Case Memo - Global Management Problems and its Solution

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Running head: CASE MEMO
Case Memo
Name of the Student
Name of the University
Authors note

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This paper aims to shed light on global management problems and its solution. To
maintain a concrete system of global talent management, some specific challenges might occur
in the process. According to Tarique and Schuler, three major problems regarding global talent
management can be seen, attracting employees, developing employees and retaining employees
(Collings & Isichei, 2018, pp. 165-187).
The very first and the major GTM challenge for MNC’s which are knowledge centred
firm is to attract employees. As it is difficult to get efficient employees, firms are struggling with
some severe issues on the verge of enticing more and more candidates and pick the right one
from them.
The second most challenge, which is development; in this field, activities have been
examined and researched for taking responsibilities of global leadership by the developing
executive managers (Cascio, & Boudreau 2016, pp. 103-114). An individual has to be capable of
working efficiently in a comprehensive environment and must have the ability to design
developmental activities as well as deliver and evaluate it. The increasing requirement of
developing in house personnel alarms the fact that the demand for an experienced and talented
employee is increasing.
The third global management challenge is retention, as the engagement of employees is
an important issue and it involves the fact that how and why the upsurge levels of employee
commitment in MNC’s encourages talent retention, improves the performance of organisations
and arises customer loyalty (Vaiman & Collings, 2015, pp. 210-225).
The challenges in terms of global talent management, each of them have their specific
reasons and causes. There are various causes of the first challenge itself, like, it is difficult for the

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hiring managers to pick out the best candidate or employee and spotlight them for the suitable
position from a defined group of people who will be ideal for their company, another cause for
this challenge is that there are shortage of candidates with resources and knowledge, although
there are many employees and the rate is always increasing (Kim et al, 2014, pp. 93-121);
however, the field lacks people with required skills and expertise and work experience, as such
people can result in company’s development and serve the best of all to the organisation in the
long run. That is why the recruitment processes follow some strict filtration and are highly
selective so that they can select the best ones (Khilji, Tarique, & Schuler, 2015, pp. 236-248).
The second one is the developmental challenge and its multidimensional causes, that
occur from the working efficiency and working ability of the employees, including designing of
the task and delivering of the work as well as evaluation of it together with the total individual
product which further affects the organisation's outcome (De Cieri, 2016, pp. 8-30).
The third most and the final challenge causes, in terms of, the level of involvement of the
employees in a multinational company and in increasing or decreasing the level of engagement
affects the organisation's reputation in the competitive market which further affects the level of
customer loyalty, retention of talent and impacts the organisational performance. These causes
altogether address on the war of talent (Cerdin & Brewster, 2014, pp. 245-252).
In the process of hiring employees, the organisation must focus on achieving short term
and long term goals and solutions, as for the development of the company I must require some
well experienced and knowledgeable candidates to work with (Collings, 2014, pp. 165-187).
Such solutions are:

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What kind of talent is required in the organisation: the requirements of an organization
depend on the vision, culture and goal or mission, this decides the what kind of employees the
company needs in order to face the challenges.
Developmental offerings for the career: a company has its own growing and developing
strategies for the employees which attracts employees by offering them sufficient opportunities,
this allows talent retention and further lead to high skilled workers team.
Identifying aims: organizations aim and objective decides the future and development level of
the company so in order to deal with the further challenges the aims must be concrete and clear.
Importance of outcome: at the end of the day outcome or result is everything that an
organization should focus on, which definitely is affected by individual performance, so hiring
efficient employees is important.
Hard work versus Talent: the company should recruit graduate employees but should focus more
on recruiting hardworking employees instead of only talented employees, as the hardworking are
more committed to the job which will help in coping up with the GTM problems.
Zero tolerance in terms of negative behaviour: one of the major causes because of which the
employees leave the company or lose focus from there is the negative behaviour, to regulate this
activity the company should implement rules and laws regarding tolerance of such behaviours.
Positive work-place environment: the positive environment of the work-place is very much
essential for an employee to work without burden, to stay focused and in order to remain
committed towards the organization. In terms of the negative work environment, it becomes
difficult for an employee to work under pressure and to survive in that organization for a certain

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period of time. Keeping a healthy environment will result in good production and further
development of the company and deal help in dealing with the challenges.
The implementation of these solutions helps an organisation to overcome all the problems
in various ways. The integration of these solutions are required in order to maintain the process,
progress and reputation of a company and these are implemented by the company management
and higher authority for the development of the organisation and to improve the employee
performance.
Although there are limitation and risks in the process, organisations should constantly
take feedback from their employees regarding their job comfort and should provide the essential
requirements in the work-place and also entertain them with new opportunities so that they don’t
find a reason to search for a better company and so that they stay hard-working, committed and
motivated.
As per my point of view, the problems of global talent management can be solved by
using some strategies or solutions mentioned above by the specific organisation in order to
attract employees as well to make them stay, further to make them work hard it is important for
the company to provide new opportunities and facilities to its employees, which will further
result in the development of the company.

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References:
Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: From international
HR to talent management. Journal of World Business, 51(1), 103-114.
Cerdin, J. L., & Brewster, C. (2014). Talent management and expatriation: Bridging two streams
of research and practice. Journal of World Business, 49(2), 245-252.
Collings, D. G. (2014). Integrating global mobility and global talent management: Exploring the
challenges and strategic opportunities. Journal of World Business, 49(2), 253-261.
Collings, D. G., & Isichei, M. (2018). The shifting boundaries of global staffing: Integrating
global talent management, alternative forms of international assignments and non-employees
into the discussion. The International Journal of Human Resource Management, 29(1), 165-187.
De Cieri, Y. M. H. (2016). Linking global mobility and global talent management: The role of
ROI. Employee Relations, 38(1), 8-30.
Khilji, S. E., Tarique, I., & Schuler, R. S. (2015). Incorporating the macro view in global talent
management. Human Resource Management Review, 25(3), 236-248.
Kim, Y., Williams, R., Rothwell, W. J., & Penaloza, P. (2014). A strategic model for technical
talent management: A model based on a qualitative case study. Performance improvement
quarterly, 26(4), 93-121.
Vaiman, V., & Collings, D. G. (2015). Global talent management. The Routledge companion to
international human resource management, 210-225.

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