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.


Throughout the book, talent management examples are drawn from diverse emerging markets across Asia (especially India and China), Africa, Central and Eastern
Europe, the Middle East, and South America.