While much has been written on talent management in the global context, talent management in emerging markets and the unique challenges and opportunities it presents has received little attention in the literature. This book explores these issues through theory, practice and case studies with contributions from scholars and practitioners based both in emerging markets and in Canada, the United Kingdom and The United States.

The book provides the reader with a guide to setting up a talent management function in a multinational operating in emerging markets, including some 70 learnings and a set of key performance indicators with indicative targets to achieve when managing talent effectively in emerging markets.

The book is divided into three parts. In part 1, key characteristics of managing talent in emerging markets are covered. In part 2, case studies of seven multinationals operating in emerging markets are presented. Each case highlights particular aspects of talent management and provides practical, first-hand experiences of the challenges faced and how the companies successfully addressed those challenges.

The book concludes with part 3, where key learnings, derived from parts 1 and 2, are consolidated and provide guidelines for emerging-market talent management for HR practitioners, consultants, line managers, and scholars alike.