Developing International Talents: Organizational And Individ

Developing International Talents Howorganisational And Individual Pe

Developing international talents: how organisational and individual perspectives interact Hirt, Christian; Ortlieb, Renate; Winterheller, Julian; Besic, Almina; Scheff, Josef . European Journal of Training and Development ; Limerick Vol. 41, Iss. 7, (2017): .

Abstract (ENGLISH): The paper examines a case study of an Austrian bank's international trainee and internship program involving university graduates from South-Eastern Europe. It proposes a framework linking organisational strategies regarding ethnic diversity with the career competencies of participants, exploring how these perspectives interact.

It utilizes typologies of diversity strategies (Ortlieb & Sieben, 2013) and career competencies (DeFillippi & Arthur, 1994). Findings indicate that the bank benefits from participants' competencies related to South-Eastern Europe and gains public legitimacy. Participants develop a range of competencies, particularly if the bank pursues a learning diversity strategy. Individual knowing-how competencies support anti-discrimination efforts, while knowing-why and knowing-whom competencies enhance organisational learning.

Though limited to a single case, the study suggests future HR concepts should consider both organisational and individual perspectives. Practical applications include assessing skilled migrants’ competencies and resource contributions. The framework aids in designing trainee programs and predicting organisational and individual outcomes early on. Novelty lies in regional focus and the interaction framework presented.

Paper For Above instruction

Developing international talents is a vital aspect of modern organizational management, especially within diverse and globalized contexts. The interaction between organizational strategies and individual competencies plays a significant role in enhancing both employee development and overall organizational effectiveness. The study conducted by Hirt et al. (2017) offers valuable insights into how a specific international trainee program functions within an Austrian bank, focusing on participants from South-Eastern Europe and illustrating broader implications for talent development strategies worldwide.

Introduction

Global organizations increasingly recognize the importance of fostering diverse talent pools, which include skilled migrants and international interns. Developing international talents involves creating programs that not only enhance individual career competencies but also align with organizational diversity strategies. Such integration enhances organizational legitimacy, promotes inclusivity, and builds a global workforce capable of navigating complex intercultural environments. The core challenge lies in understanding how organizational policies regarding diversity influence individual development, and vice versa, how individual competencies can support broader organizational goals.

Organizational Strategies and Diversity Management

According to Ortlieb and Sieben (2013), organizations can pursue different types of diversity management strategies—namely, learning strategies that promote the acquisition of new skills and anti-discrimination strategies aimed at reducing bias. The case study in question demonstrates how the Austrian bank employed a learning diversity strategy, actively seeking to benefit from the unique competencies of South-Eastern European participants. This approach fosters an environment conducive to mutual learning, knowledge transfer, and cultural inclusion, which are essential for organizations operating in increasingly multicultural markets.

Moreover, engaging with diverse talent pools aligns with strategic imperatives such as expanding market reach, fostering innovation, and fulfilling corporate social responsibility commitments. The bank’s strategy exemplified a proactive approach to ethnic diversity, supporting both organizational growth and societal integration, which in turn enhances legitimacy and public trust (Hirt et al., 2017).

Individual Career Competencies and Their Organizational Impact

DeFillippi and Arthur’s (1994) typology categorizes career competencies into knowing-how, knowing-why, and knowing-whom. The development of these competencies through the trainee program was critical. Knowing-how includes skills and practical knowledge, which directly contribute to employees’ job performance and organizational capabilities. Knowing-why pertains to understanding the purpose and rationale behind tasks, fostering a sense of purpose aligned with organizational values. Knowing-whom involves networking and relationship-building skills, crucial for organizational learning and cross-cultural collaboration.

The research findings indicate that when organizations pursue learning strategies, individuals tend to develop comprehensive competencies, thereby creating a mutually reinforcing cycle of individual and organizational growth. For instance, knowing-how competencies support anti-discrimination policies internally, while knowing-why and knowing-whom competencies enhance organizational learning and external reputation.

The Interaction of Organizational and Individual Perspectives

The interaction framework proposed by Hirt et al. (2017) highlights how organizational strategies and individual competencies influence each other dynamically. When organizations strategically invest in diversity initiatives, they cultivate environments where individuals can develop relevant skills and knowledge. Conversely, competent individuals contribute to organizational learning and strategic objectives, creating a feedback loop that benefits both parties.

Despite the limitations of a single case study, the research underscores the importance of integrating organizational and individual perspectives into talent development initiatives. It suggests that organizations should proactively assess the competencies of their diverse workforce and tailor programs to enhance these skills, leading to more effective inclusion and performance outcomes.

Practical Implications for Human Resource Development

Many organizations can apply these insights by strategically designing international trainee and internship programs that focus on competency development aligned with organizational diversity strategies. Critical considerations include assessing the existing skills of migrant talent pools, understanding resource contributions, and fostering early engagement in skill-building activities. This ensures that both organizational learning and individual career growth are mutually supported.

Furthermore, adopting a comprehensive framework allows HR professionals to evaluate the potential benefits of diversity initiatives early in the program development phase, thereby optimizing resource allocation and programme design. For example, emphasizing skills like intercultural communication and relationship management can enhance the effectiveness of such programs (Hirt et al., 2017).

Future Research and Limitations

While the study provides compelling evidence, its scope is constrained by reliance on a single case within the banking sector in Austria. Further research across diverse industries and geographical regions is necessary to validate and refine the proposed framework. Longitudinal studies could also deepen understanding of how these dynamics evolve over time and influence organizational competitiveness and inclusion efforts.

Moreover, the challenge remains to operationalize these insights into scalable and adaptable HR practices suitable for varying organizational sizes and contexts. Developing standardized assessment tools for competencies and diversity strategies will be key to advancing the field of international talent development.

Conclusion

Developing international talents requires a nuanced understanding of the interplay between organizational strategies and individual competencies. The framework presented by Hirt et al. (2017) provides a valuable blueprint for designing effective talent programs that promote inclusivity, organizational learning, and strategic growth. Emphasizing mutual reinforcement between organizational policies and individual development, this approach fosters a more diverse, competent, and adaptable workforce suitable for the demands of global markets.

References

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