Integration of talent and mobility function: strategy for HR to manage business
| Date | 13 November 2017 |
| DOI | https://doi.org/10.1108/SHR-07-2017-0043 |
| Published date | 13 November 2017 |
| Pages | 274-278 |
| Author | Sovanjeet Mishra |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Integration of talent and mobility function:
strategy for HR to manage business
Sovanjeet Mishra
Sovanjeet Mishra is
based at the School of
Management, National
Institute of Technology
Karnataka, Surathkal,
India.
Abstract
Purpose –In near future, population change and shift, aged workforce and retirement of baby boomer
generations are going to bring huge shortage of talent and skilled labor across globe, especially in
developed and emerging nations. Hence, this paper aims to link talent management and international
mobility function in a strategic way to overcome the challenge that business world will be facing in terms
of scarcity of talent.
Design/methodology/approach –In this paper viewpoint is expressed considering international texts
and organizational research reports.
Findings –Changing demographics and skill gap economies across nations and compliance risk or
regulatory challenge might have a direct impact on talent mobility. Further, talent mobility might have a
reverse effect on assignee and family. No single stakeholder alone would tackle this problem. So, the
educational institutions, business, government and non-governmental institutions need to collaborate
and form a framework to deal with it.
Research limitations/implications –Viewpoint can be further refined through academic
conceptualization and empirical validation.
Practical implications –Managers can incorporate framework suggested for managing talent during
mobility.
Originality/value –A call for integrating talent and mobility function would encourage researcher for
further refinement of the idea, through theoretical and empirical validation. Talent mobility has been
discussed as a win ⫺win situation for companies and nations across the globe.
Keywords Talent management, Economic growth, Organizational success, Talent mobility,
Talent mobility strategy
Paper type Viewpoint
Introduction
After the global financial crisis, the business world has undergone radical change and
organizations have become more globalized and technology driven. The government,
regulators and businesses are working on vital issues like economic recovery, climate
change, governance models and technology advancement. But how will businesses adapt
to the aftermath of the global crisis and what kind of talent will they need to deploy in this
integrated global environment? Does the integration of talent management with
international mobility eradicate the problem faced by business groups?
According to PricewaterhouseCoopers’ 2010 report, significant population change and
shift, an ageing workforce and impending retirement of baby boomers is set to pose
challenges for most developed countries and emerging markets. The Global Agenda
Council on the skills gap has identified talent mobility as one of the vital factors to reduce
the shortage of talent. PwC’s Talent Mobility (2012) study reveals that in next 10 years
companies will have a greater need to deploy their talent around the world and as a result
international assignments and mobility will increase. The World Economic Forum has been
a front runner in working on projects related to talent mobility, which has provided valuable
PAGE 274 STRATEGIC HR REVIEW VOL. 16 NO. 6 2017, pp. 274-278, © Emerald Publishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-07-2017-0043
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