Abstract

In this study, we try to explore the concept of “Talent Management on a Global Basis” in a holistic context. The main focus of the research is on “Expat Crisis Reduction” and its relation with “Expat Crisis Reduction”. The research also analyzes many aspects of “Talent Management” and tries to gauge its effect on “Global Economy”. Finally, the research describes various factors which are responsible for this and tries to describe the overall effect of “Talent Management” on a Global Basis.

Table of Contents

Chapter I: Introduction3

Chapter II: Historical Perspective4

Chapter III: Theorists/Practitioners16

Chapter IV: Company Cases, Experiences, Benchmarks, Best Practices23

First phase: Company Needs25

Second phase: Preparation of Activity25

Third phase: Custom Abroad25

Fourth phase: Repatriation25

Corporate Experiences and Benchmark Factors26

International Experience: Key To Leadership Positions - Unilever Case28

Chapter V: Own Model, Suggestions30

Chapter VI: Summary/Conclusion33

Future Research Directions33

New Theories That Can Be Used33

Existing Issues That Need Further Exploration35

Conclusions37

Works Cited38

Appendix43

Talent Management on a Global Basis: Expat Crisis Reduction

Chapter I: Introduction

Effective Expatriate Training and Development in an organization is critical to the success of a company's overseas business objectives. The failure rate of expatriates has been a concern of international human resource managers for a decade. Most research into the matter has come to the conclusion that failure rates are high and can vary from 10% to 20% depending on the country. The majority of people, who work as expatriates, return home after few weeks, months or only a few years later. Making the decision leave behind your country of birth, your friends, and extended family and embark upon a brand new adventure overseas is not one that many consider lightly. Once the initial considerations have been decided, quite often the excitement of the adventure takes a hold and decisions and plans run away with people, and unforeseen challenges cause many expats to fail their assignments (Jennifer, pp. 42-53).

It is clear that a failed assignment in an overseas location is considerably more expensive than one occurring closer to home. The need for properly trained international managers has become a critical issue for many multinational corporations. Poor training and development of expatriates produces family disruption, cultural inflexibility, emotional stress, responsibility overload and physical breakdown. There are also indirect costs such as damaged relationships with the host-country government and local organizations as well as with direct customers, not to mention the potential loss of product market share (Warner, pp. 703-16). Corporations and Human Resources Professionals need to understand the return on investment that a company has within their expatriation systems, selection process, career management and repatriation process.

Chapter II: Historical Perspective

Let's first examine the definition of an “expatriate”. The Cambridge Dictionary defines the word as someone who does not live in his or her own country. An expatriate is any person living in a different country from where he or she is a citizen. My research indicates that the term expatriate has had a long and complex history.

Seeking the bohemian lifestyle and rejecting the values of American materialism, a number of intellectuals, poets, artists and writers fled to France in the post World War I years. The “Lost ...