Talent Management in Emerging Market Firms (eBook)

Marina Latukha is Professor of Organizational Behaviour and Human Resources Management at the Graduate School of Management, Saint Petersburg State University, Russia. She is also the lead researcher at the Centre for the Study of Emerging Market and Russian Multinational Enterprises. Marina is the author of a number of research articles and case studies on international and strategic human resource and talent management, and emerging market firms. 

Dedication 6
Preface 8
Acknowledgements 12
Contents 10
1: Introduction: The Next Wave of Emerging Talent 14
Growing Importance of Talent Management 14
The Rise of Emerging Economies and Evidence for Talent Management in Emerging Market Firms 16
Talent Management in Emerging Market Firms: The Necessity to Be Realized 20
The Organization of the Book 21
Notes 23
Part I: Global Talent Management for Emerging Economies: New Challenges or Old Strategies? 25
2: The Nature of Talent Management and Its Role in Modern Organizations 26
Understanding the Talent Management Phenomenon 26
The Fast-Evolving Talent Management Context and Its Challenges for Emerging Market Firms 33
Notes 35
3: Cross-Country Perspectives of Management of Talented Employees in the Emerging World 41
Talent Management in Brazilian Companies: Does It Really Exist? 42
Talent Management in Russia: The Necessity for Reconsideration 49
India’s Outlook: Things Changed for Talent Management? 56
Talent Management in China: Traditions vs. Westernization 63
Notes 71
Part II: Talent Management in Emerging Market Firms: Strategies and Practices 76
4: The Competitive Advantage of Emerging Market Firms: Is Talent Management Involved? 77
JBS: Managing Talent Globally 78
Yandex: Talent Management for Innovation 82
Talent Management at Sberbank: Challenges for Management and Employees 88
Leading Talent Strategy at Air China: Orientation to Customers 93
Notes 98
5: Attracting the Best and Leaving the Rest 101
Vale: Multiple Talent Management for an Employee Attraction and Retaining 102
Russian Railways: Employee Attraction as a Process of Evaluation, Development and Rewarding 110
Lenovo: Overcoming Labour Market Challenges 118
Notes 127
6: The Good, the Excellent and the Potential: Talent Performance Management 129
Embraer: Performance Evaluation for Potential Growth 130
MTS: Key Performance Indicators as a Central Talent Management Tool 135
The Story Repeats: Performance Assessment for Employees’ Development in GAIL and Geely 143
Notes 151
7: Creating Talent Organization Via Employees’ Training and Development 154
Severstal: Training and Development in the Russian Context 155
Wipro: Training and Development Right from the Start 162
PetroChina: Advantages of Learning Organization 169
Notes 177
8: Corporate Universities as a Tool for Talent Development 180
Banco Do Brasil: Experience in Distance Learning 181
Ilim Pulp: Launching Corporate University to Speak One Business Language 188
Infosys: The Best Corporate University in the Emerging World 202
Notes 212
9: Rewarding Strategies of Emerging Market Firms: Creating and Supporting Talent Motivation 216
Petrobras’s Talent Pipeline: Motivation Via Compensation and Training 217
Rakurs: Compensation System for Executives 225
Tata: Indian Way of Employees’ Retention 231
Notes 241
10: Conclusion: The Lessons Learned 245
Bibliography 252
Index 259