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Solution
3.1 Effective Management of Talent in International Organisations
An active management of talents entail a set of approaches as identified in CIPD (2022a) to include attraction, identification, development, engagement, retention and deployment of people viewed as valuable to an organisation. For organisations operating in international business environment, a significant issue which directly impact them is building and sustaining of strong talent pipeline. This is supported by Stahl et al. (2012) which highlight that there exist multiple issues which impact the management of talents successfully. For the identified areas, the best practice would entail an embrace of diversity and inclusion in the international contexts.
Diversity and Inclusion in International Contexts
Requests for addressing diversity and inclusion is a common practice in majority of entire corners globally. According to Rašković et al. (2022) this is through a consideration of the aspects of gender identity, racial orientation, ethical background, sexual orientation, indigenous identities and religion. Further, CIPD (2022a) identified the concept of “economy of belonging” which identify the best practice in which organisations are in a position of addressing diversity and inclusion issues successfully. In this regard, the findings recommended on the need for prioritising on diversity and inclusion in various forms of pressure on organisations which operate in multinational context and tensions which individuals, organisations and communities are supposed to integrate together. Further, for a country-level, Urbig et al. (2022) argue that diversity and inclusion guide to appreciate society differing in their capacity of recognising, tolerating and adapting to different forms of (social) differences and diversity. For people practice professionals, prioritising on this factor could impact the scope in which the different diversity and inclusion policies are relevant in a specific society.
Further, in an international context, diversity and inclusion could be implemented by evaluating the likely impact in the process of social structuration with structure and agency interacting. This is by influencing corporate policies in the different countries and how they operate their institutional changes.
Further, Kuknor and Bhattacharya (2022) has recommended on the need for diversity and inclusion to pursue a strategic practice of resourcing employees subject to geographic representation with priority accorded to achievement of gender parity. In this case, people professionals can ensure that their local employees for admin and operational roles are resourced from host countries. Through this arrangement, the professional international employees are inclusive of geographically diverse representation of member organisations. After doing this, the management and organisations would ensure they are fostering capability and in reality practicing inclusion of opinions in the diverse staff. This would be measured in the context of the geographical distribution and representation of different gender. The outcome of this would be making sure all the employees opinions are appreciated, new ideas integrated, integrating their input in decision making and acknowledging feedback provided.
International staffing strategy; expatriate staff
One of the staffing strategy is identified as a practice of using employees from a home country to live and work in a country. The people who are engaged are identified as expatriates. Another staffing strategy is identified in Manu et al. (2019)…………..
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