Reputation and talent mobility in theAsiaPacific

Abstract

This paper argues that different forms of reputation are important for the attraction and retention of talent. Drawing upon the skilled migration literature as well as examples from national governments, supranational organisations and the mass media, we provide a typology that highlights the intersections between reputation and talent mobility. We provide three important contributions. First, we illustrate that reputation plays a central role in the global competition for talent. Second, we highlight that the reputations of countries affect the attraction and retention of top workers. Third, we show that global talent is not only influenced by country reputation but also produces reputations which manifest at the individual level through the inflow and outflow of talent. These contributions shed new theoretical and practical insights on the importance and impact of reputation for talent mobility.

Brain circulation to the UK?

“…First, that there is a greater flow of business and job information from the UK to Canada than vice versa. Second, that older expatriates are contributing to business and job flows from the UK to Canada, whereas younger expatriates are contributing to business and job flows from Canada to the UK [1]. These results are similar to results of British scientists in Boston who also exchanged little job and business information with people from the UK.…”

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

“…These findings suggest that local Turkish firms are equally as strategic as MNEs when considering their TM motives -TM is focused on the long-term needs of the organization and supports changes in the organization's structure, business environment and the achievement of strategic organization goals. This is particularly important as emerging markets have a limited supply of experienced managers (FernandezAraoz et al, 2011) and Turkish institutions emphasise the centrality of TM to economic regeneration and growth (Ali, 2011) which then places an emphasis on building a reputation for talent development in order to gain and circulate talent (Harvey & Groutsis, 2015). Yet, as stated by Sparrow et al (2014:20) "for all organizations, talent management was always intended to be about strategy".…”

HRM and performance—The role of talent management as a transmission mechanism in an emerging market context

“…More needs to be done to understand the alignment between human resource management (HRM), TM, and firm performance. This phenomenon is best studied in a context where TM is likely to have an impact, specifically in an emerging market, in which the linkages, if they exist, are more likely to be detected because of the heightened relevance of TM fuelled by growing industrial capacity, consumer markets, and earning potential (Doh et al, ; Harvey & Groutsis, ).…”