Talent Management in the Developing World

Hiring talent should be for the job but also for a global career; not only for today but for tomorrow too. Unfortunately, says Joel Elegbe, many managers are still fixated with the traditional sources of competitive advantage while ignoring the brutal truth that there is a disconnection between globalization and talent management in the emerging companies of the developing world. Established sources of competitive advantage are no longer as effective, reliable and sustainable as talent management. Simply appreciating the reality that people are the bastion of success of any organization will not alter concepts about how to attract, hire, engage, develop and retain the talent they need for their success. "Talent Management in the Developing World" explores how the policies, systems and procedures that have been successful within national boundaries are not only inadequate to meet the value propositions of completely different and diverse people working in different countries, cultures, legal and socio-economic environments but may also be dysfunctional to talent management. Using the perspective of the developing world, Dr Elegbe outlines the shift in paradigm and practice that is required if organizations are to develop a sustainable talent management strategy in these countries. A global approach to talent management assures competitiveness and sustainability of success in the international environment but change will not happen until line and HR managers see its urgency and criticality. That is the endeavour of this book.