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Architectural Structures for Talent Mobility and Utilization

The HR function may be centrally located, but to operate effectively the management of talent needs to be comprehensively directed across the global organization with an adequate consideration of the specific national contexts and situations in which talent is located. If talent is to have any significance or value, GTM needs to explore and facilitate the optimization of mobility within the organization’s disparate talent pools. This requires the HR function to creatively develop architectural structures and bridges to ensure that appropriate talent is recognized and nurtured locally and is then made available wherever it is needed in order to meet the operational and strategic requirements of the whole organization [30, 54].

For the MNC, the ability to access the internal talent that is within its operational reach is particularly important, because the search for new talent—talent that is overlooked or neglected—is one of the significant drivers in the geographic relocation of core parts of the corporation, relocations that can be costly and entail a considerable amount of risk [65, 66].

 
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