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International talent plays a key role in the globalization of Taiwanese banks. This talent requires selection and cultivation by international human resource management, repatriation, and global mobility. Training this international talent requires more time and costs than training for domestic personnel. Therefore, the strategy of international talent management is an important determinant for the globalization of Taiwanese banks.
This study investigates the international bank's management of international talent, using the principles of human resources analysis of talent as it relates to the bank's operational practice. This study, additionally, refers to important domestic and international theory and literature, as well as to in-depth interviews with bank officials. Ultimately this study will provide assessments of factors regarding international talent and human resource management for Taiwanese banks as they develop and intensify their global strategies. Consequently, this study will provide easy reference for people interested in potential international talent.
A three-fold summary of an analysis of this study follows:
1. Taiwanese banks focus on high-profit overseas business, and the business
strategy needs to account for local regulations and talent, both of which separately or together impact the development of overseas branches.
2. The international bank is key to attracting international talent; however,
international human resource management affects the development and training program for international talent. Additionally, benefits, repatriation, and global mobility enhance mobility of talent, which results even in the retention of international talent.
3. Determinants of international talent comprise regulation, market, cost, and
cultural heritage. Taiwanese overseas branches need responsible development of and training for international talent.
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