The Strategic side of Global Talent Management : Thematic literature review with a conceptual reasoning

Today's organizations face a global talent shortage, where they struggle to find and develop the talents needed to gain a competitive advantage in the global labor market. The war for talent has shifted from a national to a global scale, affecting organizations Human Resource Management strategies. As a result, scholars argue that the implementation of Global Talent Management (GTM) in the organization's business strategy can facilitate the work by gaining a competitive advantage. Due to globalization, organizations face rapidly changing global environments, affecting the strategies of GTM. The specific contribution from this study is to examine the relevance of the internal drivers affecting GTM, identified by Tarique and Schuler in 2010 as regiocentrism, international strategic alliances, and required competencies, for future research and practical implementations. The findings declare that although the framework from 2010 still is relevant in some aspects, globalization has led to new internal drivers being presented in current literature. New aspects as defining a talent philosophy, adopting an alternative employment arrangement and developing an attractive employer branding have been identified as important internal drivers within GTM. These drivers are described and presented in a conceptual model, developed from the framework by Tarique and Schuler (2010)