TY - JOUR
T1 - Global Entrepreneurial Talent Management: Challenges & Opportunities for HRD
AU - Bailey, Mark
AU - Dziewanowska, Katarzyna
AU - Petrylaite, Edita
AU - Balas Rant, Melita
AU - Skoumpopoulou, Dimitra
AU - Kohont, Andrej
AU - Clegg, Samuel
AU - Booth, Michelle
AU - Shin, Hyemi
AU - Slavec Gomezel, Alenka
AU - Quan, Rose
AU - Brueckner, Julie
AU - Mihelic, Katja
AU - Mazghouni, Molka
AU - Ko, Ilsang
AU - Doyle, Paul
AU - Wu, Szu-hsin
A2 - Pearce, Alison
A2 - Harney, Brian
A2 - Zupan, Nada
A2 - Stalker, Brenda
N1 - Conference code: 19th
PY - 2019/12/31
Y1 - 2019/12/31
N2 - 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).
AB - 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).
M3 - Special issue
SN - 2397-4583
VL - 4
JO - International Journal of Human Resource Development Practice, Policy and Research
JF - International Journal of Human Resource Development Practice, Policy and Research
IS - 2
T2 - University Forum for Human Resource Development Annual Conference 2018
Y2 - 6 June 2018 through 8 June 2018
ER -