Abstract

For many Western multinational companies (mNCs), their potential growth lies in the Asian marketplace. However, mNCs are struggling to attract, retain and manage Asian professionals. Indeed, a new challenge is emerging for Western mNCs as young Asians prefer local companies to Western multinationals. The implementation of talent management programs seems to be a common policy implemented to confront this issue. This article provides an overview of talent management in Asia, then draws upon qualitative methods to analyze policy in three case studies of French mNCs that are highly involved in thriving Asian markets. Various policies will be presented. Indeed, we see an escalation of policies from the developmental approach (with a training program) at ALsTOm, then the broader scope of DANONE’s policies (attraction, retention and development) and, lastly, a more allencompassing and consistent Hr policy at L’OREAL that covers development, career management and compensation.

Keywords:

Asia – Talent management – Generation Y – attraction – retention – recruitment – career development