Index
Jürgen Deters
(Institute for Management and Organization (IMO) Leuphana University, Lueneburg, Germany)
Global Leadership Talent Management
ISBN: 978-1-78714-544-3, eISBN: 978-1-78714-543-6
Publication date: 22 May 2017
This content is currently only available as a PDF
Citation
Deters, J. (2017), "Index", Global Leadership Talent Management (Frontiers in Global Management), Emerald Publishing Limited, Leeds, pp. 231-243. https://doi.org/10.1108/978-1-78714-543-620171010
Publisher
:Emerald Publishing Limited
Copyright © 2017 Emerald Publishing Limited
INDEX
AC. See Assessment Center (AC)
Academic global competency models
, 117, 118
Acquisition
, 5, 6
high-quality
acquisition process
, 6
high-quality strategic talent acquisition approach
, 7
strategic talent
, 4–5
strategically oriented global
, 3
See also Global leadership talent acquisition
Ad hoc process
, 64
Adaptability
, 74, 83
cross-cultural
, 168
intercultural adaptability tests
, 167–171
ALC. See Aviation Leadership Compass (ALC)
Ambiguity
, 1, 10, 33, 75, 82
American National Standards Institute (ANSI)
, 41
Annual talent review
, 171–172
Assessment Center (AC)
, 52, 64, 103–104
Assessors
, 25
characteristics
, 184
diverse
, 183
GLAC
, 183
primary
, 159
training for
, 183–184
Australian Standard Classification of Occupations (ASCO)
, 109
Aviation Leadership Compass (ALC)
, 115
Balance of global and local needs principle
, 29
Behavior(s)
behavior-oriented interview
, 179
types
, 76–77
Big Data
, 44
Big Five Model
, 75
Biographical questionnaire
, 157–159, 171
Career dialogue
, 159, 171
CASA. See Cultural agility self-assessment (CASA)
“Coffee-machine-system”
, 64
Cognitive ability tests
, 66, 75, 166–167
Competency model
, 78, 86–87, 90, 111–112
competency dimensions
, 94
guidelines for developing
, 96–101
for selecting global leadership talents
, 106
competency fields for global leaders
, 108
corporate-specific leadership competency model
, 110–111
global leadership competency models
, 111–121
job-and local-specific requirements
, 109–110
leaders emphasize
, 106–107
tandem approach
, 107–108
validity and
, 70
cross-cultural training
, 73–74
global competency modeling
, 72–73
global job
, 71–72
global leadership talents
, 70–71
Complexity
, 10, 13, 33, 78, 81, 182
Conscientiousness
, 75, 83, 93, 166
Consistency
, 18–19, 41, 55, 92
Construct validity
, 70, 71, 139–140
Content validity
, 69
Convergence approach
, 41
Corporate HR function in global talent management
, 43
Corporate organizational values
, 50
Corporate-specific leadership competency model
, 110–111
Cross-cultural
experiences
, 82
and job-specific IAC
, 180–181
and not job-specific IAC
, 181
training
, 73–74
Cultural agility self-assessment (CASA)
, 170
Cultural difference assessments
, 167–168
Cultural fit principle
, 29
Culturally diverse upper management team
, 3–4
Culture-specific
and job-specific IAC
, 180
and not job-specific IAC
, 180
Deutsches Institut für Normung (DIN)
, 41
Divergence approach
, 41
Dynamic competencies
, 91
Dynamic cross-cultural competencies
, 82
Economical quality criteria
, 63
Emotional stability
, 75, 83, 157, 166
Empirical evidence of high-quality talent pool program
, 26
Employee value proposition (EVP)
, 23
Employer branding
, 19, 23
by differentiation principle
, 28
promise
, 140
Ethnocentric
approach
, 45
strategy
, 35
EVP. See Employee value proposition (EVP)
Expatriates
, 7, 13, 143
Fairness
, 95, 123–125, 127, 129, 151, 164
perception
, 123
reasons
, 36
Flux
, 10
Formalized HR quality standards
, 51
GCI. See Global Competencies Inventory (GCI)
Geocentric approach
, 46, 49
GLAC. See Global leadership assessment center (GLAC)
Global Certified Leader
, 55
Global Competencies Inventory (GCI)
, 169, 170
Global competency
modeling
, 72–73, 151
tests
, 165
Global corporate culture and value system
, 42
Global employer brand
, 24
Global harmonization
, 41, 43–44
Global HR
, 22
Global integration
, 17
Global IT integration principle
, 29
Global leader making
, 9, 10, 11
complexity
, 10
domestic leader
, 12
expatriates
, 13
leadership
, 9
responsibilities
, 14
Global leadership
, 81
competencies
, 77
assessments
, 169–171
collection of success factors
, 79–80
competencies category
, 84–85
congruence of competencies
, 83–84
dimensions for global leadership programs
, 80–81
performance
, 77–78
“soft” qualities
, 81–82
tests for
, 164–166
potential appraisal
, 159
harmonized appraisal framework
, 161–164
process criteria
, 160
technical knowledge
, 160–161
selection
, 1
acquisition
, 5, 6
best practice
, 8
culturally diverse upper management team
, 3–4
high-quality acquisition process
, 6
high-quality strategic talent acquisition approach
, 7
holistic approach
, 7
MNEs
, 4
SME
, 1
strategic talent acquisition
, 4–5
strategically oriented global acquisition
, 3
talent demand-supply gap
, 2
tests
, 167
cultural difference assessments
, 167–168
global leadership competency assessments
, 169–171
intercultural adaptability assessments
, 168–169
Global leadership assessment center (GLAC)
, 150, 180
assessed competencies
, 181–182
assessors
, 182–183, 184
core competencies
, 187–188
cross-cultural and job-specific IAC
, 180–181
culture-specific and job-specific IAC
, 180
global competency model
, 186–187
language
, 185
methodology
, 186
simulations, exercises, and tasks
, 184–185
Global leadership competency models
, 111, 119–121, 161–164
ALC leadership competency model
, 115–116
competency management
, 113–114
organization
, 111–112
other competencies
, 112–113
structure of
, 118
universal competency model
, 117
See also High-quality competency model
Global leadership talent acquisition
, 17, 20, 30
holistic view benefits in
, 17
global integration
, 17
HR actions
, 19
traditional HRM
, 18
organizational effectiveness and efficiency in
, 191–192
success factors and principles
, 28–30
Global leadership talent(s)
, 14
attracting and mobilizing
, 22
EVP
, 23
global employer brand
, 24
global HR professionals
, 24
platform functions
, 25
inventories
, 157
people development
, 16
retaining
, 27
selection
, 25–27, 188, 189
fairness
, 123–125
“hard” economic criteria
, 122
justice in global talent acquisition processes
, 129–132
legal aspect
, 132–133
psychological contract
, 125–126
social validity
, 126–129
structure of global leadership talent interview
, 172–178
succession planning for
, 20
global HR
, 22
key positions
, 21
strategic process
, 20
talent acquisition
, 14
views and definitions
, 15–16
“Global mindset”
, 78
Global organizations
, 31, 39, 71, 160–161
Global selection process
constitutes quality in
, 61–63
Global strategy
, 39, 40
Global talent acquisition processes
fairness
, 123–125
“hard” economic criteria
, 122
justice in global talent acquisition processes
, 129–132
legal aspect
, 132–133
psychological contract
, 125–126
quality standards
, 54
social validity
, 126–129
Global talent management
, 17
process
, 55
program evaluation
, 30
Global talent selection process
, 139–141
Globalization
, 2, 5, 10, 36, 41, 54
GLOBE Study
, 9, 75–76
Harmonization and guidelines in global talent acquisition process
, 65
compensation systems for higher leadership levels
, 58–59
corporate benefits
, 50–51
divergence approach
, 41
effective global management
, 47
geocentric approach
, 49
global strategy
, 40
harmonized HRM process
, 50
HR
procedures
, 58
quality standards and guidelines
, 52, 56–57
systems and processes
, 43
HRM
, 45
IFRS
, 53
MNCs
, 42
multinational organizations
, 48
polycentrism
, 46
SMEs
, 53–54
standardization in multinational organizations
, 44
transparent processes
, 55
Harmonized appraisal framework
, 161–164
Harmonized global selection process
, 55
Harmonized global talent acquisition process
, 146
clarifying value of harmonized global selection systems
, 147–148
controlling and evaluating global talent acquisition processes
, 152
creating global HR team
, 147
English as lingua franca
, 146–147
global competency model
, 151
high-quality selection process
, 151
international experienced and trained HR professionals
, 148–150
top management and line managers
, 150
Harmonized HRM process
, 50
High-quality
global leadership talent selection process
, 152–154
selection system
, 25, 62, 65, 151
strategic talent acquisition approach
, 7
High-quality competency model
, 85
approaches
, 88–89
competencies
, 86–87
listings
, 95–96
models
, 86–87, 96, 106–121
in selection process
, 94
development
, 74
global leadership competencies
, 77–85
guidelines for developing competency models
, 96–101
options for rating scales
, 101–106
personality and behavior of successful global leaders
, 74–77
research results
, 87–88
traits
, 91–93
See also Global leadership competency models
High-quality personnel selection
, 143
factors for global leader in foreign countries
, 143
job-related predictors
, 144
nonwork-related predictors
, 144–145
person-related predictors
, 143–144
personnel selection
, 146
factors in holistic and harmonized global talent acquisition process
, 146–152
high-quality global leadership talent selection process
, 152–154
preselection process
, 154–159
selection process for global leadership talents
, 188, 189
trimodal selection approach
, 153
See also Selection and nomination of candidates
Holistic approach
, 7, 29
Holistic global talent acquisition process
, 146
clarifying value of harmonized global selection systems
, 147–148
controlling and evaluating global talent acquisition processes
, 152
creating global HR team
, 147
English as lingua franca
, 146–147
global competency model
, 151
high-quality selection process
, 151
international experienced and trained HR professionals
, 148–150
top management and line managers
, 150
Holistic process
, 153
HR. See Human Resource (HR)
HRM. See Human Resource Management (HRM)
Human Resource (HR)
, 1
function
, 64
practices
, 1
quality standards and guidelines
, 52, 56–57
strategy
, 18
systems and processes
, 43
Human Resource Management (HRM)
, 3, 45
harmonization
, 53
policy
, 40
Human subjectivity
, 66
Hybrid approach
, 89
IES. See Intercultural Effectiveness Scale (IES)
IFRS. See International Financial Reporting Standards (IFRS)
Implementation, HR quality standards and guidelines
, 56
“In stock” talent pool programs
, 32, 37
“In-House Global Talent Pool”, advantages of
, 31
ethnocentric strategy
, 35
global organizations
, 31
globalization
, 36
market developments
, 33
“on demand” pool strategy
, 32, 33
requirements
, 34
“in stock” talent pool programs
, 37
Individual career planning
, 22
Information Technology (IT)
, 24
Integrated process
, 17
Integration
, 13, 57, 58
corporate
, 39
framework
, 155
global
, 17
of global talent acquisition
, 18
person-based integration approach
, 193
Integrity tests
, 165–167
Intelligence tests
, 66
Interactional justice
, 131
Intercultural adaptability tests
, 167
cultural difference assessments
, 167–168
global leadership competency assessments
, 169–171
intercultural adaptability assessments
, 168–169
Intercultural competence
, 13, 77, 165, 170
Intercultural Effectiveness Scale (IES)
, 168
Interdependence
, 10
Internal fit principle
, 28–29
Internalization
, 57
International assignments
, 71, 160–161
International Financial Reporting Standards (IFRS)
, 44, 53
International HRM strategy
, 45
International Organization for Standardization (ISO)
, 41
International strategy
, 39–40
IT. See Information Technology (IT)
Job-related predictors
, 143, 144
Job-specific
IAC
, 180
cross-cultural and
, 180–181
cross-cultural and not job-specific IAC
, 181
culture-specific and
, 180
culture-specific and not job-specific IAC
, 180
requirements
, 109–110
“Just-in-time” solutions
, 10
Justice in global talent acquisition processes
, 129–132
Key performance indicators (KPIs)
, 44
“LEAD competency model”
, 85
Leadership
, 9
“license”
, 55
shortage leadership talent of
, 2
Local-specific requirements
, 109–110
Localization
, 40
approach
, 41
of HRM
, 58
pressures
, 57
Management involvement principle
, 29
Mental ability tests
, 165
Meta-analysis
, 128, 132
Minimum screening criteria
, 155
MNCs. See Multinational companies (MNCs)
MNEs. See Multinational Enterprises (MNEs)
Motivation letter
, 157–159, 176
Multidomestic strategy
, 39
Multimethod selection approach
, 151, 152
Multimodal interview
components
, 176–177
predictive validity
, 176
Multinational companies (MNCs)
, 42
Multinational Enterprises (MNEs)
, 2, 4
Multiperspective approach
, 151, 152
Multiple-job approach
, 108
Multiplicity
, 10
Native speakers
, 146–147
Negative reactions
, 93
to selection procedures
, 17
Negotiation
, 124
intercultural
, 185
process
, 124
Non-native speakers
, 146–147
Nonwork cross-cultural experiences
, 77, 82, 155
Nonwork-related predictors
, 144–145
Objectivity, quality factor
, 62, 65–67, 122, 154, 191
“On demand” pool strategy
, 32, 33
On-size-fits-all approach
, 108
Organization-initiated cross-cultural experiences
, 82
Organizational
justice
, 129
values
, 50
Overly simplistic approach
, 73, 113
People management
, 17
Performance
appraisal
, 159
indicators
, 71
management
, 159
potential appraisal
, 159
harmonized appraisal framework
, 161–164
process criteria
, 160
technical knowledge
, 160–161
review
, 171
Person-related predictors
, 143–144
Personality
characteristics
, 83
inventories
, 75
tests
, 165–167
traits
, 164–165
Personnel selection, quality standards in
, 61
constitutes quality in global selection process
, 61–63
global talent selection process and reciprocal approach
, 139–141
high-quality competency model development
, 74–121
predicting success of global leaders in selection process
, 63–74
reciprocal exchange approach and steps
, 133–139
selection of global leadership talents
, 122–133
PISA studies. See Programme for International Student Assessment studies (PISA studies)
Platform functions
, 25
Polycentric approach
, 45–46
Polycentrism
, 46
Predictive validity
, 67–69, 87, 140
of behavioral-based, semistructured interview
, 173
global leadership selection systems
, 74
of multimodal interviews for job performance
, 176
Predictors
, 63, 69, 71, 72, 77, 156, 160
Preselection process
, 154
biographical questionnaire and motivation letter
, 157–159
global leadership talent inventories
, 157
minimum qualifications
, 155
self-assessments
, 155–157
self-selection
, 155–157
Procedural justice
, 129, 131
Process criteria
, 160
Programme for International Student Assessment studies (PISA studies)
, 44
Psychological contract
, 62, 125–126
Psychometric quality criteria
, 62, 65, 176
Pyramid model
, 81, 90
Quality
, 62
factor
objectivity
, 65–67
reliability
, 74
validity
, 67–74
standards in personnel selection
, 53, 61
constitutes quality in global selection process
, 61–63
global talent selection process and reciprocal approach
, 139–141
high-quality competency model development
, 74–121
predicting success of global leaders in selection process
, 63–74
reciprocal exchange approach and steps
, 133–139
selection of global leadership talents
, 122–133
Rating scales, options for
, 101, 104
five-point rating scale
, 102–105
for assessment centers
, 103
HR professionals
, 105–106
Reciprocal
approach
, 139–141
principle
, 123–124
quality criteria
, 62
Reciprocal exchange process
global leadership talents selection as
, 122
“hard” economic criteria
, 122
fairness
, 123–125
justice in global talent acquisition processes
, 129–132
legal aspect
, 132–133
psychological contract
, 125–126
social validity
, 126–129
and steps to optimizing talent acquisition process
, 133
global leadership talent pool
, 133–135
retaining talents
, 137–139
talent relationship management, participation, and integration of talents
, 135–136
touchpoint and IT management
, 136
transparency and open information
, 136–137
trust as core driver for positive relationships
, 137
Regiocentric approach
, 46
Regretted voluntary leaver rate, HR metrics
, 42
Reliability, quality factor
, 74
Research-based approach
, 88
Selection and nomination of candidates
, 159
annual talent review
, 171–172
cognitive ability, personality, and integrity tests
, 166–167
GLAC
, 180–188
global leadership tests
, 167–171
intercultural adaptability tests
, 167–171
interview
, 172
examples for biographical questions
, 178
structure of global leadership talent interview
, 172–178
performance and global leadership potential appraisal
, 159–164
performance review and career dialogue
, 171
tests for global leadership competencies
, 164–166
trained interviewers
, 178–179
See also High-quality personnel selection
Selection process
, 64
for global leadership talents
, 188, 189
predicting success of global leaders in
, 63
designing selection process
, 63–64
objectivity
, 66–67
quality factor objectivity
, 65–67
quality factor reliability
, 74
quality factor validity
, 67–74
Self-assessments
, 74, 155–157
Self-selection
, 69, 155–157, 165, 171
Semistructured interviews
, 173, 176
Single job approach
, 108, 109
“Sink or swim” approach
, 26
Situation, Task, Action, Result-technique (STAR-technique)
, 178
Small and medium-sized enterprises (SME)
, 1, 53–54
Social collaborators
, 135
Social desirability bias
, 165
Social validity
, 35, 126–129
“Soft” qualities
, 81–82
Staff turnover rate, HR metrics
, 42
Standardization
, 8, 42, 44, 53
STAR-technique. See Situation, Task, Action, Result-technique (STAR-technique)
Strategic
fit principle
, 29
method
, 71
strategically oriented global acquisition
, 3
talent acquisition
, 4–5
Strategy-based approach
, 88, 89
Structured interviews
, 66, 152, 173
Subcompetencies
, 85, 94, 113
Successful global leaders, personality and behavior of
, 74–77
Successful leadership behavior
, 71, 181
Talent acquisition process
, 14, 123, 145
reciprocal exchange approach and steps to optimizing
, 133
global leadership talent pool
, 133–135
retaining talents
, 137–139
talent relationship management, participation, and integration of talents
, 135–136
touchpoint and IT management
, 136
transparency and open information
, 136–137
trust as core driver for positive relationships
, 137
Talent demand-supply gap
, 2
Talent management
, 4, 17
Talent selection conference
, 171–172
Tandem approach
, 107–108
Task-oriented interview
, 179
Trained interviewers
, 173, 178–179
Trait(s)
, 91–92
activation theory
, 92
approach
, 153–154
trait-oriented methods
, 66
Transnational strategy
, 39
Transparency
, 127, 130, 136
in selection process
, 131–132
talent pool program
, 33
Trimodal selection approach
, 153, 154
United States Generally Accepted Accounting Principles (U.S. GAAP)
, 53
Universal competency model
, 117
Unstructured interviews
, 66, 173, 174
Validity, quality factor
, 67
competency models and
, 70–74
construct
, 70
content
, 69
predictive
, 67–69
Value-based approach
, 88
Volatile, uncertain, complex and ambiguous (VUCA) world
, 1
- Prelims
- 1 Global Leadership Selection as an Acquisition Process
- 2 Global Leadership Talent Selection and Global Leadership
- 3 Harmonization and Guidelines in the Global Talent Acquisition Process
- 4 Quality Standards in Personnel Selection
- 5 High-Quality Personnel Selection as a Holistic Process
- 6 Organizational Effectiveness and Efficiency in the Global Leadership Talent Acquisition Process
- 7 Conclusion
- Bibliography
- Index