Self-initiated expatriates and the role of international human resource management
Research output: Chapter in Book/Report/Conference proceeding › Chapter (peer-reviewed)
In order to attract a broader range of talent, and to ensure that organisations are engaging in both ‘smart’ and ethical talent management, there is a need for a flexible approach to global talent management that caters for both changing business needs and the different support needs of traditional and non-traditional self-initiated expatriates. As multinational organisations multinationals continue to struggle to attract global talent, female SIEs are a source of untapped potential. Non-traditional SIEs represent a source of untapped talent; however, there is a need for gender-inclusive approaches to global talent management to take advantage of this. There is considerable discussion within the academic and practitioner literature to highlight the challenges of selection. Mentoring is widely viewed as beneficial to the work adjustment of employees. The line manager plays a pivotal role in supporting the expatriate. International Human Resource Management policies and practices are influential from selection of a candidate as well as ongoing expatriate performance to repatriation.
|Title of host publication||Self-Initiated Expatriates in Context: Recognizing Space, Time, and Institutions|
|Editors||Maike Andresen, Chris Brewster, Vesa Suutari|
|Number of pages||19|
|Publication status||Published - 1 Oct 2021|