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Talent identification strategy in Latin American multinationals: perceptions of corporate actors

Talent identification strategy in Latin American multinationals: perceptions of corporate actors Talent identification is a critical process of any Global Talent Management system, and little is known about it in Latin American multinationals (multilatinas). This study aims to understand, through the perceptions of Corporate Global Talent Managers, the talent identification strategy in place, the factors involved and the sources of the tools for its implementation.Design/methodology/approachThe sample is made up of 17 multilatinas (Argentina, Brazil, Mexico, Chile and Colombia). Semi- structured interviews were conducted with Corporate Global Talent Managers.FindingsResults reveal that the standardisation strategy constitutes the main trend. This choice is explained by numerous factors such as the new corporate structures, the entry mode via mergers and acquisitions, the national/regional culture, geographical closeness and shared cultural affinity, organizational culture, host country management practices and level of integration between headquarters and subsidiaries. Most of the multilatinas do not rely on “best practices”; they prefer home-made tools instead. Several factors were identified. Conclusions and further research are presented.Originality/valueThis paper attempts to fill a perceived gap in the literature investigating, empirically, the talent identification strategy in multilatinas. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Research The Journal of the Iberoamerican Academy of Management Emerald Publishing

Talent identification strategy in Latin American multinationals: perceptions of corporate actors

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References (91)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1536-5433
eISSN
1536-5433
DOI
10.1108/mrjiam-11-2021-1247
Publisher site
See Article on Publisher Site

Abstract

Talent identification is a critical process of any Global Talent Management system, and little is known about it in Latin American multinationals (multilatinas). This study aims to understand, through the perceptions of Corporate Global Talent Managers, the talent identification strategy in place, the factors involved and the sources of the tools for its implementation.Design/methodology/approachThe sample is made up of 17 multilatinas (Argentina, Brazil, Mexico, Chile and Colombia). Semi- structured interviews were conducted with Corporate Global Talent Managers.FindingsResults reveal that the standardisation strategy constitutes the main trend. This choice is explained by numerous factors such as the new corporate structures, the entry mode via mergers and acquisitions, the national/regional culture, geographical closeness and shared cultural affinity, organizational culture, host country management practices and level of integration between headquarters and subsidiaries. Most of the multilatinas do not rely on “best practices”; they prefer home-made tools instead. Several factors were identified. Conclusions and further research are presented.Originality/valueThis paper attempts to fill a perceived gap in the literature investigating, empirically, the talent identification strategy in multilatinas.

Journal

Management Research The Journal of the Iberoamerican Academy of Management – Emerald Publishing

Published: Sep 22, 2022

Keywords: Talent identification strategy; Multilatinas; Emerging markets; Global talent management; Estrategia de identificación del talento; Multilatinas; Mercados emergentes; Gestión del talento global; Estratégia de identificação de talentos; Multilatinas; Mercados emergentes; Gestão global de talentos

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