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HR Directors’ Understanding of ‘Talent’: A Cross-Cultural Study

In: Global Talent Management

Author

Listed:
  • Nicky Dries

    (Research Centre for Organisation Studies)

  • Richard D. Cotton

    (Appalachian State University)

  • Silvia Bagdadli

    (Bocconi University)

  • Manoela Ziebell Oliveira

    (Universidade Federal do Rio Grande do Sul)

Abstract

In this chapter we aim to advance understanding of the meanings attributed to ‘talent’ by HR directors across the world (N = 410), and how their ‘talent mindsets’ translate into the ways in which talent is identified and managed in their organizations. Respondents from different cultural clusters mentioned ability, skills, knowledge, and potential as high-ranking associations with talent. In addition, the HR directors seemed to agree that talent can be developed for over 50 %. We did find cultural differences relating to the extent to which organizations had an ‘inclusive’ talent management mindset, and the extent to which they relied on first impressions in their assessments of talent. In both cases, organizations from the Anglo cluster scored higher than the other clusters. This is particularly interesting in that the talent management literature is somewhat Anglo-Saxon biased (as most literature is produced in the US and the UK)—further research is necessary to examine the extent to which Anglo-Saxon approaches to talent management can be generalized (or ‘exported’) to other countries and cultures, especially within one and the same MNC. Specific implications for global talent management research and practice are spelled out.

Suggested Citation

  • Nicky Dries & Richard D. Cotton & Silvia Bagdadli & Manoela Ziebell Oliveira, 2014. "HR Directors’ Understanding of ‘Talent’: A Cross-Cultural Study," Management for Professionals, in: Akram Al Ariss (ed.), Global Talent Management, edition 127, pages 15-28, Springer.
    • Handle: RePEc:spr:mgmchp:978-3-319-05125-3_2
    DOI: 10.1007/978-3-319-05125-3_2
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