HRM-5011: Global Talent Development and Management

Bussin, M., & Joubert, C. (2015). Expatriate compensation: A practical and informative textbook for managing expatriate compensation, mobility, and international assignments in the world of work.
Read Chapter 3. International Crucible Assignments.
This chapter focuses on the content and context of the international assignment role. The international assignees need to adopt a learning and development approach to international assignments.

Jooss, S., McDonnell, A., & Conroy, K. (2020). Flexible global working arrangements: An integrative review and future research agenda. Human Resource Management Review.
This article centers on how to better understand the international HR function's role and responsibility in providing a more strategic and sustainable perspective. The topography of global mobility within multinational enterprises (MNEs) is evolving. We now have a portfolio of flexible global working arrangements (FGWAs), including international business travelers, flexpatriates, short-term international commuters, and rotational assignees. The need for more agile structures and more efficient mechanisms to transfer globally dispersed knowledge are two key enablers in this evolution.

Galang, M. C., & Osman, I. (2016). HR managers in five countries: What do they do and why does it matter? International Journal of Human Resource Management, 27(13), 1341–1372.
This article posits that a more challenging environment compels organizations to turn to manage their HRs as a source of competitive advantage, and that means an increasing business partnership for HR professionals. This five-country comparative study finds that multiple roles are at least moderately executed and that these HR roles have a different impact depending on the aspect of organizational performance. As well, a more challenging environment, defined here as legal constraints and industry challenges, generally does not have a significant moderating effect on the impact of the different HR roles on organizational performance.

Wan, L., Orzes, G., Sartor, M., & Nassimbeni, G. (2019). Reshoring: Does home country matter? Journal of Purchasing and Supply Management, 25(4).
This paper aims to analyze whether and how reshoring projects are different across countries, thereby further exploring the underlying home country-related factors contributing to reshoring peculiarities. Using a dataset including 529 cross-industry reshoring projects developed by companies headquartered in five countries (i.e., U.S., Germany, UK, France, and Italy), the study shows that these projects differ in terms of industry entry mode, firm size, and motivations. Thus, reshoring turns out to be a phenomenon where each country has its peculiarities. The research further sheds light on the possible institutional, cultural/cognitive, and industry/resource-related factors underlying these specificities.

Latukha, M., Golubkova, A., & Victoria, T. (2018). To be involved or not to be involved? HRM competences for internationalization process in Russian companies. Journal of East-West Business, 24(4), 265–286.
This paper aims to identify the list of human resource management (HRM) competencies that are crucial for a company during the internationalization process. We focus on the Russian context and investigate the level of human resource (HR) managers' involvement in the implementation of a firm's internationalization strategy, HRM competencies that facilitate the internationalization process of Russian companies, and HR manager's proficiency level, suitable for these competencies.

Briscoe, D. R., Schuler, R. S., & Tarique, I. (2012). International human resource management [electronic resource]: Policies and practices for multinational enterprises (4th ed.). Routledge. ProQuest Ebook Central.
Read Chapter 8: International Workforce Planning and Staffing.
This chapter focuses on the types of international employees that Multinational corporations draw on the staff of their operations in the global marketplace by describing the different implications on the various types of employees.