Stahl et al. (2011) introduced "Talent Management Wheel" model to attract and develop the very best employees for global business.
Researchers of the study argue that 'mimicking the best HR practices' does not make the best talent management, rather adhering six principles : (1) alignment with strategy, (2) internal consistency, (3) cultural embeddedness, (4) management involvement, (5) a balance of global and local needs and (6) employer branding through differentiation make the best talent management for leading organizations.
(see : http://sloanreview.mit.edu/the-magazine/2012-winter/53212/six-principles-of-effective-global-talent-management/?utm_source=Publicaster&utm_medium=email&utm_campaign=Gen%20Enews%20Jan%203%202012&utm_content=Six+guiding+principles+for+managing+talent)
The article proposed that there are two different approaches in practicing talent management system: The differentiated approach (GE's vitality curve practice) and the inclusive approach (Shell's universal talent concept).
One very interesting and compelling principles for talent management wheel is "Principle 4: Management Involvement."
The authors claimed that "best practices for talent management are only best when they're applied in a given context; what works for one company may not work in another."
In order to integrate and develop the best talent for an organization is totally dependent on the manager's involvement in the process of talent management, authors said.
The cases of Jack Welch and Lafley's severe engagement in developing talents within their organizations supports the importance of manager's involvement in talent management.
A. G. Lafley, former CEO of Procter & Gamble, claims he used to spend one-third to one-half of his time developing talent. He was convinced that “[n]othing I do will have a more enduring impact on P&G’s long-term success than helping to develop other leaders.”
About the Study:
This paper is based on a multiyear collaborative research project on global talent management practices and principles by an international team of researchers from INSEAD, Cornell, Cambridge and Tilburg universities. The research looked at 33 multinational corporations, headquartered in 11 countries, and examined 18 companies in depth. We selected the case companies based on their superior business performance and reputations as employers, as defined through Fortune listings and equivalent rankings (e.g., the “Best Companies for Leadership” by the Hay Group and Chief Executive magazine).
The case study interviews were semi-structured, covering questions about the business context, talent management practices and HR function. We interviewed HR professionals and managers and also a sample of executives and line managers in an effort to understand the ways companies source, attract, select, develop, promote and move high-potential employees through the organization. A second stage of research consisted of a Web-based survey of 20 companies. The survey contained items on six key talent management practice areas (staffing, training and development, appraisal, rewards, employee relations, and leadership and succession) and the HR delivery mechanisms (including the use and effectiveness of outsourcing, shared services, Web-based HR, off-shoring and on-shoring). Ultimately, we received a total of 263 complete surveys from the Americas, Asia-Pacific, Europe, the Middle East and Africa.