigrant‐friendly policies, policies to attract back skilled diaspora, or investment in the international education of youth) have been underresearched. The aim of this article is to analyze the impact of a country‐level global talent management practice on the careers and career success of its talents in the Republic of Kazakhstan, a developing country in Central Asia. Using qualitative methods, this study introduces new dimensions of career success evaluation for internationally educated talents in developing markets: use of knowledge acquired abroad and international aspect of the job. Based on these dimensions, it develops a model of career types. The career types predict the varying degrees of talents' career success and their involvement in sharing and capitalizing on knowledge, ideas, and international experience, which may have an impact on society. The study contributes to the field of global talent management and career success by providing empirical evidence on an underresearched topic in the underresearched context of developing markets.

A Systematic Review of International Higher Education Scholarships for Students From the Global South

“…Several scholars highlighted the inherent tension of scholarships providing individuals with specific skills needed in the Global South and then graduates taking their skills elsewhere. This tension becomes apparent when overseas education cannot be applied at home due to a weak economy, different economic system, or poor infrastructure (Abeuova & Muratbekova-Touron, 2019; Dassin et al, 2014b); when there is a global demand for certain skills, like health care, but few well-paid posts available in the home country (Marsh & Oyelere, 2018); when governments or employers do not recognize foreign degrees (Campbell, 2020); or when changes in national administrations render binding agreements invalid (Campbell, 2017). Other authors noted that alumni often pursue careers in international sectors in their own countries.…”

“…Recent research indicates that the “home” and “overseas” categories are not so distinct or permanent, with ways of contributing from abroad and individual trajectories changing over time. In a recent paper, Abeuova and Muratbekova-Touron (2019) argued that requiring people to return and holding collateral does not quell a desire to emigrate following education abroad, as the “majority of the respondents, regardless of their career success, showed a strong intention to leave the country and join the nomads group to explore international opportunities” (p. 10). Their findings also spoke to a desire of graduates to move in and out of the home country, which Campbell (2020) called “cyclical mobility.” Marsh and Oyelere (2018) argued that additional attention should be given to engaging diaspora and transnational communities in stimulating development.…”

Exclusive Talent Management: Unveiling the Mechanisms of the Construction of an Elite Community

“…An example is a country‐level action utilised to manage global talent, namely international education, which influences talents' career type and success. Moreover, these new career types, which take into account the use of knowledge acquired abroad and international aspects of the job, also have an influence on the national country context through developing international business and scientific standards in workplaces, among other actions (see, for example, Abeuova and Muratbekova‐Touron, 2019, for a GTM study in the Kazakhstani context). Hence, these examples point to the importance of taking into account the context – in this case the national context – in TM research (Thunnissen and Gallardo‐Gallardo, 2019), in order to advance further our knowledge about country‐specific particularities in the global TM puzzle.…”

Macro talent management theorizing: transnational perspectives of the political economy of talent formation in the Arab Middle East

“…There is little commentary which maps out how the organizing arrangements and governance of MTM is devised, and how these challenges can be viewed collectively. In contrast, TM writers are addressing MTM to fully grasp the phenomenon of GTM (government and nongovernment policies, diasporas, and brain circulation) (Abeuova & Muratbekova-Touron, 2019;Al Ariss et al, 2014;Khilji et al, 2015;Marmenout & Lirio, 2014). However, the literature on global talent management and Macro TM in developing countries is still evolving, although it is underpinned by a neo-liberalising ethos as the following quote exemplifies: It is 'important that the scope of talent management extend beyond an individual and organizational analysis to incorporate the macro level in order to fully comprehend the complexities of managing talent in today's globalized world, where organizations are not only competing with each other but where governments, organizations and their societies have also joined the race' (Schuler et al, 2019, p. 3).…”