Global Entrepreneurial Talent Management: Challenges & Opportunities for HRD

Research output: Contribution to journalSpecial issuepeer-review

Authors

  • Brian Harney (Guest editor)
  • Nada Zupan (Guest editor)
  • Katarzyna Dziewanowska
  • Melita Balas Rant
  • Andrej Kohont
  • Samuel Clegg
  • Hyemi Shin
  • Alenka Slavec Gomezel
  • Julie Brueckner
  • Katja Mihelic
  • Molka Mazghouni
  • Ilsang Ko
  • Paul Doyle
  • Szu-hsin Wu

External departments

  • Dublin City University
  • University of Ljubljana
  • Warsaw University
  • Chonnam National University
  • Technological University Dublin
  • Flyhigh

Details

Original languageEnglish
Number of pages136
JournalInternational Journal of Human Resource Development Practice, Policy and Research
Volume4
Issue number2
Publication statusPublished - 31 Dec 2019
EventUniversity Forum for Human Resource Development Annual Conference 2018 - Newcastle Business School, Newcastle upon Tyne, United Kingdom
Duration: 6 Jun 20188 Jun 2018
https://www.ahrd.org/events/EventDetails.aspx?id=976363
Publication type

Research output: Contribution to journalSpecial issuepeer-review

Abstract

This special issue of the International Journal of HRD Practice, Policy and Research brings together on-going work from the Global Entrepreneurial Talent Management3 (GETM3) project. GETM3 is a European Union Research Innovation and Staff Exchange (RISE) project investigating the HRD implications of the way existing and future talent can be managed at work, harnessing the entrepreneurial attitudes and skills of young people. The project is both interdisciplinary and international, exploring the key challenges of managing this entrepreneurial talent within organizations. The scope and content of the project align neatly with the intent of the Journal of International Journal of HRD Practice, Policy and Research, not least the emphasis on practical HRD implications. Indeed, at the heart of GETM3 is an appreciation that true understanding and impact can only come from engagement with multiple stakeholders. This editorial provides a brief contextual overview of GETM3, focusing on its relevance for HRD, before providing a brief review of the articles and opinion/forum pieces that make up the special issue. Such explorations are certainly timely. Deloitte’s recent Global Human Capital survey highlights that organizations must re-invent their ability to learn. Indeed, the top rated trend for 2019, reflected by 86% of respondents, was the need to improve learning and development (Deloitte, 2019: 77). Related to this is the requirement for more dedicated evidence exploring the nature and impact of HRD (Gubbins, Harney, van der Werff, & Rousseau, 2018; Mackay, 2017), coupled with more directed attention to the process, rather than the content, of HRD interventions (Staats, 2019). The papers in this special issue certainly make a contribution to enhanced understanding and equally to bridging the seemingly ever widening theory-practice gap (Holden, 2019).