1st Edition
Talent Management in the Developing World Adopting a Global Perspective
Economic and political reforms and globalization in the developing world have led to the emergence of companies that are expanding beyond their national borders into the international arena. The transformation into multinational corporations is generally not accompanied by a change in the way they manage their talent. There is a disconnect between globalization and talent management. Yet the most effective and sustainable source of competitive advantage is talent. Talent Management in the Developing World explores how the policies, systems and procedures that have been successful within national boundaries are inadequate to meet the value propositions of completely different and diverse people working in different countries, cultures, legal and socio-economic environments. In fact they may be dysfunctional to talent management. Using the perspective of the developing world, Dr Elegbe outlines the shift in paradigm and practice that is required if organizations are to develop a sustainable talent management strategy in these countries. A global approach to talent management assures competitiveness and sustainability of success in the international environment but change will not happen until line and HR managers see its urgency and criticality. That is the endeavour of this book.
Biography
Joel Elegbe was awarded a PhD in Sociology by the University of Ibadan. He obtained a a post-graduate diploma in Training Systems Design at the International Labor Training Center, Turin, Italy. Dr Elegbe started his HR career in Delta Steel Company, Ovwian-Aladja in Nigeria as Senior Personnel Officer, where he rose to Head of the Industrial Relations department. He later worked as Personnel Manager at the International Institute of Tropical Agriculture (IITA), a member of the Consultative Group on International Agricultural Research (CGIAR). He was Managing Consultant of Jobel Consultancy Services Limited before joining the African Development Bank, a multilateral development financial institution in 1998 where he has held various management positions - Division Manager/Head (Compensation and Benefits), Division Manager, Recruitment and Manpower Planning, and Officer-in-Charge of the African Development Institute. Dr Elegbe now works as a consultant.
'Tapping from his rich experience as a Human Resource Practitioner in both national and international settings, Dr Elegbe has come out with a brilliant, well-researched and well-written book, in simple prose, devoid of technical jargon. The book will no doubt fill a vacuum in the available knowledge resources on International Human Capital Management and it is therefore a 'must read' for scholars, practitioners and training institutions in the field, in both developing and developed worlds.' - Dr Olatunji Kolapo, formerly Divisional Chief of Human Resources, Nigeria (Coca Cola) Bottling Company, Ambassador Kolapo is Policy Study Group Director at National Institute for Policy and Strategic Studies, Nigeria 'The author's experience in the field has been brought to bear in this book and that makes it easy to read and understand. It is a powerful and invaluable contribution to the discourse on manpower development in all kinds of organizations around the world. Both scholars and management professionals will find it a useful companion.' - Matt Mogekwu, Ph.D., Chair, Journalism Department, Ithaca College, NY 'This book is an irresistible call on us all to share new creative ideas on Talent Management. As the discipline (of TM) is fast becoming an essential component of HR strategy, I find the book most useful in examining associated limitations of the established best practices in talent management while it heralds fresh vistas for more progressive strategy appreciation and development.' - Jude Iyitor, HR Director, Whassan Eurest Nigeria Ltd 'This book’s central proposition is that there is a right mindset and approach that enterprise leaders should adopt in managing their organizations’ talent in order to achieve a sustainable competitive advantage in the marketplace. The author’s lucidity makes the well researched content compelling for Human Capital Management practitioners as well as business leaders who want to leverage an appropriate talent manage
