Talent identification strategy in Latin American multinationals: perceptions of corporate actors

Abstract

Purpose Talent identification is a critical process of any Global Talent Management system, and little is known about it in Latin American multinationals (multilatinas). This study aims to understand, through the perceptions of Corporate Global Talent Managers, the talent identification strategy in place, the factors involved and the sources of the tools for its implementation. Design/methodology/approach The sample is made up of 17 multilatinas (Argentina, Brazil, Mexico, Chile and Colombia). Semi- structured interviews were conducted with Corporate Global Talent Managers. Findings Results reveal that the standardisation strategy constitutes the main trend. This choice is explained by numerous factors such as the new corporate structures, the entry mode via mergers and acquisitions, the national/regional culture, geographical closeness and shared cultural affinity, organizational culture, host country management practices and level of integration between headquarters and subsidiaries. Most of the multilatinas do not rely on “best practices”; they prefer home-made tools instead. Several factors were identified. Conclusions and further research are presented. Originality/value This paper attempts to fill a perceived gap in the literature investigating, empirically, the talent identification strategy in multilatinas.

Developing organizational performance through talent management practices: employee satisfaction’s mediating role in learning organizations

“…The above literature, however, does not provide adequate conceptual frameworks to explain the interaction of talent management practices, employee satisfaction, and organizational performance, particularly in learning organizations (Dwipayana et al, 2023;Golik and Blanco, 2022;Kim and Park, 2020;Masale et al, 2021;Siripipatthanakul et al, 2022). Moreover, previous learning organization investigations mainly focus on a specific geographical or business context (Almomani et al, 2022;Chan et al, 2020;Ghani et al, 2022;Skerh akov a et al, 2022).…”

“…Talent identification is an essential process in any global talent management system, with having a plan crucial to putting it into practice (Golik and Blanco, 2022). As a talent management dimension, talent identification is essential for developing value propositions, gaining an advantage in modern enterprises, and improving a firm's performance (Najm and Manasrah, 2017).…”

“…While acknowledged for identifying gaps, this paper advances the discourse by delving specifically into the unique characteristics and challenges posed by learning organizations (Dwipayana et al. , 2023; Golik and Blanco, 2022; Kim and Park, 2020; Masale et al. , 2021; Siripipatthanakul et al.…”

“…The distinctive contribution lies in its targeted exploration of learning organizations-an area notably underexplored in the existing literature on talent management, employee satisfaction, and organizational performance. While acknowledged for identifying gaps, this paper advances the discourse by delving specifically into the unique characteristics and challenges posed by learning organizations (Dwipayana et al, 2023;Golik and Blanco, 2022;Kim and Park, 2020;Masale et al, 2021;Siripipatthanakul et al, 2022). Unlike preceding studies that predominantly fixated on specific geographical or business contexts, our research broadens the scope, enhancing the generalizability of findings by embracing diverse settings and a more extensive array of organizational and business contexts.…”

Disentangling the relationships between talent management, organizational commitment and turnover intention: Evidence from higher educational institutions in India

“…Studies conducted in India focused on the information technology sector (Cherian & Kamalanabhan, 2019; Naim & Lenka, 2017), and hospitality industry (Bahuguna et al., 2022), hotel industry (Gupta, 2020). Some studies were conducted on the banking industry in Bangladesh (Hosen et al., 2018), emerging market firms in Russia (Latukha, 2018), and multinational companies in Latin America (Golik & Blanco, 2022).…”