HRM-5011 v2

van den Berg, M. J., Stander, M. W., & van der Vaart, L. (2020). An exploration of key human resource practitioner competencies in a digitally transformed organisation. South African Journal of Human Resource Management, 18(1), 1–13.
This study reflects upon the potentially unique competency requirements of the HRP in a digitally transformed organization by exploring the perceptions of the line partner. Digitalization is transforming the roles of HRPs. Consequently, HRPs may need a different set of competencies. Despite the transformation and the associated change in competency requirements, little knowledge exists regarding the HRP competencies needed (especially in digitally transformed organizations).

Crane, B., & Hartwell, C. J. (2019). Global talent management: A life cycle view of the interaction between human and social capital. Journal of World Business, 54(2), 82–92.
This article presents a theoretical model that describes the interaction between social and human capital and the different forms that such an interaction may take – positive and negative. It discusses the implications for practices in global talent management in selecting, developing, and harnessing talent.

Arnold, J. (2018). Have you gone global? Cultivating cultural competency can propel your career. HR Magazine, 63(2), 22–23.
This article shares tips to help human resources (HR) professionals improve their careers by cultivating global cultural competency. Some of these tips include building the network by making international connections, traveling for international projects, and taking in-person or online programs on international issues.

Claus, L. (2019). HR disruption—Time already to reinvent talent management. BRQ Business Research Quarterly, 22(3), 207–215.
Rapid changes in demographics, technology, and globalization have considerable global implications for work and the worker. This new workplace context is also disrupting talent management. A new breed of talent management practitioners is developing an HR stack that includes other management frameworks such as design thinking, agile management, behavioral economics, and analytics to augment their HR competencies. Organizations will be unable to reinvent their existing talent management practices in a sustainable way unless they broaden the talent management conversation.

Liu, Y., Vrontis, D., Visser, M., Stokes, P., Smith, S., Moore, N., Thrassou, A., & Ashta, A. (2020). Talent management and the HR function in cross-cultural mergers and acquisitions: The role and impact of bi-cultural identity. Human Resource Management Review.
This paper examines bi-cultural talent in relation to human resource management (HRM) practices in cross-cultural mergers and acquisitions (M&A). The intersection of HRM, bi-cultural talent management, and cross-cultural M&A literature proposes a conceptual framework to capture the complexity of bi-cultural talent management.

Li, J., Zhao, Y., & Han, X. (2020). Would you work abroad? The effect of English proficiency on Chinese employees’ willingness to accept international assignments. International Business Review, 29(2).
This research focuses on Chinese expatriate management. The English language proficiency (ELP) is positively related to accepting international assignments (WAIA). The article delves into how openness to corporate globalization (OCG) mediates ELP and WAIA.

Please use this tutorial guide to assist you in your Week 3 assignment.