Examining talent pools as a core talent management practice in multinational corporations

Abstract

Many organisations view talent management (TM) as perhaps the most critical challenge of this century. Consequently, it would seem vital that multinational corporations essayed to employ talent pools (TPs) to identify and manage talent more strategically. This paper examines critically the use of TPs as a core TM practice in multinational corporations. Through a multilevel case study of three organisations, we draw on 73 in-depth interviews with human resources and operational leaders at corporate and business unit levels to ascertain how TPs contribute to TM effectiveness. Findings show that TPs can provide a platform for the development of a strong internal talent pipeline if an appropriate TM framework is in place. The results imply that TPs need to be actively managed and underpinned by a rigorous and strategic decision-making process to establish the necessary depth and breadth of talent within TPs, which, in turn, will ensure the overall effectiveness of the TM process. This research responds to the call for much needed empirical evidence on TP practices and suggests a more nuanced view on TP management. Furthermore, this paper offers a model that conceptualises a systematic approach to TP management.

Keywords:

• Talent pools
• talent identification
• talent management
• multinational corporations
• multilevel case study

Correction Statement

This article has been republished with minor changes. These changes do not impact the academic content of the article.

Disclosure statement

I have no potential conflict of interest pertaining to this submission to The International Journal of Human Resource Management. This research did not receive any specific grant from funding agencies in the public, commercial or not-for-profit sector.