Professional Documents
Culture Documents
April 2006
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Author: Publishing and Research Services Division, National Library Board, Singapore
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Talent Management
Global Talent Management: Fostering Global Workforce Practices that are Scalable, Sustainable and Ethical
Details eight principles for building the global workforce and seven global talent management (GTM) field lessons. As offshoring becomes more common, the "global workforce" is gradually becoming a reality. With a majority of multi-national organisations operating with double standards in treating workforce in the developed and developing nations, there has to be cultural sensitivity and localization with regards to effective, long-term global talent management.
Chaisson, J. and Schweyer, A. (2004, July 4). Global talent management: Fostering global workforce practices that are scalable, sustainable and ethical. Human Capital Institute. (51 pages). Retrieved March 27, 2006, from http://www.humancapitalinstitute.org/portal-pload/superuser/libraryPaper_10032.pdf
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The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People
Provides pointers and case studies for designing career plans that boost employee morale, as well as creates and sustains excellence in the organization. Strategies elaborated include: Identifying, selecting and cultivating Superkeepers (employees whom the organisation cannot afford to lose) Finding, developing, and positioning highly qualified backups for key positions, and, Allocating resources to employees based on their contribution (actual and/or potential) to the organization excellence.
All Rights Reserved, McGraw-Hill, 2004 Berger, L. A. and Berger, D. R. (2004). The talent management handbook: Creating organizational excellence by identifying, developing, & promoting your best people. New York: McGraw-Hill Call No.: RBUS English 658.314 BER.
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Where Does Talent Reside? Counting Immigrants and Expatriates in OECD Countries: A New Perspective
Provides a detailed, comparable and reliable picture of immigrant populations within OECD countries. It also reflects the cumulative effect of movements over the past decades and provides additional information on the educational attainment of migrants.
Dumont, J.and Lemaitre, G. (2005, June 22). Counting immigrants and expatriates in OECD countries: A New perspective. Working Paper No. 25. Organisation for Economic Co-operation and Development. (44 pages). Retrieved March 27, 2006 from http://www.oecd.org/dataoecd/34/59/35043046.pdf
Taxation, Ethnic Ties and the Location Choice of Highly Skilled Immigrants
With an increasing international demand for highly skilled migrants, determinants such as expected wages, job opportunities, costs of migration and location are becoming more important. This paper suggests two other determinants are just as important - taxes and network effects. Aims to throw empirical light on the role of the above two factors via a case study of Switzerland (more than 35 percent of all persons with a degree are immigrants).
Liebig, T. and Sousa-Poza, A. (2005, July 29). Taxation, ethnic ties and the location choice of highly skilled immigrants. Social, Employment and Migration Working Paper No. 24. Organisation for Economic Co-operation and Development. (45 pages). Retrieved September 5, 2005 from http://www.oecd.org/dataoecd/5/60/35239536.pdf
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Talent Attraction and Luring Talent Back Home Broadening Our Horizons: Making Fresh Talent Work for Scotland
Scotland launched its Fresh Talent initiative, which is designed to attract skilled foreign workers, in February 2004. However, this report warns that more needs to be done to help prepare migrants for life in Scotland and prepare Scottish communities for the influx of foreign workers. The report makes 26 recommendations. They include: Ensuring that tackling racism is given the same attention as attracting people to Scotland; Developing a template "welcome pack" for new migrants and employers which sets out their rights, responsibilities and entitlements; Making sure public services monitor and address the support needs of new migrants, employers and communities; Persuading businesses to take positive action measures such as targeted recruitment, work placement and shadowing schemes.
Commission for Racial Equality in Scotland (2005, October 31). Broadening our horizons: Making fresh talent work for Scotland. (34 pages). http://www.cre.gov.uk/downloads/broadening_our_horizons_full_report.pdf
How to Become a Talent Magnet: Getting Talented People to Work for You
Identifies the issues causing massive change in the workplace and turning them into your advantage. More importantly, it covers widely the need for talent in organisations, recognising true talent, as well as provides a blueprint for crafting compelling employment offers that will ensure a flexible and diverse workforce.
Johnson, M. (2002). How to become a talent magnet: Getting talented people to work for you. Great Britain: Pearson Education Limited. Call No.: RBUS English 658.3111 JOH
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Talent Mobility From Brain Drain to Brain Circulation: Emerging Policy Agenda
This presentation by the senior economist for the Office of Policy and Strategy at U.S. Citizenship and Immigration Services (USCIS) focuses on emerging models of mobilising the highly skilled. It draws lessons from India, China and other countries. It finds that the increasing mobility of highly skilled people is going to just four host countries: USA, Germany, Canada and Australia. It has found that most government initiatives to establish 'brain gain' and 'return of talent' have largely failed. Thus, one of its recommendations is to promote 'brain circulation networks' which allow the expatriate talent to benefit the country of origin without relocating back.
World Bank Institute. (2005, November 9). From brain drain to brain circulation: Emerging policy agenda. Retrieved December 1, 2005 from World Bank website http://info.worldbank.org/etools/library/latestversion.asp?203731
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Talent Barriers
Examines and surveys the current legislative developments in relation to facilitating the recruitment of foreign workers. Pension funding and portability issues were also potential barriers of foreign executive talent recruitment in Ireland.
Carter, M. and OHara, M. (2005). Talent barriers. Business Ireland Magazine. Retrieved March 28, 2006 from PricewaterhouseCoopers website http://www.pwcglobal.com/extweb/service.nsf/docid/8933E1F945FDE01480257084 003948D4
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Must Skilled Migration be a Brain Drain? Evidence from the Indian Software Industry
Looks at the scale and type of skilled migration from the Indian software sector and the consequences for firms that are losing skilled workers. In general, findings show that such migration, including significant temporary migration, does not necessarily contribute to an adverse results or brain drain. The software industry is characterised by several types of cross-border mobility, in which most are temporary. Such mobility is important as it contributes to network effects.
Commander, Sinmon, et al. (2004, December). Must skilled migration be a brain drain? Evidence from the Indian software industry. IZA Institute for the Study of Labour. (32 pages). Retrieved March 27, 2006 from ftp://ftp.iza.org/dps/dp1422.pdf
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Supporting Future Leaders at the Learning and Skills Council: Big Savings Result from Identifying Talent Within the Organzation
The Learning and Skills Council (LSC) plans and funds vocational education and training to improve the knowledge and skills of adults and young people above 16 years old in England, has run seven evelopment centers across England to help to identify an internal pool of talented directors. Elimination of advertising charges and agency fees, response handling and interview time for recruitment for senior positions have resulted in savings.
Pollitt, D. (2005, December). Supporting future leaders at the Learning and Skills Council: Big savings result from identifying talent within the organization. Human Resource Management International Digest, 13(7), 13- 14. (2 pages). Retrieved March 23, 2006 from http://www.emeraldlibrary.com/Insight/ViewContentServlet?Filename=/published/emeraldfulltextarticle/ pdf/0440130705.pdf
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