1.Executive summary In order to have a sustainable competitive advantage, organisations realized that to do well economically, it is important to have the appropriate human capital within the company. That is how the term talent management was brought up. Human resource management is one of the pillars leading to organizational success and TM has become an important issue that HR professionals are dealing with. As companies go global, the need to focus on TM is increasing. This report is a critique of the journal article ‘Strategic talent management: A review and research agenda’ written by David G.Collings and Kamel Mellahi (2009). The report includes a broad view of how IHRM can address TM issues stated in the article. In the report, the strengths and weaknesses of the article have been stated and some recommendations concerning TM have been formulated and all the main points were highlighted in the conclusion.
2.Introduction This report is a critique of the journal article, ‘Strategic talent management: A review and research agenda’ written by David G.Collings and Kamel Mellahi (2009) for Elsevier publishing company. The report aims at critically analysing the mentioned article to find Talent Management issues relevant to International Human Resource management. Firstly the credibility of the authors and the validity of the article will be briefly analysed. The main key term this report deals with, that is Talent management (TM) will be explained as well as International human resource management (IHRM), ensuring clear understanding of the discussion which will follow.
Further to the definition of the key terms, the theoretical model of strategic talent management proposed by the authors will be analysed and compared to the talent management wheel proposed by MIT Sloan Management Review (2012). The main body of the report will focus on the TM issues reported in the article and their relevance to IHRM, in this regard, other studies’ assumptions will be taken into account and thus allow us to critically analyse the article. Limitations and merits of the journal article will also be stated and followed by some recommendations as to how the discussed TM issues could be dealt with where international human resource management is concerned. Eventually, a conclusion will be included to highlight the main points which this report will cover.
3.Credibility of research Elsevier is one of the world’s leading providers of science information by providing authors and researchers as well as readers with innovative tools and world-class information helping in making critical decisions and to increase productivity. Elsevier has been delivering its services worldwide over the past 130 years and hence, is a credible source of information. Kamel Mellahi is the actual Co-Editor-in Chief of the International Journal of Management reviews. He has been carrying out many researches in the management field amongst which are in international business strategy and non-market strategy.
He has also published more than seventy scholarly articles. His research were very much sought by several journals and publishers. David G.Collings is a Human Resource Management Professor at DCU and King’s College London. He is the joint editor of a couple of HRM journals. He has been doing research in the field of talent management and global mobility issues and has been able to influence numerous debates on global mobility. He has been ranked 6th on the list of the most productive scholar of Ireland. Both authors can be said to be well qualified to publish an article on talent management as they both have carried out numerous researches in HRM field, thus, this article can be said to be credible.
4.Definition of IHRM and Talent management With the advent of globalization, organisations have ceased to exist on local level only, businesses have gone global and this, for the betterment of its purpose. As well as it can have many advantages, the biggest challenge however remains the competition which has gain in vigour as organisations strive to stay sustainably competitive. IHRM can be said to be the procurement, allocation, utilization and the motivating pulse of international businesses’ human resources. The definition of TM, even though being the basis of the article, is however the very first matter of contention and one of the aims of the article. It was noted that no clear definition of TM has so far been made.
Collings and Mellahi (2009), Boussebaa and Morgan (2008) and Piansoongnern and Anurit (2010, 290) have come up with a moreover similar definition of TM. According to them TM can be defined by processes and activities involving the identification of fundamental positions which help an organization to stay competitive, developing a talent pool of high performers to fill in those positions and adjusting HR practices to ensure commitment of such employees to the firm. For MNCs TM is more related to talented managers who get international assignments.