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Talent Management in Emerging Markets

Prof Steve Bluen

ISBN: 9781869221942

Publishing Date: Nov-12

  • R349,00


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While much has been written on talent management in the global context, talent management in emerging markets and the unique challenges and opportunities it presents has received little attention in the literature. This book explores these issues through theory, practice and case studies with contributions from scholars and practitioners based both in emerging markets and in Canada, the United Kingdom and The United States.

The book provides the reader with a guide to setting up a talent management function in a multinational operating in emerging markets, including some 70 learnings and a set of key performance indicators with indicative targets to achieve when managing talent effectively in emerging markets.

The book is divided into three parts. In part 1, key characteristics of managing talent in emerging markets are covered. In part 2, case studies of seven multinationals operating in emerging markets are presented. Each case highlights particular aspects of talent management and provides practical, first-hand experiences of the challenges faced and how the companies successfully addressed those challenges. 

The book concludes with part 3, where key learnings, derived from parts 1 and 2, are consolidated and provide guidelines for emerging-market talent management for HR practitioners, consultants, line managers, and scholars alike.

Major features that make this book unique:

  • While a plethora of material has been written on talent management and, to a lesser extent, on global talent management, very little has been written on the increasingly important topic of talent management as it applies in emerging markets. Doing business in emerging markets gives rise to many inimitable talent challenges. Therefore, highlighting specific emerging-market talent challenges and suggesting ways of overcoming them make this book unique.
  • Combining both theoretical features of emerging-market talent management with real-life case studies gives a unique blend of theory and practice to the topic.
  • Throughout the book, talent management examples are drawn from diverse emerging markets across Asia (especially India and China), Africa, Central and Eastern Europe, the Middle East, and South America. These diverse examples underline the fact that, while we speak of ‘emerging markets’ as a single term, managing talent in each emerging country has unique features that need to be approached in a specific (rather than generic, one-size-fits-all) manner.
  • In the final section, talent management learnings covered throughout the book are consolidated in a single chapter, designed to provide the reader with a guide to setting up a talent management function in a multinational operating in emerging markets. This includes some 70 learnings and a set of key performance indicators with indicative targets to achieve when managing talent effectively in emerging markets.
  • Many different authors have contributed chapters to the book. They include practitioners, academics, consultants, line directors, HR directors, global heads of talent and members of multinational executive committees. They are based in South Africa, the United Kingdom, Canada, Brazil, and the United States of America. As such, they bring diverse thinking and perspectives on talent management in emerging markets.

Steve Bluen obtained his PhD in Industrial Psychology from the University of the Witwatersrand. He joined the faculty there in 1982 and in 1989 was appointed Professor of Industrial Psychology. IN 1991 he became head of the Department of Psychology at Wits University. He spent a year at Queen’s University, Canada teaching, researching and consulting in various areas of Organisational psychology. In 1993, Steve joined SAB as the consulting psychologist and subsequently occupied several executive positions within the company. He was appointed HR Director of the Africa and Asia division in 2000 and in 2002 became HR Director as SAB Ltd., a position he held for over eight years. Throughout his time at SAB, Steve was involved in global talent management as the company moved from local business to an international corporation. Returning to academia, Steven became a Professor of Human Resources at GIBS University in 2011. He also runs a consultancy which has worked with several multinational corporations on global talent management.

 

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