Are local companies and multinational corporations equally equipped to struggle for talents in russia

Turning to the policy level of talent attraction systems, both Russian and multinational firms used internal talent pools or internal plus external ones. Interestingly, only some MNCs relied solely on external talent pools. This finding can be explained by the fact that some local companies still implement the concept of a Soviet cadre reserve, which is focused on stable succession planning and “growing” talent from within [Latukha, 2018]. In the long term, such a strategy can lead to both missing talented candidates from the external labour market and inability to quickly respond to changes. On the contrary, many MNCs operate in fast-changing conditions, and they actively “borrow” talent from external pools in order to acquire new competencies.

As for the practices level of talent attraction systems, no variation regarding capital origin was found. It could be explained by the fact that HR specialists circulate between various companies, introducing to them their experience gained in other firms and even countries. The segmentation of talent attraction practices in accordance with talent groups was also revealed that supports the concept of various HR architectures within one company [Lepak, Snell, 1999].

Finally, it could be concluded that both local firms and MNCs are equally equipped with a set of talent attraction practices. However, some foreign companies use them strategically to construct external and internal talent pools, which helps them to react to disruptive changes inside and outside of the company, maintaining a competitive advantage. Another finding being that none of the local companies demonstrated the presence of a clearly articulated talent attraction strategy, which can be explained by the low maturity level of talent management in Russia.

Turning to theoretical contribution of the current study, it enlarges the resource-based view on talent management, applying the HR architecture framework, and shows how firms differentiate talent attraction practices for various talent groups for improvement of a competitive advantage [Barney, Wright, 1998; Lepak, Snell, 1999]. This study also it explores talent attraction as a system, dividing it into strategic level, policies and practices, providing a comparative study of talent attraction practices in local companies and MNCs [Gurkov, 2016].

The results of the current study will be of a particular interest to representatives of local firms and MNCs and would help the latter to understand trends in talent attraction in Russia [Skuza, Scullion, McDonnell, 2013]. Starting with the strategic level of talent attraction, local companies should focus more on the strategic orientation of their talent attraction systems, and to revise or outline talent attraction strategy. It would be also worth considering the revision of talent definition and matching it to talent attraction strategy, because all further activities would be targeted at that particular talent group.

Turning to the policy level of talent attraction, for both local companies and their foreign counterparts that operate in unstable environment it may be beneficial to orient themselves on attracting talents from external talent pools. It will enable firms to acquire new skillsets that are not presented in their companies and to improve their competitive advantage. Domestic companies that rely only on internal talent pools might also attract talents from external labour market, which will allow them to proactively respond to challenges of both internal and external business environments.

As for the practices level of talent attraction, for local companies it would be worth to outline unique talent attraction practices that would differentiate them from MNCs. HR experts may also update or create the employer value proposition of their companies, which will contribute to the improvement of the competitive advantage. Overall, implementing talent attraction as a system (with strategy, policies and practices) and segmentation of attraction practices in accordance with different talent groups would enable HR managers to improve the firms' competitive advantage in line with the resource-based view [Boudreau, 1991; Lepak, Snell, 1999].

In view of the qualitative design of the research, it is not possible to statistically outline which talent attraction practices were used more frequently at the statistical level, so the study describes only the identified trends. In this paper there is a limited regional coverage, and its results cannot be transferred to all business organizations in Russia, since the survey involved only the city of Moscow. Moreover, the results of the study may not be relevant for talent attraction in other national contexts.

The study could be considered as the basis for further quantitative and qualitative longitudinal studies that will establish significant relationships between the use of talent attraction practices and industries, capital origin as well as various talent groups. Also, a promising continuation of this study is the expansion of the coverage of talent management practices (selection, adaptation, development, reward, appraisal, and retention) for empirical verification of the existence of differences depending on capital origin.

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Appendix

Explanation of the interview technique, requirement for permission to record the interview.

Part 1. The current professional status of the respondent and the general description of the employer company (10 minutes)

1. How can I address you? How old are you? Where do you work?

2. Please, tell me about your company and its industry. How many years does it operate on the market? What kind of services and products does it offer? How many people work in your organization?

3. Is it a foreign-owned or Russian-owned company?

4. Tell me about your employment history. How long have you worked? What positions did you hold?

5. Tell me about your current position in the company. How long have you been with the company? What kind of position do you hold? What are your professional responsibilities?

Part 2. Talent management system in the employer company (5 minutes)

6. How could you describe your company's talent management strategy?

7. Describe the talent management system of the company. What elements does it consist of?

Part 3. Talent attraction system in the employer company (15-20 minutes)

Strategic level

8. How is the term “talented employee” is defined in your company?

9. What categories of talents are defined in your organisation?

10. How would you describe the company's talent attraction strategy?

Policy level

11. Let us talk about talent attraction in your organization. Please describe the talent attraction process

12. Which talent pools do you target when attracting talent?

Practice level

13. What practices do you use to attract talent? Which channels?

14. How do these practices vary depending on the talent group (young talents, specialists and managers)?

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