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RSCH 600 - Research Methodologies & Inquiry Assignment - University Canada West, Canada

Research Project PART 1: RESEARCH TOPIC - PROBLEM STATEMENT, PURPOSE AND RESEARCH QUESTION(S), LITERATURE REVIEW & LITERATURE MAP

You need to conduct some research (Qualitative/Quantitative or Mixed Methods in nature) related to your own interests or to serve the interests of some organization (employer/client/sponsor). Before you start writing a formal proposal, you (or your employer/client/sponsor) would like to gather some information about the problem as well as understand its importance.

Answer - GLOBAL TALENT MANAGEMENT IN CANADIAN ORGANIZATIONS RESEARCH PROJECT PART 1:

1. Introduction

1.1 Title of the research

Study on Global talent management in Canadian organizations

1.2 Introduction/ Background

Creating value within working frameworks are primary motives for Canadian organizations. Aligning the work performed along the predicted value in future that it shall result is, is the talent management criteria for Canadian companies. Companies are led towards attainment of global competence potentials only when employees shall be creating a workforce that thrives towards success (McNulty & Selmer, 2017). Personalized experience based workplace relationships established by employees are widely believed to drive the connectivity in the ideal sense. Global talent management is believed to be a specific field of professional conduct which needs more expert reinforcement through Canadian reflection.

The present research domain tries to create an in-depth understanding about the significance of global talent management across the Canadian organizations. With the ongoing trend of globalization across the Canadian organizations, a strong amount of association is created between market growth and subsequent investments made towards talent acquisition. As more and more organizations are striving to meet the expectations of current day economy, the inventions for new and sophisticated approaches are getting designed talent acquisition and their management processes (Tung, 2016). It is depending upon the research findings and observations of Ernst & Young reports that current day trends of aligning global workforce management through business strategic designing are established. Acquiring global workforce is considered to be a mark of competence on international level by prospective Canadian organizations. Hence, the leading organizations are found to engage in the contemporary process of talent management on a global spectrum to create optimized image of their firm. As a course of doing so, business strategic layouts that one formulates need to integrate positive and accurate human resource initiates. Integrating the business visions and missions with the objective to secure global level talents management shall be the prime goal within the organization. It requires the human resource initiatives to enhance their efficiency and competitiveness for driving their revenues really high to the best of their potentials (Farndale et al. 2017). It necessitates the leading and prospective organizations of Canada to undertake effective Human Resource management attempts through strategic initiatives so that the diverse talent pool is possible to be addressed effectually.

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1.3 Statement of the Problem

Canadian organizations are necessary to engage in the process of global talent management keeping their future success orientation under key objective. There are business strategies that are thought of getting associated and aligned to attain global talent management in the best way possible (Seto & Sarros, 2016). As employees are the workforce that creates the identity of the competent organizations, it is through dynamisms and effective collection these talents that organizational success can be judged. It is with the rise in value of workforce skill and knowledge driven business culture that the prospect of employee talent has raised to a supreme concern. Bringing in the touch of globalization within these groups of talented employment spectrum shall enable organizations in strengthening and creating their globalised image in front of the international audiences. The future standard of the organization with a strong competent stature shall be possible to be established.

1.4 Purpose of the Study

The present research is necessitated to identify the relevance of global talent management within the Canadian organizations. The prime purpose behind it is that, Canada is often affected with the issue of meeting the critical future needs. These objectives can only be securely served if the internal talent pipeline in filling the future requirements can be well coordinated and comprehended (Cascio & Boudreau, 2016). Acquiring global talent acquisition is defined as the key to address those future oriented organizational needs to meet globalised standards. As workers are the face and recognition for organizational excellence, enhanced degree of attention and efforts are necessary to be projected towards the process to be ingrained within the organization. The Canadian organizations are often encountered with the shortcoming to provide optimized flexibility towards their working strategies such as in the form of job sharing, flex hours and telecommunication along with phased-in approach of retirement.

Canadian organizations are in the ardent need to adapt to optimization in approaches that allow global talent management to make their services penetrate into international standards. The Canadian organizations are necessary to provide effective amount of opportunities for talents from all round the globe to feel attracted towards their companies (Nafei, 2015). The appeal that the Canadian organizations shall imply upon the employees or resources on a global front shall stands strong to build the pillar of diversity for the employees. The Canadian organizations need to derive and design the sensitivity to understand the motivation factors and needs of the employees. As the organizations endeavor to step into the global emergence platforms, the necessary skill sets and competencies need to be retained within them. This shall simultaneously allow such Canadian organizations to create a strong futuristic appeal with global presence towards the employees prospectively looking for organizations as theirs.

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1.5 Research objectives

To understand the significance of workforce dynamism in contributing towards the business organizations.

To evaluate the effectiveness of global talent management across large scale organizational culture.

To analyze the relevance of incorporation of global talent management within Canadian organizations.

To measure the relevance of this human resource management initiative in securing future business objectives.

1.6 Research Question

How significant is workforce dynamicity within competent business organizations?

In what ways can global talent management impact the organizational effectiveness?

What advantages will Canadian organizations carry if Global Talent Management is encompassed?

What are the possibilities that adequate global talent management through HRM attempts will secure future business objectives?

1.7 Hypothesis

Canada is under the need for creation of opportunities to appeal the global talents among employees and resources to join their respective firms

In respect to globalization needs, Canadian organizations feel the need to align their talent management objectives within their business strategies

There is enhancement of opportunities created to appeal in a better way towards the employees across the global standards

The strong futuristic objectives keep the Canadian organizations rooted to their vision of incorporating best possible talents from across the globe to recruit within their firms

2. Literature Review

2.1 Business strategic alignment for global talent management

Canadian business organizations feel the ardent need to conceptualize and practice the talent management program on a serious note (Appelbaum et al. 2017). Their desperate move towards globalised paradigm of business approach has led them to endure all the possibilities that can enable them in securing the optimized success rates. When employee based business forces are found to become the dominant drive to sustain in the competitive market industry, workforces are tried to be acquired from all parts of the globe. In order to develop and evolve as a competent globalised image, the entrepreneurs are necessary to throw sufficient light upon the strengthen factors that shall implement effectiveness. It is after the organization based surveys carried out over the Canadian business industries that a clear indication is derived. More than 63 percent of the responses create a definite opinion with the critical need for aligning present day talent management program with the internal strategies of business. The business strategies create a serious and definite goals based regime towards which definite steps are specified by the management to take significant initiatives (Al Ariss & Guo, 2016). The business management needs to secure their business strategies within a stipulated time deadline on the bass of which the annual business progress reports get formed. It is therefore planned to align the matter of global talent management within this protocol so that it receives the significance and attention to ensure its effective accomplishment within a stipulated timeline.

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With the decision of incorporating the global talent management proposition into the business strategic formulation there is simultaneously requirement to be sure in engaging the right talents in developing the right individuals. In order to shape the organization in a perfectly right proportion of competiveness and skilled assets, the correct measured selection of employees is necessary at all departments (Berber & Slavic, 2016). The professional resources are necessary to be a perfect blend of skilled professional and internationally competent in nature. In order to attain success in the form a market leader, Canadian companies are striving which makes them approach for such outcomes. In order to create a distinctive mark of competitive differentiation from the market industry, there needs to be acquisition of most competent talents as resource assets towards the company. Canadian organizations are popularly known to extend their interests in establishing global relationships through trading and business commerce prospects. International mobility among the employees is the fundamental criteria to fulfill if the global business strategies are required to be met effectually. This is believed to ensure continued and constant growth among the Canadians to effectually operate across the globe.

2.2 Canada needs to assess their organizations as future-fit

Canada mars their success in trade and commerce prospects with some of the most promising Global Talent trends into their serious study measure. As Canada creates their estimated report to assess their business organizational future fitness, there are certain reports published on a regular interval. It is on the basis of Mercer's Global Talent Trend report published in 2019 that Canada is predicted to undergo disruption in a huge sense in the coming three years (Zhu et al. 2018). The executive assessment reports are suggestive of Canada to take precautionary measures as protocol as the predicted endangerment levels are higher as compared to that of the US and the global aspects with 65 and 73 percent respectively. It is highly believed by the Canadian organizations that if greater emphasis is given towards the future fit aspect by the executive management forces a human capital oriented structure is possible to get constructed. Canadian organizations in their process of creation of the global talent pool within their hierarchical structures must also keep it minds that there are high chances of human capital risks due to increased dependence. In order to avoid any such possibility of risk associated with human capital, they shall encompass the potentials to bridge the skill gaps and recover from employee change fatigue (Ingram & Glod, 2016). The transformation progress shall not get impeded by any of the external forces acting over the organizational dynamism. Each of the attributes adhering to risks in human capital talent management the company needs to take significantly dominant step in mitigation of the risk possibilities.

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Employees seek for optimized stability in any organization that they get employed to. It is through further in-depth Mercer's study that revealed the fact that Canadian employees and major section of the work forces are concerned regarding the intense technological impact harshly imposing upon their professional careers (Vaiman & Collings, 2015). Most of the Canada based employees are dreading the Artificial Intelligence led technological solutions and the widely spreading automation protocols that are proving solutions for all workplaces. These technological inventions are becoming huge amount of threats for the human capital workforces. The degree of qualification and the power of excellence or experiences in their skills are likely to make no big difference in this protocol once these AI measures get implied to replace the talent forces. Replacing human oriented jobs with AI technologies are the toughest competition that talented resources need to beat. There is however one effective solution to make the employees feel secure and safe. That is possible when the strong human oriented connections are built effectually. The employees at Canada are usually observed to be at a thriving position to seek accurate healthcare, career preferences ad wealth in maintaining adequate lifestyles (Noe et al. 2017). This naturally necessitates the employees to create their directive focus towards relationship oriented performances. There are necessities to establish a collaborative workplace environment to make the employees and workforces ensured with each of their liabilities.

2.3 Building resonance with the brands

What Canada needs to attend to most is the employees and the job seeker profiles. The workforces and talent resources on the other hand are necessary to observe the way in which the companies establish their business roles and uphold the values effectually. the lines that exist between the company consumer brands and the value proposition of talented working forces are necessarily made blurred. The workforce segments are tried to be resonating well with the company brands (Pinnington et al. 2015). The large scale companies look forward to exploration of best and effective opportunities through which modest growth precursors are established through the brand companies. The organization's true value gets restored when the brad value gets its true regard. In case of the organization of Canada, the workforces are found to be 12 times ahead in associating their efforts and labor with the company's brands that those of the equity pays and the promotional incentives that are determined on the basis of their performances (Uddin & Arif, 2016). These employees are of Canada are much more influenced under the brand value proposition than those of the employees working at the United States.

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2.4 Canadian organizations are expected to curate the working experiences

Effective global level talent management to be carried out effectually by the Canadian organizations require optimized engagement and job level satisfaction to be established among the employees. Retention of the top talents cross the globe becomes possible to rest with the Canadian loyalty only if those business companies are able to appeal as promising and matching the job environment criteria of the respective employees. Mercer studies reveal that employees who are acknowledged as global talent resources become four times more interested and attracted towards organizations that carry out programs of optimized engagement and high career prospect, climbing career ladder and enduring growth in these spectrums. The organizations which can indulge into quick decision making are increasingly preferred more (Khilji, Tarique & Schuler, 2015). When organizations present a simplified professional development option along with personalized plans for growth objectives the employees tend to become 27 percent more convinced. According to Canadian organizational employee survey reports it is evidenced that 58 percent agree to greater interest in offers where options for curated learning are extended. Evolution of employee skills along with preparation scope for future jobs are also examined by talent potentials before picking the right choice of organizations in Canada. Employees usually view technological dependence as a threat t their potentials and calibers, however, they play a 2 percent critical role Canadian companies which accommodate to full digital experience towards the employees.

Conceptual Framework/Literature Map

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