High Tech Talent Management in a
Global Context Article overview
ARTICLE 1 - A multidisciplinary review into the definition, operationalization,
and measurement of talent by Nijs et al.
ARTICLE 2 – Talent – Innate or acquired? Theoretical considerations and their
implications for talent management by Meyers et al.
ARTICLE 3 – Enabling effective talent management through a macro-contingent
approach: A framework for research and practice by King & Vaiman
ARTICLE 4 – Re-visiting country of origin effects on HRM in multinational
corporations by Almond
ARTICLE 5 – Transferring HR practices within multinational corporations by
Björkman & Lervik
ARTICLE 6 – Country-of-origin, localization, or dominance effect? AN empirical
investigation of HRM practices in foreign subsidiaries by Pudelko & Harzing
ARTICLE 7 – The benefits of eHRM and AI for talent acquisition by Johnson et
al.
ARTICLE 8 – “Where the IO?” Artificial Intelligence and machine learning in
talent management systems by Gonzalez et al.
ARTICLE 9 – Personnel selection in the digital age: a review of validity and
applicant reactions, and future research challenges by Woods et al.
ARTICLE 10 – Exploring digital onboarding for organizations: A concept paper
by Ziden & Joo
ARTICLE 11 – Reinventing employee onboarding by Cable et al.
ARTICLE 12 – Factors related to the use and perception of a gamified
application for employee onboarding by Jedel & Palmquist
, TOPIC 1 – MAIN CONCEPTS OF TALENT MANAGEMENT
ARTICLE 1 - A multidisciplinary review into the definition,
operationalization, and measurement of talent by Nijs et al.
- Different opinions on talent scarcity
- Not all talents are equally valuable to an organization
Assumption: Organizations, regardless of strategic direction, implement talent-identification
with the main goal of detecting individuals that are capable of taking on senior jobs with
broad responsibilities and considered future leaders
Advice: Carefully assess which specific talent domains are most valuable for the
organization given their strategic direction before implementing specific talent-identification
tools and procedures
- All employees, not only those in high positions, can be a guarantee for long-term
success
- Skills and knowledge of employees are trainable
Advice: Do not only differentiate between talented and less talented people but also
differentiate within the group of talented people based on received amount of practice
Assessment: Talent requires striking a balance between organizational responsibility and
self-responsibility
Organizational responsibility = detecting relevant areas of human functioning and providing
employees with opportunities for systematic development
Self-responsibility = articulating invisible motivations and interest areas
Concerns regarding workforce differentiation
1. Negative impact of unequal treatment (motivation and performance of less talented
employees)
2. The exclusive interpretation of talent clashes with their culture
Advice: Combine different measurement approaches as all of them have their own benefits
and limitations
Benefits of standardized measures
1. Extensively validated
2. Easy to use
3. Can be applied to a large number of people
Limitations of standardized measures
1. Not possible to capture the complex nature of motivations and interests
Advice: Use multisource assessments to reduce bias
Advice: Incorporate self-assessment tools, these help shed a light on motivation and
interests areas
Global Context Article overview
ARTICLE 1 - A multidisciplinary review into the definition, operationalization,
and measurement of talent by Nijs et al.
ARTICLE 2 – Talent – Innate or acquired? Theoretical considerations and their
implications for talent management by Meyers et al.
ARTICLE 3 – Enabling effective talent management through a macro-contingent
approach: A framework for research and practice by King & Vaiman
ARTICLE 4 – Re-visiting country of origin effects on HRM in multinational
corporations by Almond
ARTICLE 5 – Transferring HR practices within multinational corporations by
Björkman & Lervik
ARTICLE 6 – Country-of-origin, localization, or dominance effect? AN empirical
investigation of HRM practices in foreign subsidiaries by Pudelko & Harzing
ARTICLE 7 – The benefits of eHRM and AI for talent acquisition by Johnson et
al.
ARTICLE 8 – “Where the IO?” Artificial Intelligence and machine learning in
talent management systems by Gonzalez et al.
ARTICLE 9 – Personnel selection in the digital age: a review of validity and
applicant reactions, and future research challenges by Woods et al.
ARTICLE 10 – Exploring digital onboarding for organizations: A concept paper
by Ziden & Joo
ARTICLE 11 – Reinventing employee onboarding by Cable et al.
ARTICLE 12 – Factors related to the use and perception of a gamified
application for employee onboarding by Jedel & Palmquist
, TOPIC 1 – MAIN CONCEPTS OF TALENT MANAGEMENT
ARTICLE 1 - A multidisciplinary review into the definition,
operationalization, and measurement of talent by Nijs et al.
- Different opinions on talent scarcity
- Not all talents are equally valuable to an organization
Assumption: Organizations, regardless of strategic direction, implement talent-identification
with the main goal of detecting individuals that are capable of taking on senior jobs with
broad responsibilities and considered future leaders
Advice: Carefully assess which specific talent domains are most valuable for the
organization given their strategic direction before implementing specific talent-identification
tools and procedures
- All employees, not only those in high positions, can be a guarantee for long-term
success
- Skills and knowledge of employees are trainable
Advice: Do not only differentiate between talented and less talented people but also
differentiate within the group of talented people based on received amount of practice
Assessment: Talent requires striking a balance between organizational responsibility and
self-responsibility
Organizational responsibility = detecting relevant areas of human functioning and providing
employees with opportunities for systematic development
Self-responsibility = articulating invisible motivations and interest areas
Concerns regarding workforce differentiation
1. Negative impact of unequal treatment (motivation and performance of less talented
employees)
2. The exclusive interpretation of talent clashes with their culture
Advice: Combine different measurement approaches as all of them have their own benefits
and limitations
Benefits of standardized measures
1. Extensively validated
2. Easy to use
3. Can be applied to a large number of people
Limitations of standardized measures
1. Not possible to capture the complex nature of motivations and interests
Advice: Use multisource assessments to reduce bias
Advice: Incorporate self-assessment tools, these help shed a light on motivation and
interests areas
