De la relation client à la relation salarié : le rôle du Marketing RH

Le succès d’une entreprise réside aussi dans sa capacité à s’entourer de bonnes compétences et à les fidéliser. D’où la nécessité de valoriser le capital humain de l’entreprise. Cette valorisation passe par une promotion des pratiques RH en interne et en externe. C’est à ce niveau que la mobilisation du marketing se révèle utile

Global management programmes can help win the escalating ‘talent war’

As global talent is a key success factor for multinational corporations, investments made to attract and retain talent are large. Domitille Bonneton, Stephanie Katja Schworm, Marion Festing and Maral Muratbekova-Touron show how talent management practices can help retain high performers and high potential, who like other commodities have become even more scarce in these times of economic crisis

Mind the gap: Intended versus perceived human resource practices and knowledge sharing of line managers and employees

Understanding how human resource (HR) management can stimulate knowledgesharing among employees has received considerable attention recently. However,the extant research has focused predominantly on which HR practices are usedand has paid little attention to how they are implemented. Building on both per-spectives, we explore the nature of the gaps between intended and perceived HRpractices and the effects of these gaps on knowledge-sharing behaviours. Based ona survey of 198 respondents from a high-tech company, we found that the gapsbetween intended and perceived HR practices (a) can be multidirectional, that is,both underestimation and overestimation of HR practices exist; (b) differ in theirmagnitude between line managers and employees; and (c) have varied effects onknowledge-sharing behaviours—they can be positive, negative or have no impact,and these effects differ between line managers and employees. We discuss a rangeof conceptual, methodological and practice implications of these findings

Exclusive Talent Management: Unveiling the Mechanisms of the Construction of an Elite Community

International audienceThis paper aims at contributing to the talent management (TM) and organisation research fields by investigating the mechanisms of elite construction through an exclusive TM programme in a multinational company (MNC). We conducted an exploratory single‐case study in an MNC operating in more than 15 countries, by interviewing HR managers as representatives of top management and participants in a TM programme in seven countries. Other data sources included non‐participant observation and the use of internal and external documents. Our results show that talents develop a common elite identity based on exclusiveness, and additionally they gain access to resources and privileges through the mechanisms of performing rituals, acculturation through symbols, preferential treatment, social networking and the acquisition of insider knowledge. Furthermore, those employees identified as talents organise themselves in a closed, elite community. These results are summarised in a theory‐based framework explaining the building of an elite through exclusive TM

Talents Building an Endo-Organization

International audienc

Do global talent management programs help to retain talent? A career-related framework

International audienceGlobal talent management is a key success factor for multinational corporations, as investments made to attract and retain talent are enormous. However, the link between talent management practices and retention is under-researched. In this paper, we fill this research gap by proposing a conceptual framework linking global talent management practices and talent retention in multinational corporations, by exploring the role of individual careers through knowing-whom career capital and career success. We conducted a survey among talent and a control group within a multinational company, to test our framework through structural equation modeling. The main results show that talent management practices have a positive effect on talent’s intention to stay and that careerrelated aspects are key factors in retaining this talent on a global scale. Thus, our contribution is threefold: a conceptual framework, empirical evidence, and a new literature-based TM index, which makes the perceived intensity of TM programs measurable