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

Show simple item record

dc.contributor.author Jooss, Stefan
dc.contributor.author Burbach, Ralf
dc.contributor.author Ruël, Huub
dc.date.accessioned 2019-04-26T11:28:07Z
dc.date.available 2019-04-26T11:28:07Z
dc.date.issued 2019-03-25
dc.identifier.citation Jooss, S., Burbach, R. and Ruël, H. (2019) 'Examining talent pools as a core talent management practice in multinational corporations', The International Journal of Human Resource Management, pp. 1-32. doi: 10.1080/09585192.2019.1579748 en
dc.identifier.startpage 1 en
dc.identifier.endpage 32 en
dc.identifier.issn 0958-5192
dc.identifier.issn 1466-4399
dc.identifier.uri http://hdl.handle.net/10468/7806
dc.identifier.doi 10.1080/09585192.2019.1579748 en
dc.description.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. en
dc.format.mimetype application/pdf en
dc.language.iso en en
dc.publisher Taylor & Francis en
dc.relation.uri https://www.tandfonline.com/doi/abs/10.1080/09585192.2019.1579748
dc.rights © 2019 Informa UK Limited, trading as Taylor & Francis Group. This is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management on 25 March 2019, available online: http://www.tandfonline.com/10.1080/09585192.2019.1579748 en
dc.subject Talent pools en
dc.subject Talent identification en
dc.subject Talent management en
dc.subject Multinational corporations en
dc.subject Multilevel case study en
dc.title Examining talent pools as a core talent management practice in multinational corporations en
dc.type Article (peer-reviewed) en
dc.internal.authorcontactother Stefan Jooss, Cork University Business School, University College Cork, Cork, Ireland. +353-21-490-3000 Email: stefan.jooss@ucc.ie en
dc.internal.availability Full text available en
dc.check.info Access to this article is restricted until 18 months after publication by request of the publisher. en
dc.check.date 2021-09-25
dc.date.updated 2019-04-26T11:17:33Z
dc.description.version Accepted Version en
dc.internal.rssid 478089310
dc.description.status Peer reviewed en
dc.identifier.journaltitle The International Journal of Human Resource Management en
dc.internal.copyrightchecked No !!CORA!!
dc.internal.licenseacceptance Yes en
dc.internal.IRISemailaddress stefan.jooss@ucc.ie en
dc.internal.bibliocheck In Press. Update citation, rights statement, add vol. issue, update page nos. en


Files in this item

Files Size Format View

There are no files associated with this item.

This item appears in the following Collection(s)

Show simple item record

This website uses cookies. By using this website, you consent to the use of cookies in accordance with the UCC Privacy and Cookies Statement. For more information about cookies and how you can disable them, visit our Privacy and Cookies statement