Literature And Literature The Novel One Of The Most...

â€Å"One of the most interesting and significant expression of Humanity - Literature† Literature is the art of written work that is produced by the writers. It reflects about us and our society. The term Literature is derived from Latin - Literatura which means that a writing formed with letters. Literature is a term indicated all books and writing. . . Literature has many genres such as Poem, Drama, Novel, and short story.The novel is one of the genres of fiction. The term Novel is derived from Italian word â€Å"Novella†. The novella was a kind of enlarged anecdote and it was found in the fourteenth century. It may be defined as the art of written works that are produced in the form of text books. It embodies the human life. Fiction can be classified into two that is fiction and non- fiction. Italian classic writer Boccaccio’s Decameron exemplifies the etymology. American literature is the work that is produced in English language by the writers of United States of America and its following countries. In the seventeenth century American literature was unsurprisingly a colonial literature by the authors who belong to English. In the early period of the 1800, American literature began to divide from the British literature. The American writers Washington Irving and James Copper helped the deviation of British into their own way. In American Literature, novel occupies one of the major forms in the literary genres. It describes fictional characters and events usually in theShow MoreRelatedEssay on The Master and Margarita: A story within a story2299 Words   |  10 Pagesï » ¿Lu Htet English 1B Professor Compean March 22, 2014. The Master and Margarita: A Novel Within A Novel The Master and Margarita is written by Mikhail Bulgakov. Bulgakov is one of the most well known Russian writers of the 20th century, and he is also noted for the rejection of the principles of the officially accepted literary method. Bulgakov considered the writers freedom to be more important than the goals of the Soviet government and was true to himself and his ideals in creating hisRead MoreLiterary Review of Sexuality and Gender in Science Fiction Literature3057 Words   |  13 PagesLiterary Review My argument is that SF literature offers a utopian hope for the future where individual differences are no longer criticized. To conduct this literature review I used multiple information sources to examine issues of gender and sexuality within science fiction literature. None of these sources claim to have produced a conclusive work on the interpretation of gender and sexuality in SF. Some of what I have read seems to be a general overview while some is more focused, but everythingRead MoreSlavery Victims Pain in Uncle Toms Cabin and The Marrow of Tradition2488 Words   |  10 PagesPain is inevitable within a society struggling for and against power. This is a central theme running throughout nineteenth-century American literature, especially in work written during the latter part of the century. The causes and consequences, as well as the very nature of the American body and soul in trauma paints a poignant picture of the problems and social changes America faced both during sl avery as well as after its abolition. This is evident in Harriet Beecher Stowes UncleRead More Gender in Harriet Beecher Stowe’s novel, Uncle Tom’s Cabin Essays4425 Words   |  18 PagesGender in Harriet Beecher Stowe’s novel, Uncle Tom’s Cabin Harriet Beecher Stowe achieved what is, clearly, her greatest notoriety for writing the novel Uncle Tom’s Cabin between 1851 and 1852. She was radically inspired by the passage of the Fugitive Slave Act, and managed to write one of the most successful works (if not the most successful work) of abolitionist literature. It is even said that Abraham Lincoln described her as the â€Å"little woman† who started the â€Å"great warRead MoreHumanities11870 Words   |  48 Pagesappreciate art more fully. HUMANITIES: What is it? †¢ The term Humanities comes from the Latin word, â€Å"humanitas† †¢ It generally refers to art, literature, music, architecture, dance and the theatre—in which human subjectivity is emphasized and individual expressiveness is dramatized. HOW IMPORTANT IS HUMANITIES †¢ The fields of knowledge and study falling under humanities are dedicated to the pursuit of discovering and understanding the nature of man. †¢ The humanities deal with man as a beingRead More Discuss and consider the role of women in Stephen Dedalus creative1823 Words   |  8 PagesDiscuss and consider the role of women in Stephen Dedalus creative process, how is this reflected in the language and narrative of the novel? From the very first page of A portrait of the artist as a young man, where Stephen Dedalus writes in simplistic and linear style and uses inarticulate expression and description in his story of the moocow, to the last where he writes in journalistic form with a vast array of vocabulary and complex language, there is a progression, a maturing,Read MoreThe Power Of The Mississippi River By Mark Twain1984 Words   |  8 Pagesthe Mississippi River constrains them from freedom of movement, it is a character that offers them freedom through senses of adventure, home, and comfort. In the title of the novel, The Adventures of Huckleberry Finn, Huckleberry Finn is the protagonist but it is the Mississippi River, itself, that gives the title and the novel the adventure. In the article, â€Å"Mississippi River in the Works of Twain,† Rasmussen states, â€Å"The river is full of terrors, as well. Aside from the horrors of the House of DeathRead MoreEdgar Allan Poe / Emily Dickinson3782 Words   |  16 PagesQuasheioh Dukes Professor Tony American Literature 4 March 2013 Romanticism is the only literary movement exhibits a wide variety of art, literature and intellect in the eighteenth and nineteenth centuries. This movement has been a topic of ample disagreements over its defining ideologies and aesthetics. It can best be described as a large network of sometimes competing philosophies, agendas, and points of interest. In England, Romanticism had its greatest influence from the end of the eighteenthRead MoreLiterary Devices in Pride and Prejudice8198 Words   |  33 PagesBishkek Humanities University named after K. Karasaev The Faculty of European Civilizations The English Language Department â€Å"Peculiarities of the Lexical Stylistic devices (Metaphor, metonymy, irony, simile, epithet) in the novel â€Å"Pride and Prejudice† by Jane Austen† DIPLOMA PAPER Scientific Supervisor: E. B. Jumakeeva Done by: Satarova Rahat, group: A08-2 Contents: Pages: Introduction Read MoreKhasak14018 Words   |  57 PagesMythological criticism and applies it to the novel. The Introduction sets the ground for the analysis by exploring the scope of the novel in the comparative study of literature. It also asserts the author’s place in the regional and Indian English canons of literature and establishes his creative genius with reference to the work considered. The second chapter, titled The Dark Vault, studies the aspects of psychoanalytic theory which can be used in the analysis of the novel. It deals mainly with Freudian theories

Honey Boo Boo The Dark Side of Reality TV - 947 Words

American actress, Lisa Bonet, once said, â€Å"What saddens me is the corruption of youth and beauty, and the loss of soul, which is only replaced by money.† Today’s television shows are decaying into more polluted and inappropriate ideas, which are then presented worldwide. This is a negative influence on not only young people, but also society as a whole. How can it be expected of youth today to be appropriate role models to future generations with such corrupt influences? With the filth, dishonesty, and abuse of freedom of speech, reality television ultimately does more harm on today’s society than good. â€Å"’Jersey Shore’ Season 5 averaged 5.8 million viewers, including one million ages 12-17† (McKay). These one million teenagers who are†¦show more content†¦Expressing one’s self does not revolve around altering the truth or implementing obscenity and violence such as the ideas displayed in most reality shows today. In C ommon Sense Media, it is said about the reality television show, â€Å"Jersey Shore†, â€Å"The cast members choose to ‘celebrate’ their ethnicity by engaging in extremely inappropriate behavior – from swearing like sailors (the strongest words are bleeped) to engaging in bar brawls and other physical altercations† (Camacho). Another opposing argument that has been presented is that we live in an age of mass culture. Reality television is a fair reflection of tabloids. The reason that the tabloids are so negative and immoral, though, is because of the influences that things such as reality television expose society to. If it were not from all of the inappropriate behavior displayed in television shoes, people would be less likely to act in such a manner to model these reality television shows after. Just because someone’s lifestyle is interesting and immoral, does not make it acceptable to glorify these behaviors on public television. For ins tance, in the television show, â€Å"Here Comes Honey Boo Boo,† producers are glorifying a family with the lack of manners, disrespect for adults, and consistently practicing unhealthy habits. â€Å"’This is just her after going to school this morning, so you know she ain’t had no Go-GoShow MoreRelatedInvestment and Economic Moats46074 Words   |  185 PagesT LITTLE BOO K HE THAT BUILDS WEALTH The Knockout Formula for Finding Great Investments PAT DORSEY FOREWORD BY JOE MANSUETO FOUNDER, CHAIRMAN, AND CEO OF MORNINGSTAR, INC. John Wiley Sons, Inc. ffirs.indd v 2/1/08 12:55:38 PM ffirs.indd iv 2/1/08 12:55:38 PM T K H LITTLE BOO E THAT BUILDS WEALTH ffirs.indd i 2/1/08 12:55:36 PM Little Book Big Profits Series In the Little Book Big Profits series, the brightest icons in the financial Read MoreAutobilography of Zlatan Ibrahimovic116934 Words   |  468 PagesI AM ZLATAN By Zlatan Ibrahimovic as told to David Lagercrantz --------------------------------------------------------------------------- This book is dedicated to my family and friends, to those who have stood by my side, on good days and bad. I also want to dedicate it to all the kids out there, those who feel different and don t fit in. Those who are seen for the wrong reasons. It s OK to be different. Continue being yourself. It worked out for me. ---------------------------------------------------------------------------

IHRM Policies and Practices Global Talent Management and Development Free Essays

INTRODUCTION: Talent as described by the Oxford English Dictionary is among other things, (i) ‘a natural aptitude or skill’’ (ii) ‘people possessing such aptitude or skill’’. Talent management is the systematic attraction, identification, development, engagement/retention and deployment of employees with high potential who are of value to an organisation (CIPD/HR INFORM: (2011) Talent Management) One of the principal goals of the Human Resource Management unit of any organisation will be the effective management of the talents embodied in the personnel of the organisation. In fact, the success and effectiveness of the Human Resource Management Policy of an organisation can be measured by its success in this core sector amongst others. We will write a custom essay sample on IHRM Policies and Practices: Global Talent Management and Development or any similar topic only for you Order Now This is driven by the simple truth that â€Å"people make the organisation†. Consequently, the â€Å"right† people with the right skills and orientation will drive progress and growth in the organisation while the â€Å"wrong† people may lead to collapse. With the advent of globalisation, a phenomenon that has integrated formerly independent and distinct national societies and economies, including the various organisations operating in them, across the world through trade and technology. Globalization means liberalization and global integration of markets, it is primarily an economic phenomenon; It is inevitable and benefits everyone, as it spreads progress and democracy throughout the world (Steger (2005) and Fairclough (2006)). Despite the obvious advantages of global integration such as a wider market reach and larger talent pools to pick from, the fact remains that societies, norms, values and business principles vary widely from region to region. A good example of this difference can be seen in the advertising campaign launched in 2002 by the international banking group HSBC as a result of a worldwide customer survey. One of the adverts include a set of three different numbers, each considered to be unlucky in three different countries; 888 is an unlucky number in China, 4 is an unlucky number in Japan while 13 is an unlucky number in the United Kingdom. While readers living in the United Kingdom may be familiar with the number 13 being an unlucky number, it is assumed few people will know that 4 and 888 are also considered unlucky in some other countries. (http://www.hsbc.com/1/2/newsroom/news/2002/new-campaign-for-the-worlds-local-bank) Although Human Resource Management may be at different stages of development in different countries, there is a gradual shift towards convergence- at least across developed nations. This happens for a variety of reasons but principally because it is assumed there is ‘one best way’ of managing Human Resourses and its associated practices, such as job design, work organisation and quality control which is permeating throughout the developed world (Marchington and Wilkinson, 2006, p.26). Managing people globally is an increasing challenge for Human Resource practitioners. Research conducted by the CIPD (Chartered Institute of Personnel Development) in 2009 with 4,000 HR professionals indicates that 30% of respondents see themselves as having international responsibilities (CIPD Research international membership Internal , 2009). Eighty-seven per cent said that ‘keeping up with global developments’ is important to them. This suggests that even if an individual’s role is focused in one country, they cannot ignore the wider world of global Human Resource Management. The challenge for Human Resource Management operating globally is to understand varied markets for both products and people. To assess this global talent challenge we need to understand the drivers of learning and talent development in all of the countries we seek to operate in and from. This has implications for firms competing globally, those with operations abroad and those seeking to exploit these alluring but difficult new markets. In addition, much of our domestic skills debate in the UK is fuelled by a preoccupation with the skills the UK needs to develop to compete with these emerging nations. Much of the hype about emerging economies omits the talent, culture and human capital dimension, which is crucial to really understanding how business operates. This article aims at identifying the current differences in policies and practices across the world, the various options being employed to remove these differences as well as to critically evaluate the changing landscape of Global Talent Management and Development. TALENT MANAGEMENT AND DEVELOPMENT ACROSS THE WORLD Each country or region faces a unique context in managing and developing talent. The factors that shape each country’s context are wide ranging and may include government laws, market forces such as supply and demand, geography, religious and ideological belief systems, level of technological advancement etc. In the following paragraphs, snapshots talent management practises in selected countries and regions will be examined. THE WEST (EUROPE AND AMERICA) Western countries have always been at the forefront development in Human Resource Management. Over the years, there has been a gradual evolution in the European Talent Management and Development system fuelled by the understanding that the right skills must be identified and cultivated to maintain an organisations’s competitiveness and to drive growth and development in the organisation. One of the new pioneering moves of managing talent is that organisations are now tending towards taking ownership of the training programs for their staff. This gives the advantage of having training programs developed to match the specific needs of the organizations. They also go further to partner with various government institutions to ensure these programs meet the relevant academic standards of the country. For instance, it was revealed in the magazine of the Chartered Institute of Personnel And Management (CIPD 27 January 2011) that the supermarket chain Sainsbury’s has put in place a strategy for developing talent to match its business expansion ambitions. As part of this strategy, it has been recently announced that six food colleges will be created. As many as 10,000 staff, more than 6 percent of the workforce, will attend the colleges each year to train and improve skills ranging from knife handling to customer service. Another phenomenon related to that discussed in the preceding paragraph is the development of industry-wide as well as globally-accepted standardised training and examination techniques which result in the award of internationally-recognised professional certification by leading organisations. This hugely successful initiative has fast-tracked the development of large numbers of professionals to take up many vacant job places especially in the Information technology industry. Examples of such programs include the Microsoft Certified Professional (MCP) by the software company Microsoft. Other companies running a similar program include CISCO and Oracle, Learning and development teams within the Human Resource management departments of organisations have been the standard driving force for training and development of personnel. They are usually taxed with the burden of identifying training needs and organising how these needs are met. They still have very important roles to play in talent management especially in smaller organisations where the cost-effectiveness of specialist talent management resources may not be justifiable. A move by large organisations in Europe is the establishment of dedicated â€Å"Skillpool Management and Succession Management† planning teams within the wider Human Resource Management Team. Succession Planning according to an article in People Management magazine of the CIPD is; â€Å"a process by which one or more successors are identified for key posts (or groups of similar key posts), and career moves and/or development activities are planned for these successors†. The business case for succession planning is very sound considering the fact that it is very difficult to get people of the right skills especially at top management or specialist functions in the organisation. The cost implication of contracting out the recruitment process or handling it in-house as the case may be can be substantial without any guarantees of success. Even when the recruitment process is successful, the new employee may require upwards of six months to start performing at full capacity. On the other hand, identified potential successors within the organisation already have most of the relevant business-related information and will require much less runup times in their new roles. Business-critical functions are also at risk if succession planning is not put in place. In the event of loss of staff in these roles for any reason, an organisation may easily be brought to its knees if a successor is not identified on time. A good example of this situation is the case surrounding the founder and CEO of Apple – Steve Jobs who had been hospitalised repeatedly. Because a successor has not been formally identified, investor confidence in the company has been wavering with shareholders demanding a rectification of the situation. The succession planning team will usually perform some of the following duties; †¢ identify the key roles that would require succession identify all possible successors to these roles including both short and long term successors†¢ develop succession plans by genuine engagement of all concerned parties. †¢ develop job (or job group) successors and development plans for individuals†¢ analysis of the gaps/training needs revealed by the planning process and development of mechanisms to fill the gaps †¢ regular review of the process. It is worth noting that the whole succession planning process has to be carried out as an intrinsic part of the HR policy of the organisation with full support of the organisation’s management. Coaching and Mentoring is also an effective talent management technique applied in organisations across Europe. In this case, senior personnel pair up with younger colleagues and pass on their knowledge to them over time. This is a very effective tool and is used intrinsically in succession planning. For this to be effective however, it will need the support and commitment of both the mentor and the mentored. Recruitment agencies and so called â€Å"head hunters† are also widely used across Europe to attract talented employees, often from rival organisations. As previously defined, talent management involves the identification, attraction as well as retention of suitably skilled personnel into an organisation. INDIA Due to the long-term economic and socio-political relationship between India and the West (especially the United Kingdom), India has absorbed some of the afore-mentioned talent management systems, at the same time other underlying cultural and socio-political issues cannot be ignored. On one hand, elite talent of the type turned out by the top universities is highly attractive and highly mobile, with Indian engineers and specialists beating a well-trodden path to better prospects in areas such as the Gulf countries, the USA and Europe. Indian companies look increasingly to the global talent market to source key people from abroad. The other main challenge in India that is linked to talent is leadership development. For Indian companies and those with operations in India, the challenge is for managers who depend too much on technical skills to acquire the critical people skills that will make them effective leaders. Talent retention is a major issue in India because there are many opportunities for the cream of Indian employees to exploit (CIPD, Talent Development in The Bric Countries). On the other hand, despite the popular notion of India being dominated by high-level IT skills, its talent pool is much patchier and there are major issues in developing the skills that expanding business requires. As a result, key talent is scarce and most HR activity is based on rapid recruitment. A talent-focused approach will help companies develop their business in the sub-continent. India has been one of the most dynamic high-growth economies. It’s easy, however, for the recurring picture of high-tech back-office functions, staffed by high-tech graduates, to be seen as typical of India. In fact, high-tech employment accounts for a small overall proportion of the service sector, which itself counts for about a quarter of employment. The sector includes employment in all areas of the service economy, from high-tech, low-cost airlines to the grinding bureaucracy of the Indian railways. These industries occupy the most qualified layer of people. More typical of India is agr icultural employment, which constitutes 60% of employment, while manufacturing accounts for less than 15% of the workforce. Most of India’s 510 million labour force has poor levels of general education and there is widespread illiteracy. A minority of wealthy individuals have access to the best education at both secondary and university levels. The rest of the ‘tertiary’ education sector has been assessed by the OECD as mediocre (OECD 2007). There is also a growing deficiency in soft/employability skills, with the focus on the technical skills India is renowned for in the public imagination. Most graduates have poor ‘non-technical’ skills, which impedes their effectiveness as workers and reduces their productivity (Rao and Varghese 2009). This also reduces the effectiveness of management, especially when coupled with some of the cultural issues The persistence of informal employment is also a barrier to productivity and growth. Indeed, a recent OECD report indicates that employment in firms of ten or more employees accounts for less than 4% of total employment, while formal structured employment of the type necessary to developing employee commitment and skills accounts for only 15% of total employment. According to Indian HR experts, India’s problem is not a labour shortage but a talent shortage (Rao and Varghese 2009). This talent shortage effectively drives up wages and exacerbates shortages in growth sectors. That is why the issues of managing talent, improving leadership development and managing work–life balance top the HR Agenda in India (CPA 2008). CHINA China faces talent problems from top to bottom. First, it faces a huge and ever expanding rural population drawn in from subsistence agriculture, which needs to be re-skilled to enter the nation’s factories. Many of these labourers are still put to work in primitive, low-productivity factories managed in a distinctly authoritarian manner. As a result, their skill and therefore productivity is impaired, and the value and quality of Chinese manufacturing suffers. As in India, labour costs are increasing because cheaper labour costs are offset by low productivity. Many of the workforce are not just unskilled but illiterate. This trend is set to continue as many more move from the rural interior to the industrial east. In the middle of the labour market things are more positive but, like the cliche of Bangalore in India, not all Chinese industry is manufacturing high-tech games and 3G phones. Skilled technicians, managers and sales people account for only 4% of the Chinese workforce, when the nation requires nearly a fifth to be equipped in these areas. Many Chinese people with technical skills, such as engineering, computing and the sciences, emigrate, and the country needs to import graduates in the key business skills such as accountancy, marketing and commerce. However, arguably, graduates are orientated too much towards the technical side of business and need to be grown and developed as managers and leaders (Yang and Wang 2009). All nations have what management specialists refer to as ‘institutional factors’ in how people are managed. In China these issues loom large. State-owned enterprises are still beset by the residual suspicion of enterprise and individualism. The standard Western view of people as the most important asset is portrayed as callous and instrumental. Conversely, in the private business sector, especially the home-grown factories, the perceived indulgence and inefficiency of communism is turned on its head with workers quite literally ‘sweated’. Many SMEs adopt a’ clan management ‘ style, often using harsh supervision that leaves little room for engagement, involvement and strategic people management practices. To comply with international labour standards and a highly restrictive state employment regulations, many entrepreneurs set up ‘shadow’ factories, with one operation for inspection and audit and another for production. Often these have separate workforces which –though labour costs are low – is ultimately, unsustainable (Harney 2008). BRIDGING THE GAP How then can international organisations having business interests across some or all of these vastly different geographical and socio-political landscapes function effectively. This is the million-dollar questions that International Human Resource professionals across the globe have been grappling with. The truth is that there is no easy answer and there are varied schools of thought on the issue. Multinational companies have navigated these difficult terrains over the years, learning from mistakes and evolving with time. Most countries have strict regulations with respect to employment of citizens and non-citizens and the first rule for any responsible corporate citizen will be to work within the legal framework of the host nation. However, employment is only the initial phase of the talent management portfolio with other phases such as deployment and career development requiring attention. A thorny issue that also arise for Human Resource practitioners is that of diversity. Step into any high-street bank, chain store or other customer-facing business and the chances are that the people who serve you will reflect all the rich diversity of 21st century Britain. But enter these same companies’ headquarters and take the lift up to their executive suites and you are likely to find yourself in a mid-20th century time warp. The people here will be overwhelmingly white, male, able-bodied and of a certain age – a photo of their wife and kids will doubtless be on their desk. It isn’t so much that large organisations actively discriminate against people who don’t fall into this narrow category. A minority no doubt do discriminate, but prompted by legislation, skills shortages and demographic change, most employers are recruiting from an ever-widening base and take the diversity agenda seriously. The trouble is that there is often little joined-up thinking between activities that come under this agenda and what employers are doing to nurture top talent. As one HR director quoted in a recent report on the management of executive talent, put it: â€Å"Ideally talent and diversity should happen together but in reality we are terrible at it. On average, our senior managers are right-wing, white and middle-aged.† According to Jonathan Smilansky, the author of the report, The Systematic Management of Executive Talent, diversity in this context is often seen as being about political correctness rather than something that can have an impact on the bottom line. (CIPD: People Management Magazine 07/2005) â€Å"The real turning point for a number of businesses is when they realise that if your managerial population does not reflect your client base, you can’t understand your consumers and therefore you can’t provide them with the kind of service that you want to,† says Smilansky, a partner in the executive assessment and development consultancy Hydrogen. A representative employee base from top to bottom is essential for a company’s development and success and the challenge for Human Resource practitioners is to proactively identify and nurture diverse talents across board in every organisation. Organisations need to have proactive, concise, measurable and achievable mission goals for equal opportunities for all employees. Another effective means of bridging the gap across countries in terms of talent development is the development of a uniform approach across the whole organisation. The organisation develops a standard company policy that guides the talent management practices across all its spheres of operation. Words of caution though, for this â€Å"policy† to be effective, it must take into account the various factors that operate in the individual nations and communities where the policy will be used. It may not be very successful if it attempts to enforce standards of one particular geo-political area onto other. Compromise may be the best way forward. The concept of Cross-posting and work exchange is also a tool for bridging gaps across socio-political divides in organisations. The idea is that a worker recruited in the United Kingdom for example who has been identified as a potential for a position that would require familiarity with customs in Hong Kong is transferred to the Hong Kong branch of the organisation for a number of years so as to gain firsthand knowledge of the practices in Hong Kong to prepare him for the future position. Cross posting within an organization is not only beneficial for preparing individuals for future roles but also helps integration within the organisation with employees gaining better insight into how other cultures and people work. EMERGING TRENDS From the foregoing, organisations have gradually moved towards various styles of managing global talent development. Intense competition and harsh economic climates have shaped this key aspect of human resource management in diverse ways. HRM practitioners are innovating and experimenting with new ideas on how to tackle growing talent shortages and have come up with various ideas. Below are critiques of some of these new trends: Imported Talent: Many organisations especially in Europe are now increasingly looking to sourcing workforce from eastern countries like China and India as well as African countries. They are ready source of cheap and reasonably equipped skill pool that organizations can tap into. The professionals themselves are willing to relocate to Europe on the promise of a better life. This provides a solution to the issue of aging populations across Europe by supplying a ready working class to support the young as well as the old and retired. Everybody wins except the countries where these expatriates are coming from who end up training a manpower pool for other countries without benefitting from the ideas and innovations of the people that they had invested so much in. The â€Å"brain drain† syndrome is a well-flogged issue. On the other hand, there is the argument that these expatriates remit money back to their home countries to families and relatives left behind, running up to millions of pounds annually. The better of these two rewards to the home countries of these professionals is left for the reader to decide; financial remittance or intellectual contribution to the building up of their home nations. Offshore Jobs/Outsourcing: Another radical approach to the international talent management conundrum is the outsourcing of total companies, production plants, departments or operations to other countries where talents are readily available and cheap, thus helping to bring down the overheads of organisations and improve profits. Typically, this outsourcing is from western nations to the east. There are heated arguments for and against this idea. The argument in favour is obvious; lower operating costs and higher profits. The argument against takes a more holistic and long term look at the issue to arrive at the conclusion that moving jobs and talents to other nations will impoverish the local community/nation at the long run. Head-Hunting: This is a short-term solution to the talent deficiency problem. It usually involves poaching identified potentially beneficial personnel from other organisations with the lure of better compensation packages and or promotion. The advantage is that it promotes healthy competition amongst organisations in the area of compensation packages and salaries for employees. However, it does not address the underlying problem of inadequate number of qualified personnel in any given industry. CONCLUSION Global Talent management is a dynamic and critical aspect of Human Resource management and indeed the total management of the organisation. Organisations that ignore this fact do so at their own peril. It is the opinion of this writer that in order for organisations to remain competitive both in the short and long term, they will have to develop and implement a Global Talent Management Policy that takes into account all aspects of their operations, the surrounding socio-cultural factors in the host countries where they operate as well as equal opportunities for all employees. It may not always be the most cost-effective approach in the short term, but investments made now will definitely yield positive long term results. BIBLIOGRAPHY CIPD (2011) People management Magazine,p.20, (27 January 2011) CIPD/HR INFORM: (2011) Talent Management CIPD (Chartered Institute of Personnel Development) 2009 CIPD: People Management Magazine 07/2005 CIPD, People Management Magazine(2011)Talent Development in The Bric Countries CIPD Research international membership Internal , 2009 Fairclough, N. (2006) Language and Globalization. London and New York: Routledge. HARNEY, A. (2008) The China price: the true cost of Chinese competitive advantage. London: Penguin Books. Marchington and Wilkinson(2006) Human Resource Management at Work p.26 OECD Country and Labour Market Reports 2007, 2008, 2009 and PISA test scores for similar years. RAO, T.V. and VARGHESE, S. (2009) Trends and challenges of developing human capital in India. Human Resource Development International. Vol 12, No 1. pp15–34. RAO, T.V. and VARGHESE, S. (2009) Trends and challenges of developing human capital in India. Human Resource Development International. Vol 12, No 1. pp15–34. Steger (2005) Steger, M. (2005) Globalism: Market Ideology Meets Terrorism, 2nd edn. Lanham, MD: Rowman Littlefield and) Fairclough (2006 Yang and Wang 2009 YANG, B. and WANG, X. (2009) Successes and challenges of developing human capital in the People’s Republic of China. Human Resource Development International. Vol 12, No 1. pp3–14. http://www.hsbc.com/1/2/newsroom/news/2002/new-campaign-for-the-worlds-local-bank How to cite IHRM Policies and Practices: Global Talent Management and Development, Essay examples