LEARNING OBJECTIVES

1. Understand the significance of developing global themes in the context of organizational capabilities, recognizing
the impact on overall business strategy and performance.
2. Explore the key elements of employer branding and its role in attracting, retaining, and engaging talent on a
global scale, including the development of a compelling employer value proposition.
3. Analyze the principles and practices of talent management within a global framework, focusing on the
identification, development, and retention of high-potential individuals across diverse cultural and geographical
contexts.
4. Evaluate the challenges and opportunities associated with implementing global themes in talent management,
considering cultural nuances, regulatory variations, and the evolving nature of the global workforce.
5. Develop strategic insights and practical skills for aligning organizational capabilities, employer branding, and
talent management strategies to create a cohesive and competitive approach for global business success.
LEARNING QUESTIONS
1. How does the development of global themes in organizational capabilities contribute to overall business strategy and
performance?
2. What are the key components of an effective employer branding strategy, and how does it impact the attraction,
retention, and engagement of talent on a global scale?
3. How can talent management principles be adapted to effectively identify, develop, and retain high-potential individuals
within a global context?
4. What challenges and opportunities arise when implementing global themes in talent management, considering cultural
nuances, regulatory differences, and the evolving nature of the global workforce?
5. How can an organization strategically align its capabilities, employer branding, and talent management practices to
create a cohesive and competitive approach for success in the global business landscape?
GLOBAL
THEMES:
CAPABILITIE
S,
EMPLOYER
BRANDING
AND TALENT
MANAGEME
NT
SUPERORDINATE THEME

Building a Global Talent Ecosystem

This theme emphasizes the interconnectedness of capabilities, employer branding, and
talent management. It highlights the need for a holistic approach that considers the
development of skills, a compelling employer brand, and strategic talent management as
integral components of a unified global talent ecosystem.
INTEGRATION AROUND CORE STRATEGIC
COMPETENCIES OR CAPABILITIES

In essence, integration around core strategic competencies is about creating a cohesive

and interconnected structure within the organization. It requires a holistic approach to
management, where every component of the business works synergistically to amplify
the impact of the identified strengths.
KEY ELEMENTS OF INTEGRATION AROUND
CORE STRATEGIC COMPETENCIES INCLUDE

1. Identification and Definition:

Clearly defining the unique capabilities that constitute the core strategic competencies
of the organization.
2. Departmental Alignment:
Ensuring that different departments and teams are structured and organized to
contribute to and enhance the identified core competencies.
KEY ELEMENTS OF INTEGRATION AROUND
CORE STRATEGIC COMPETENCIES INCLUDE

3. Process Integration:
Aligning business processes to support and optimize core competencies, ensuring that
workflows enhance rather than hinder the strategic strengths.
4. Cultural Integration:
Fostering a corporate culture that values and reinforces the identified core
competencies, influencing employee behavior and decision-making.
KEY ELEMENTS OF INTEGRATION AROUND CORE
STRATEGIC COMPETENCIES INCLUDE

5. Technology Alignment:
Directing technological investments and innovations towards strengthening and
expanding the organization's core strategic competencies:
6. Measurement and Evaluation:
Establishing key performance indicators (KPIs) and feedback mechanisms to
continuously assess and improve the effectiveness of integration efforts.
EMPLOYER BRANDING

Employee branding in a global context refers to the process of strategically managing

and promoting the reputation of a company as an employer across diverse geographical
locations. It involves creating a consistent and positive image of the organization to
attract, engage, and retain top talent on a global scale. Employee branding is essential
for building a strong employer brand, fostering employee loyalty, and positioning the
company as an employer of choice in the competitive global job market.
KEY POINTS ON EMPLOYEE BRANDING IN A
GLOBAL CONTEXT

1. Consistent Messaging:
Ensure a consistent and unified message about the organization's values, culture, and
opportunities is communicated across all global locations.
2. Cultural Sensitivity:
Tailor employee branding initiatives to respect and resonate with the cultural norms and
values of different regions, promoting inclusivity.
KEY POINTS ON EMPLOYEE BRANDING IN A
GLOBAL CONTEXT

3. Global Career Opportunities:

Emphasize and showcase the diverse career opportunities available within the
organization across various locations, promoting a global mindset.
4. Diversity and Inclusion:
Highlight a commitment to diversity and inclusion by showcasing a workforce that
represents a variety of backgrounds, experiences, and perspectives.
KEY POINTS ON EMPLOYEE BRANDING IN A
GLOBAL CONTEXT

5. Language Accessibility:
Provide information in multiple languages to ensure that all employees, regardless of
their primary language, can engage with and understand the employer branding
materials.
6. Global Employee Value Proposition (EVP):
Develop a compelling global Employee Value Proposition that outlines the unique
benefits and opportunities offered to employees across different regions.
THE MANAGEMENT OF VALUES IN GLOBAL
HRM

The management of values in global Human Resource Management (HRM) involves the
strategic alignment and consistent application of organizational values across diverse
cultural contexts. It requires HR professionals to navigate cultural nuances, promote a
shared set of values, and ensure that employees across different regions understand and
embody the company's core principles. Here are key points on the management of
values in global HRM
THE MANAGEMENT OF VALUES IN GLOBAL
HRM

1. Cultural Sensitivity:
Key Point: Recognize and respect cultural differences when formulating and
implementing organizational values.
2. Global Core Values:
Key Point: Establish a set of core values that transcend cultural boundaries and reflect
the fundamental principles of the organization.
THE MANAGEMENT OF VALUES IN GLOBAL
HRM

3. Communication Strategies:
Key Point: Develop communication strategies that effectively convey organizational
values in a way that is accessible and relevant to employees from diverse cultural
backgrounds.
4. Localization of Values:
Key Point: Allow for some localization of values to accommodate cultural differences,
while maintaining the core essence of the organizational values.
THE MANAGEMENT OF VALUES IN GLOBAL
HRM

5. Cross-Cultural Training:
Key Point: Provide cross-cultural training to employees and leaders to enhance cultural
intelligence and facilitate a better understanding of values in different contexts.
6. Feedback Mechanisms:
Key Point: Establish feedback mechanisms that allow employees to provide input on
how well the organization is upholding its values and suggest improvements.
THE MANAGEMENT OF VALUES IN GLOBAL
HRM

7. Global HR Policies:
Key Point: Ensure that global HR policies align with the organization's values and are
adaptable to diverse cultural and legal contexts.
CONCENTRATING ON THE TALENT PIPELINE

Concentrating on the talent pipeline involves strategic planning and management to

ensure a continuous and robust flow of skilled and qualified individuals to meet the
current and future needs of an organization. The talent pipeline is essentially a pool of
potential candidates who can fill key roles within the company. Here are key points to
consider when concentrating on the talent pipeline
WHY ARE ORGANIZATIONS COORDINATING THEIR
TALENT PIPELINES MORE ON A GLOBAL BASIS?

1 . Talent itself has become more mobile. At first organizations found this with graduate
job seeking behavior, but now they experience it with more and more types of job
seeker.
2 . Competition with other employers has also become more generic. This competition
was country specific at first, then regional and then global.
WHY ARE ORGANIZATIONS COORDINATING
THEIR TALENT PIPELINES MORE ON A GLOBAL BASIS?

3 . The desire for more gender and nationality diversity generally requires that
managers need to be shepherded away from applying an HQ mindset, and this
requires that they follow formal processes.
4 . Economies of scale are important. To build excellent talent pipeline processes for
each country would require huge funding. It is easier to concentrate on their
demonstrated capability in a few countries or regions and then build a network to
transfer best practice around that.
CONCLUSION

● Behavioral engineering can be used to overcome the limitations of pursuing a change

strategy based solely on the export of programs to subsidiaries.
● Clear frameworks can be created to influence how global strategies are implemented
and these tend to transcend national boundaries more easily when they are tied into a
shared and accurate view of the capabilities and resources available to the organization.
CONCLUSION

● Principles, such as self-interest or the desire to feel a sense of belonging, can be used
to better engage employees.
● Self-interest might be served by the categorization and treatment of employees as
talented resources and the development of a proposition reflecting this.