Företag blir alltmer multinationella och detta har gjort dem beroende av en mer globaliserad syn på företagsstyrning. Därför fokuserar företag idag på att hitta förmågor och talanger som kan leda under globala förhållanden. Denna studie behandlar ämnet Global Talent Management (GTM), en personalplaneringsprocess som syftar till att skapa en grupp medarbetare med särskild god prestationsförmåga och hög potential, för att vidare utveckla dessa till att förverkliga företagets strategier. Prestationsmätning har använts sedan länge av företag men när det kommer till potential finns svårigheter i att kvantifiera detta då det är något som lätt blir subjektivt. Otydligheten som detta problem ger speglar sig även i hur transparenta företagen är med processerna av GTM i organisationen.Syftet med denna studie blir därför att kartlägga hur svenska företag använder GTM med särskilt fokus på variabeln potential och hur transparenta de är med sitt arbete i organisationen Syftet hoppas infrias genom att studera fyra multinationella företag med rötter inom den svenska servicesektorn. Detta har gjorts genom personintervjuer med medarbetare på respektive HR-avdelning. Studien har även gått djupare inom två av företagen då författarna intervjuat en mellanchef som plockat ut en talang samt talangen själv.Resultatet som fanns var att GTM är en process som skiljer sig från företag till företag men vad som gör det framgångsrikt är en tydlighet i arbete med processerna både angående potential och transparens. Då detta leder till en tydligare koppling till företagets strategier.

In the age of knowledge-based economy, company need to hire talented people who possess leading knowledge and skill to keep its competitive advantages. Taiwan located in crucial position of Asian market, but lost competitive advantages in attracting talented people when comparing the policies and environmental conditions with neighboring countries like South Korea, Singapore and the raising China This study chooses case company which is successful in attracting global talent in Taiwanese electronic technology industry. To investigate the factors that make firm attractive to talented people. The finding show that company should build up international recruitment network and good reputation, thus job applicant will have positive perception to company. Providing long-term development opportunity to talented people to satisfy their need. Besides, company should provide social support actively, to help talented people get used to unfamiliar environment, thus talented people will contribute to company more effectively.

There is a numerous of literature on Key Account Management but there is a lack of empirical research supporting the literature, especially regarding the implementation process. This study investigates five companies according to how they manage their customer relationships with main focus on their key customers. The study is based on existing KAM literature and also involves additional factors; change management and global talent management. The purpose of the study is to investigate how KAM can be more successfully implemented in Swedish companies in IT and management industry. The study was conducted with a qualitative approach and the interviews were held with Top management at five Swedish IT and management companies in Växjö. The findings show new insights into KAM implementation; Change management and Global talent management were shown to have a direct effect on the success of an implementation, which the existing theory of KAM is not emphasizing. The result of the study is visualized in a model at the end of the study.

This Master thesis examines the impact of the individual driving forces of young highly educated talents from Italy and Lithuania to apply for a job abroad after the graduation. By investigating the motivations and influences during this decision-making process, we clarify the role of different impulses on the individual’s decision to become part of the phenomenon known as the global talent flow. Within this study, we obtain the actor’s view, while we use an inductive approach to put the construction of meaning of the participants in the center of our study. This aim of our qualitative study is further strengthened by the use of semi-structured interviews and the usage of the phenomenology approach. The data is analyzed and interpreted according to the emerged themes and linked back to the existing theory on‘migration’, the ‘Push-Pull-Mooring’ paradigm, the ‘gravity’ model, and the knowledge flow according to ‘brain gain’, 'brain drain’, and ‘brain circulation’. This study highlights the variety of facets which are of importance to the individuals within the decision-making process of the non-rational phenomenon of the global talent flow. Although the main motivation - the opportunity to grow - is shared among all participants, a clear distinction can be made between the ‘professional’ and the ‘personal’ growth. Furthermore, our study reveals the direct influence of initiatives taken by the European Union (EU), such as the ERASMUS+ Programme on the mobility of young talents and the impact of possible unforeseen side effects such as the ‘brain drain’ in some of the member countries of the EU. Our findings contribute another layer to the understanding of the driving forces of tomorrow’s mobile workforce to apply for a job abroad. This comprehension is fundamental to policymakers, companies, the society at larger, and the young talents themselves, as it becomes crucial to attract this ‘brain’ to secure long-term development of all stakeholders of the global talent flow within the EU.

Today's organizations face a global talent shortage, where they struggle to find and develop the talents needed to gain a competitive advantage in the global labor market. The war for talent has shifted from a national to a global scale, affecting organizations Human Resource Management strategies. As a result, scholars argue that the implementation of Global Talent Management (GTM) in the organization's business strategy can facilitate the work by gaining a competitive advantage. Due to globalization, organizations face rapidly changing global environments, affecting the strategies of GTM. The specific contribution from this study is to examine the relevance of the internal drivers affecting GTM, identified by Tarique and Schuler in 2010 as regiocentrism, international strategic alliances, and required competencies, for future research and practical implementations. The findings declare that although the framework from 2010 still is relevant in some aspects, globalization has led to new internal drivers being presented in current literature. New aspects as defining a talent philosophy, adopting an alternative employment arrangement and developing an attractive employer branding have been identified as important internal drivers within GTM. These drivers are described and presented in a conceptual model, developed from the framework by Tarique and Schuler (2010).

Background: This research is located in the broader body of literature that explains how aspects of human resource such as talent management are a product of organisational capability or a capability in itself.   Aim: The primary goal of the study is to examine how Swedish firms enact global talent management to attract and retain international talent by looking at the strategies and capabilities they have built. Methodology: The study adopts a descriptive approach in comparing the different practices across the presented case studies. A pre-study with expert interviews is conducted to refine the research objectives and organise themes. We conducted qualitative case studies on three Swedish multinational firms through semi structured interviews. Findings: The findings of this study make a modest contribution by highlighting the difficulties and opportunities associated with keeping international students within the framework of the Swedish economy. It suggests an approach that looks at talent management holistically, borrowing from the concept of thinking in systems. With the help of this study, it is hoped that Swedish businesses and other stakeholders will be able to better understand the capabilities and methods for retaining international students.

Aim ~ The aim of the study is to explore the phenomenon of external international recruitment and examine how the international recruitment and selection process is designed in practice. Regarding this aim, the study’s focus is on standardization and customization of the international recruitment process in terms of cultural and institutional aspects. Method ~ The study is based on a qualitative research method and a thematic template analysis of 11 semi-structured interviews. The sampling technique is a non-probabilistic and purposive method, resulting in respondents who are recruiters or managers which in their work participate in full-cycle or parts of the external international recruitment process. The,interviews were conducted during the time period of April - May 2022, through digital meetings or by phone. Results ~ The methods used in external international recruitment were found to be online interviewing, tests, and sourcing. Findings disclose that the international recruitment processis affected by culture in terms of three features: national, global, and generational. Additionally, institutional aspects were found to affect the recruitment sources and thus influence the process by regional divisions. As well, corporate institutions such as company size and degree of centrality were found to influence the process design. Conclusion ~ The external international recruitment process is characterized by high standardization in the preliminary phases, while a higher degree of customization according to institutional differences and cultural individuality of candidates is undertaken towards these lection phase. Thus, results are explained by institutional theory and the concepts of legitimacy and isomorphism, as the international recruitment and selection process is adapted to constraints in turn to create legitimate practices. As well, organizations are seemingly taking on the presented international recruitment process and becoming similar in their actions.

Made available in DSpace on 2016-04-25T16:44:22Z (GMT). No. of bitstreams: 1 Ligia Zotini Mazurkiewcz.pdf: 1985249 bytes, checksum: ec7b65a31f3cc7db851b88d1712b8508 (MD5) Previous issue date: 2011-05-18 / The aim of the present research is to analyze the culture of Global Talent Management in an IT multinational company, its processes, and the career expectations of those participating in this program. The study was motivated by the company's result in a survey on global leadership training, in which it was classified in 2009 by the consulting firm Hewitt Associates, as the global company that better developed leaders in the corporate world. This is a case study with exploratory and descriptive purposes. The data collection was done with 55 high performers from different areas, ages, and with long careers in business. In the end, 30 professionals completed the questionnaire, which revealed that the company's talents recognize GTM programs and have positive expectations regarding the growth of their international careers by being part of them. They also recognize that their careers rely heavily on their personal efforts, although highlighting that leadership plays a direct role in the evolution and maintenance of such positions over time / O objetivo desta pesquisa é analisar a cultura de Gerenciamento Global de Talentos em uma empresa multinacional de Ti, seus processos e as expectativas de carreiras dos participantes desse programa. O estudo foi motivado pelo resultado da companhia em uma pesquisa sobre formação de liderança mundial, na qual ela foi classificada, em 2009, pela consultaria Hewitt Associates, como a empresa global que mais forma lideranças de qualidade no mundo das corporações. Trata-se de um estudo de caso com finalidade exploratória e descritiva. A coleta de dados foi feita com 55 profissionais de alto desempenho de diversas áreas, idades e tempos de carreira na empresa. Ao final, 30 profissionais responderam o questionário que demonstrou que os profissionais de talento da empresa reconhecem seus programas de GTM e têm, de forma geral, expectativas positivas em relação ao crescimento de suas carreiras internacionais por fazerem parte deles. Reconhecem também que suas carreiras dependem muito de seus esforços pessoais, mas não deixaram de observar que a liderança direta exerce um papel fundamental na evolução e manutenção dessas posições ao longo do tempo

本研究は、現代日本における留学生の雇用政策と、留学後に高度人材として留学生を活用する際の問題点との関連性について考察したものである。本稿では、留学生に関する高等教育政策、労働移住政策、移民問題が複雑に絡み合っている状況を分析しているため、短期雇用ではなく主に長期雇用の可能性に焦点をあてている。そのため、同論文は高等教育における留学生の移住を移民問題として再考しようという挑戦的な論考となっている。 / This study critically investigates the relationship between international student recruitment policies and issues about utilizing students as a pool of skilled migrants after graduation in the context of contemporary Japan. In this regard, examining the overlapping complexities between higher education policies related to international students, labor migration policies, and immigration issues, this study mainly explores the possibility of the long-term settlement of international students rather than thinking of them as temporary sojourners. In doing so, it attempts to radically rethink international student migration in higher education as an immigration issue. / 博士(現代アジア研究) / Doctor of Philosophy in Contemporary Asian Studies / 同志社大学 / Doshisha University

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