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Preface; Contents; Editor and Contributors; 1 Global Talent Management in the Not-for-Profit Sector; Abstract; 1 Introduction; 2 Diversity of Talent Management in Mission-Driven Organisations; 3 TM at MSF; 3.1 Organisation Overview; 3.2 Definition of Talent and TM; 3.3 Main Focus of TM; 3.4 Attracting Talents; 3.5 Developing Talents; 3.6 Retaining Talents; 3.7 Use of Technology; 3.8 Future of TM; 3.9 Challenges in Implementing TM; 4 TM at UNICEF; 4.1 Future of TM; 4.2 Challenge of TM; 4.3 Joint TM at OCHA and UNDP; 4.4 Organisation Overview; 4.5 Definition of Talent and TM
4.6 Main Focus of TM4.7 Attracting Talents; 4.8 Developing Talents; 4.9 Retaining Talents; 4.10 Use of Technology; 4.11 Future of TM; 4.12 Challenges of TM; 5 Main Differences Between Talent Management in NFPs and MNCs; 6 Comparison of TM in MNCs and NFPs; 6.1 Definition of Talent and TM; 6.2 Main Focus of TM; 6.3 Attracting Talents; 6.4 Developing Talents; 6.5 Retaining Talents; 6.6 Technology; 6.7 Future of TM; 6.8 Challenges of TM; 7 Mutual Learning Between NFPs and MNCs; 8 Conclusion; References
2 The Transferable Skills Development Programme of a Portuguese Economics and Management Faculty: The Perceptions of Graduate StudentsAbstract; 1 Introduction; 2 Theoretical Background; 2.1 The Concept of "Competence" and Different Approaches; 2.2 Transferable Skills: Definition of the Concept; 2.3 The Development of Transferable Skills in the Academic Context; 2.4 The Development of New Skills from the Students' Perspective; 3 The Case of the Transferable Skills Development Programme in a Portuguese faculty of Economics and Management; 4 The Research Design and Sample; 5 Findings
5.1 The Importance of Transferable Skills Versus Technical Skills5.2 The Most Relevant Transferable Skills; 5.3 Mechanisms and Programmes for Developing Transferable Skills; 5.4 Perceptions of the Transferable Skills Development Programme; 6 Conclusions; References; 3 Organizational Propensities to Share: Revisiting Talent Mobilization and Redistribution in Multinational Corporations; Abstract; 1 Introduction; 2 Organizational Talent and Its Global Management; 2.1 Toward a Definition of Talent; 2.2 Talent Management and Global Talent Management
3 Interrogating Organizational Meta-principles Regarding Talent3.1 Inclusive and Exclusive Talent Perspectives; 3.2 Internal and External Sources of Talent; 3.3 Talent of People or Talent for Jobs; 3.4 Reconsidering Underlying Human Resource Philosophies; 4 Architectural Structures for Talent Mobility and Utilization; 4.1 Expatriation: Connecting Core and Periphery; 4.2 Inpatriation: Connecting Periphery and Core; 4.3 Global Talent Teams: Virtual Redistribution; 4.4 Cross-cultural Competency Training; 5 Conclusion; References
4.6 Main Focus of TM4.7 Attracting Talents; 4.8 Developing Talents; 4.9 Retaining Talents; 4.10 Use of Technology; 4.11 Future of TM; 4.12 Challenges of TM; 5 Main Differences Between Talent Management in NFPs and MNCs; 6 Comparison of TM in MNCs and NFPs; 6.1 Definition of Talent and TM; 6.2 Main Focus of TM; 6.3 Attracting Talents; 6.4 Developing Talents; 6.5 Retaining Talents; 6.6 Technology; 6.7 Future of TM; 6.8 Challenges of TM; 7 Mutual Learning Between NFPs and MNCs; 8 Conclusion; References
2 The Transferable Skills Development Programme of a Portuguese Economics and Management Faculty: The Perceptions of Graduate StudentsAbstract; 1 Introduction; 2 Theoretical Background; 2.1 The Concept of "Competence" and Different Approaches; 2.2 Transferable Skills: Definition of the Concept; 2.3 The Development of Transferable Skills in the Academic Context; 2.4 The Development of New Skills from the Students' Perspective; 3 The Case of the Transferable Skills Development Programme in a Portuguese faculty of Economics and Management; 4 The Research Design and Sample; 5 Findings
5.1 The Importance of Transferable Skills Versus Technical Skills5.2 The Most Relevant Transferable Skills; 5.3 Mechanisms and Programmes for Developing Transferable Skills; 5.4 Perceptions of the Transferable Skills Development Programme; 6 Conclusions; References; 3 Organizational Propensities to Share: Revisiting Talent Mobilization and Redistribution in Multinational Corporations; Abstract; 1 Introduction; 2 Organizational Talent and Its Global Management; 2.1 Toward a Definition of Talent; 2.2 Talent Management and Global Talent Management
3 Interrogating Organizational Meta-principles Regarding Talent3.1 Inclusive and Exclusive Talent Perspectives; 3.2 Internal and External Sources of Talent; 3.3 Talent of People or Talent for Jobs; 3.4 Reconsidering Underlying Human Resource Philosophies; 4 Architectural Structures for Talent Mobility and Utilization; 4.1 Expatriation: Connecting Core and Periphery; 4.2 Inpatriation: Connecting Periphery and Core; 4.3 Global Talent Teams: Virtual Redistribution; 4.4 Cross-cultural Competency Training; 5 Conclusion; References