Managing Global Talent: Innovative Solutions and a Sustainable Strategy Using a Human-Centric Approach

Abstract

This study examines the challenges and opportunities in global talent management (GTM) systems within developed economies, with a specific focus on Republic of Korea. The research investigates both internal and external factors—positive and negative—that shape GTM strategies across key national high-tech industries. Framed within a human-centric model, the study identifies three dominant global megatrends—technological, socio-economic, and cultural—that significantly influence talent ecosystem dynamics. The study is framed as a qualitative interview-based analysis, supported by quantitative descriptive data for contextual analysis. A qualitative approach was employed, addressing the quantitative analysis of statistical labor market data to qualitative interviews (n = 42) conducted with high-level STEM professionals pursuing global talent status. Quantitative statistics indicate a measurable decline in global talent inflow to Republic of Korea in the past year. Qualitative findings reveal critical deterrents—including regulatory, organizational, and cultural barriers—as well as motivational drivers influencing global mobility decisions. These factors were synthesized within the three identified megatrends to provide a comprehensive view of GTM system dynamics. Based on the findings, the study offers strategic, human-centered recommendations for enterprises and academic institutions to enhance their GTM practices in an era of accelerating technological change. The results offer practical guidance for policymakers, business leaders, educators, and researchers seeking to align talent strategies with evolving global trends.

1. Introduction and Background

1.1. Emerging Challenges in the Talent Management Context

The efficiency of human capital use in the economy is influenced by many global megatrends: the speed of the emergence of new technologies and the depth of their penetration into all spheres of life, changes in the socio-demographic distribution around the world, economic and geopolitical challenges, ongoing urbanization, and the emergence of new business formats. Today, from 5% to 45% of those employed in different countries participate in the gig economy (WEF, 2018). By the end of 2025, 26% of the employment structure will include representatives of Generation Z, who make fundamentally new demands on employers, and by 2030, another billion people will have moved to cities (ILOSTAT, 2018). By 2030, it is projected that the global population will reach 8.6 billion, with the working-age demographic undergoing transformation. By the end of 2025, the workforce is expected to consist of 26% Generation Z, 37% Millennials, 28% Generation X, and 9% Baby Boomers (Annual Review, 2024). However, these trends will vary across regions. Changes in the global labor market are currently accelerating: regularly emerging new technologies and new types of businesses create increasing demands for new specialties, and the traditional personnel training system is increasingly inadequate in equipping professionals with the up-to-date skills required to meet the continuously evolving demands of the modern labor market. (Würtenberger, 2023; Schuler et al., 2011).

The misalignment between labor market demands and employee capabilities has led to seven critical challenges that must be addressed to fully leverage human capital and effectively bridge the skills gap (Ewerlin, 2013): insufficient training for jobs that do not yet exist, the lack of a culture of continuous learning and lifelong retraining, low levels of internal motivation and a weak sense of responsibility for professional development among global talent, limited access to labor market opportunities in different countries, the uneven geographic distribution of human capital, the underutilized potential of certain global workforce groups, and the evolving values and expectations of global talent employees.

1.2. Global Talent Management Strategies for Navigating Technological, Socio-Economic, and Cultural Megatrends

The human-centric approach with implications in the global strategy management system ensures a sustainable, adaptive workforce that is capable of meeting the evolving demands of the modern economy and can be structured as a global talent management (GTM) system (Dragoni et al., 2014; Evans et al., 2021). GTM is a structured and strategic approach that organizations use to attract, develop, and retain employees that are essential for meeting their international business strategic goals (Farndale et al., 2010). Global talent is defined as “high-performing and high-potential incumbents” (Galma et al., 2022). Such talent is expected to be globally mobile as part of their personal development, sharing best practices across business units and increasing functional flexibility (Garavan et al., 2021; Collings & Conroy, 2024; Wiblen & McDonnell, 2020). In an increasingly interconnected world, GTM has evolved from a niche human resource function into a critical factor for maintaining a competitive edge within organizational strategy. Most well-developed countries with leading economies and technology-oriented industries, such as the United States, the United Kingdom, Australia, Canada, and Republic of Korea, currently implement global talent management strategies through cooperation between industry and academia to achieve a sustainable competitive advantage and try to develop and motivate global talent with a human-centric approach (Tansley & Kirk, 2018; Kirk, 2021).

However, there are some problems in motivating global talent to engage in continuous training and business strategy development; for example, changes in the global labor market are taking place under the influence of three megatrends—large-scale structural changes affecting absolutely all areas of human life, technological, socio-economic, and cultural, which lead particular business strategies of firms (

Table 1. Global talent labor market megatrends, strategy focus. and motivation problems.

Global Talent Labor Market: Megatrend 1	Global Talent Labor Market: Megatrend 2	Global Talent Labor Market: Megatrend 3
Technological: the automation and development of technological innovations	Socio-economic: changes in the demographic composition of the population and the balance of power in geopolitics and economics	Cultural: the changing values and culture of the working population
Problems in motivating global talent to engage in continuous development: the automation of routine tasks, the emergence of new and the disappearance or complication of certain old types of activities, and increased requirements for employee qualifications and increased productivity	Problems in motivating global talent to engage in continuous development: old approaches to organizing workplaces and pension and social insurance systems; the need for environments conducive to the effective implementation of their potential	Problems in motivating global talent to engage in continuous development: a lack of favorable environments for diversity and inclusion and mobility opportunities
Strategy of enterprises: continuous learning and upskilling, create dynamic career pathways for emerging roles, leverage technology to personalize employee development	Strategy of enterprises: redesign workplace models with flexibility and phased retirement, modernize benefits and social systems, create inclusive leadership and career development programs	Strategy of enterprises: strong culture of diversity, equity, and inclusion (DEI), prioritize cross-border mobility programs, promote values-driven leadership aligned with employees’ social and personal values

Source: adapted by the author from Tyskbo (2025).

).

The first category of megatrends encompasses advancements in automation and technological innovation. This includes fields such as augmented reality, robotics, and the Internet of Things (IoT), as well as the expansion of big data and advanced analytics (Tyskbo, 2025). The second category involves shifts in the global workforce and demographic changes. Key factors include population growth, evolving geopolitical and economic dynamics, and the rise of megacities. The final category of megatrends pertains to evolving workplace values and cultural expectations (Scullion et al., 2010). There is a growing emphasis on diversity and inclusion, leading to greater workforce participation among women, older individuals, migrants, and people with disabilities. As a result, employers are facing increased expectations regarding corporate social responsibility and the provision of opportunities for mobility and career growth (Tarique & Schuler, 2010).

1.3. Global Talent Management Approaches in Republic of Korea

Addressing these challenges requires new approaches, especially due to the rapid development of advanced technologies in all areas (Maurya et al., 2020; Mcdonnell et al., 2011). The human-centric approach could be easily implemented in academia and should be built on the human-centric principles (Mendy, 2022; Reis et al., 2021): future-ready skill development, a culture of continuous learning, flexibility and mobility of key competencies, inclusive global talent workforce participation, and respect for global talent employees’ values.

However, there is a research gap between human capital approaches and strategy management theories:

• Human capital approaches focus mostly on the individual trajectory development of talented employees outside of an organizational context; however, due to recent global trends in talents’ mobility, inclusive talent development should be considered as a key talent management approach for global companies under the influence of external factors.
• The current literature addresses challenges like talent flow, generational differences, and competency shortages; however, there are gaps in the research analysis of systematic human capital approaches which lead firms to sustain a competitive advantage in a volatile global environment.
• The literature review identifies three thematic clusters within global talent management: global work experiences, talent management approaches, and GTM; however, it is necessary to discuss advanced solutions and technologies which help to develop a competitive business strategy within the integration of human-centric approaches.

According to the “World Talent Ranking 2024” report by the International Institute for Management Development (IMD), Republic of Korea’s talent competitiveness ranking has risen for the second consecutive year, reaching 26th place globally (World Economic Report, 2025).

However, Republic of Korea faces challenges in its global talent management system. These challenges are discussed in this paper by exploring the following research questions:

• What are the crucial factors of the Korean economy and society affecting global talent strategy approaches within a firm?
• What are the motivations and expectations of global talent in Republic of Korea?
• Which innovative strategic solutions could be suggested for effectively motivating global talent within a company to engage in continuous development in Republic of Korea using a human-centric approach?

Based on problems and megatrends within the global talent management system mentioned above, this survey is focused on global talent motivation and development analysis in Republic of Korea, as this country established a government strategy to prioritize the attraction of global talent in 2024 (Shin et al., 2019; Park, 2023) and holds a strong place in the global ranking of the global talent competitiveness index (Statista, 2023) (Figure 1).

In Korea, “global talent” refers to individuals with exceptional skills and expertise in their field, often recognized internationally, who are capable of contributing significantly to the Korean economy and society, typically encompassing strong language proficiency in English and the ability to operate effectively in a global business environment (Shin & Choi, 2015).

Unfortunately, not all countries have positive trends in global talent management issues because of a lack of effective strategies and a major shortage of IT talent (highly in-demand job positions with key professional competencies) (EOS Report, 2023). For example, the Asia–Pacific region (including Republic of Korea) is experiencing this problem at the highest level (Statista, 2025) (Figure 2), the reasons for which will be discussed in Section 3 and Section 4. The Republic of Korea has a Special Act on Support for Science and Technology to Strengthen National Competitiveness in the S&T Sphere, under which the government has been implementing Five-Year Basic Plans for Supporting and Developing Talents in Science and Technology (hereinafter referred to as the Plan) since 2006 (Business Korea, 2025). Over 15 years (2006–2020), the effect of this and other initiatives in the science sphere has manifested in a more than twofold increase in the number of personnel engaged in research and development, from 237.6 to 545.4 thousand people. Despite such successes, in the context of a declining population and a growing demand for professional personnel in various sectors of the economy, Republic of Korea faces the rather serious problem of a shortage of talented specialists (Business Korea, 2025).

As AI takes over more technical responsibilities, skills such as empathetic leadership, effective communication, and creative problem-solving are becoming increasingly valuable. These so-called “soft skills” are quickly emerging as essential assets of the workplace of the future. According to a Deloitte report, among the key opportunities for ambitious organizations across the world is the greater use of AI and automation—tools that streamline the hiring of global talent and place a renewed focus on candidate experience—strategies that top-performing teams are already embracing to stay competitive. In addition, according to studies by Deloitte and PwC, personalization in HR can boost employee engagement, job satisfaction, and productivity (Deloitte Report, 2025). Employees increasingly prioritize personalized experiences and meaningful career development opportunities over traditional notions of the workplace as merely a site of employment.

This study investigates how global megatrends—such as rapid technological innovation, demographic transformation, and evolving workplace values—are reshaping the efficiency and strategic management of human capital. Focusing on Republic of Korea, the research examines the challenges of motivating and developing global talent in an increasingly dynamic labor market. It explores the impact of human-centric approaches on continuous learning, mobility, inclusivity, and strategic alignment with employee values. The global talent management systems are recognized as the strategic instrument to sustain a competitive advantage. By analyzing Republic of Korea’s national strategy and corporate practices, this study aims to identify innovative solutions for fostering talent engagement and organizational resilience in the face of global economic trends and technological changes.

2. Literature Review

2.1. Scope of Global Talent Management

Global talent management (GTM) is the concept and practice of managing people in global markets as irreplaceable human capital and a valuable corporate asset (Islam, 2024; Gallardo-Gallardo et al., 2013). GTM can be defined as the activities and processes that involve the systematic identification of key global positions that make different contributions to the sustainable competitive advantage of local and global organizations. Within this context, “talent” is defined not merely as an individual characteristic but as the strategic alignment of global talented employee competencies with organizational objectives and ensures their continued commitment to organizations and key industries.

Talent management (TM) is aimed at developing human talent for an organizational strategy and competitive sustainability within a resource-based concept, while human resources (HR) is more technical and uses a transactional approach (S. P. Kerr & Kerr, 2017). This point of view has been shared by many scholars studying the issue of TM: they consider the attraction, identification, development, and involvement of the workforce as key elements of strategic talent management (Sousa et al., 2024). So, the basic understandings of the distinction between talent, skill, competence, and competitive advantage are defined in Figure 3.

GTM is often associated with human resource management (HRM). However, GTM focuses more on the people side of work and views talented employees as a competitive advantage for organizations, while HRM considers all organizational functions, so this survey recognizes the understanding of GTM as a strategic issue for organizational competitiveness.

2.2. Global Talent Management Theories

Often, TM researchers adhere to one of four distinct points of view on global talent definition:

• The first approach focuses on mechanical characteristics and is an attempt at “rebranding”, which includes already-established terms such as human resource management, personnel selection, selection, and leadership development and succession planning. This approach assumes that TM is a new label for the traditional practice of strategic human resource management (Swailes, 2020).
• The second approach emphasizes the development of “talent reserves”, describing TM similarly to the concept of “Succession Planning”. Talent reserves are conceptualized as a mechanism for maintaining a steady pipeline of capable employees; however, this approach tends to emphasize a singular dimension of strategic talent management, often overlooking other critical parameters such as development, engagement, and retention (Thunnissen & Van Arensbergen, 2015).
• The third approach takes a subjective view of talent, considering people as “talent” rather than “talent” being their “characteristic”. This approach can be further divided into two approaches—exclusive and inclusive:

  (A)

  The exclusive approach assumes that talent is inherent only to certain people and is therefore limited (Samo et al., 2020). This approach emphasizes that talented employees should be given important roles and positions in organizations.

  (B)

  The inclusive approach assumes that all employees are talented, and an organization-wide effort is needed to encourage people to explore and improve their talents by providing opportunities to everyone (Chhabra & Sharma, 2018).

• The fourth approach addresses the rapid development of technologies in the workplace and prioritizes the individual needs, well-being, and experiences of employees, focusing on creating a positive and inclusive work environment that respects cultural differences and empowers individuals regardless of their location (Wiblen et al., 2020; Holland, 2019).

These approaches have played an important role in developing the definition of talent management and have given different degrees of importance to different aspects of talent management (

Table 2. Four approaches to global talent management.

Approaches	Key Point	References
1. Rebranding	TM is a new label for the traditional practice of human resource management	Alina (2017); Reis et al. (2021) Samo et al. (2020)
2. Talent reserves	Talent reserves are viewed as a mechanism that ensures a regular supply of capable employees for strategic decisions	Mcdonnell et al. (2011) Schuler et al. (2011)
3. Subjective approach (a) Exclusive (b) Inclusive	(a) Talented employees should be given important roles and positions in organizations (b) Organizations should encourage people to explore and improve their talents by providing opportunities to everyone with focus on key strategic competencies	Kaliannan et al. (2023) Holland (2019) Annual Review (2024) Collings et al. (2019)
4. Human-centric approach	This approach prioritizes the individual needs, well-being, and experiences of employees, focusing on creating a positive and inclusive work environment that respects cultural differences and empowers individuals regardless of their location for sustainable valued strategic organization	Hector and Cameron (2023) Mendy (2022) Würtenberger (2023) Yusof et al. (2024) Thunnissen and Van Arensbergen (2015)

Source: made by the author.

).

Hector et al. included “key jobs” in the definition of talent management and argued that these “jobs” affect the competitive advantage that a company has over other organizations (Hector & Cameron, 2023).

Thus, researchers rely on the exclusivity approach to conceptualize talent and move forward with a human-centric approach focusing on basic global talent management theories (

Table 3. Main theories of global talent strategy management.

Theory	Key Point	References
Strategic Talent Management	Focus is on systematically developing talent pools and differentiated HR architectures to support strategic business goals globally	Collings and Mellahi (2009)
Resource-based theory	Talented employees are seen as valuable, rare, inimitable, and non-substitutable resources that provide competitive advantage	Ortega-Lapiedra et al. (2019); Wernerfelt (1984); Barney (1991)
Global talent theory	Multinational enterprises (MNEs) manage the flow of talent across geographic borders, developing global staffing strategies	W. R. Kerr (2016); Docquier et al. (2017); Tung (2016)
ESG-Driven Talent Management (based on human-centric approach)	Importance of employee well-being, diversity, inclusion, and ethical practices with prioritization of both organizational performance and societal impact	Wiblen et al. (2020); McLennan (2020); Ferraro et al. (2019)

Source: made by author.

). This shifts the focus of the definition from “people” or “characteristics” to “job value” and “competitive/strategic role” (Hector & Cameron, 2023).

2.3. Perspectives of Global Talent Management Implication

What is the future of the global talent management strategy? This future business approach includes sourcing talent worldwide, embracing diversity and inclusion, and adapting to cultural differences. It involves navigating international labor laws; leveraging remote work possibilities and a strong global employer brand (Yusof et al., 2024); prioritizing the individual needs, well-being, and experiences of employees; and focusing on creating a positive and inclusive work environment that respects cultural differences and empowers individuals regardless of their location with the rapid implementation of advanced technologies and automation processes (Park et al., 2022).

The application of different perspectives in defining talent management and the role of this definition in shaping the attitudes and practices of academics and managers toward talent management indicates that it is not an isolated area. According to Alina (Alina, 2017), GTM has a clear business purpose and therefore should be aligned with strategic orientations and market needs of global enterprises:

(1)

The systematic identification of pivotal positions that differentially contribute to an organization’s sustainable competitive advantage on a global scale;

(2)

The development of a talent pool of high-potential and high-performing incumbents who reflect the global scope of the MNE (multinational enterprise) to fill these roles;

(3)

The development of a differentiated global HR architecture to fill these roles with the best available incumbents (key competencies and competitive advantages) to ensure their continued commitment to the MNE.

Talent management systems, in turn, are defined as collective HR systems and strategic tools that allow for global talents’ demand planning, the development and assessment of competitive strategic decisions, and the selection of capable employees for the right organizational values and strategic directions (Yusof et al., 2024).

The range of approaches to talent management, mainly found in the TM literature above, and the main points of these definitions can be categorized into several groups:

• GTM is not a simple extension of global HR sub-functions, but introduces the term which is used interchangeably with strategy management development tasks.
• GTM is more strategic and focuses on the future needs for employee capabilities and motivation that will meet the future needs and core values of the business.
• GTM is selective and focuses on key positions that are perceived by management as vital to the development of the long-term competitive advantage of any business.
• GTM is a capability-based and capacity-building approach to strategic HR management in global markets.
• GTM is focused on ESG trends and prioritizes the individual needs, well-being, and experiences of employees, focusing on creating a positive and inclusive work environment that respects cultural differences and empowers individuals regardless of their location to lead the sustainable future of enterprises.

2.4. Human-Centric Approach in Global Talent Management Studies

The human-centric approach can be considered a fourth emerging perspective in the global arena and help organizations create more effective organizational structures that use key jobs to improve organizational performance (competitive advantages, core values) in global markets.

The human-centric approach in management studies focuses on prioritizing the leading skills of individuals to drive sustainable business success within competitive strategy. Therefore, it views global talent employees not just as resources but as active components (for example, partners) of the company business model whose needs, values, and aspirations must be integrated into strategic goals. Key elements of a human-centric business model include continuous learning, meaningful work, flexibility, and inclusive environments due to the general strategy and values of the company (Dragoni et al., 2020).

The World Economic Report (Collings et al., 2019) states that the human-centric approach is crucial for future global talent development and motivation because it is based on the following main characteristics:

✓

Leaders should place human well-being at the forefront and embrace a “double bottom line” strategy that balances financial success with societal and individual empowerment in the era of artificial intelligence (AI).

✓

AI presents an opportunity to augment human capabilities—enhancing creativity, emotional intelligence, and problem-solving—by taking over repetitive tasks.

✓

To navigate the challenges AI brings, including job displacement, algorithmic bias, and data privacy concerns, collaboration among policymakers, business leaders, and educators is essential.

✓

Effectively incorporating advanced technology requires the creation of new roles where humans and AI collaborate, leveraging their unique strengths to enhance one another.

✓

Instead of perceiving change as a risk, organizations should cultivate a culture of ongoing learning. Comprehensive reskilling and retraining initiatives can prepare individuals with the necessary skills to work alongside AI.

To support this transition, leaders must prioritize substantial investments in lifelong learning, ensuring that education and training opportunities remain accessible and affordable to all (Korea, 2025).

The human-centric approach accumulates several theoretical frameworks:

(1)

Self-determination theory (SDT) emphasizes intrinsic motivation, autonomy, and competence as crucial for optimal employee engagement and development in strategy formulation (Deci & Ryan, 2000).

(2)

Job demands-resources (JD-R) theory highlights the balance between job demands and available resources in promoting employee well-being and organizational performance (Bakker & Demerouti, 2007).

(3)

Positive organizational scholarship (POS) underlines the role of fostering positive practices, relationships, and strengths-based development to achieve flourishing organizations (Cameron et al., 2003).

(4)

Human capital theory is reinterpreted through a human-centric lens, stressing not only investment in skills and education but also creating supportive ecosystems that nurture human potential (Becker, 1993).

By combining these perspectives, the human-centric approach supports adaptive, resilient, and innovative workforces capable of thriving amid rapid technological and socio-economic change.

3. Methodology: Global Talent Management Survey—The Case of Republic of Korea

3.1. Participants and Procedures for Data Collection

As Republic of Korea’s labor market stands out for its highly skilled and driven workforce, recognized for its strong work ethic and focus on technological progress and innovation, the author decided to hold personal qualitative interviews (2 tracks) (n = 42) with 42 foreign professionals from academic, high-tech, and research areas who were recognized by the Korean government as “global talent” individuals within the last 5 years (since 2019) or were invited by Korean organizations as highly skilled workers (“global talent”) from another country (USA, Canada, UK, Australia, South Africa, New Zealand) and had been working in Korea for more than 5 years as a manager, project manager, or CEO in high-tech industries. The 1st track of the interview was focused on profile aspects of being a global talent in Korea, and the 2nd track of the interview was focused on motivations and global talent scarcity problems in Republic of Korea. Examples of both interview questionnaires are provided in Appendix A.1. A period of 5 years was chosen because in 2018 the Korean government established the program “Multiple Citizenship for Outstanding Talent” (hereinafter the MCOT) (Korea, 2025), which attracted more highly skilled specialists in STEM (science, technology, engineering, and mathematics) areas.

The study is framed as a qualitative interview-based analysis, supported by quantitative descriptive data for contextual analysis. A thematic analysis is employed using an inductive approach, and the author clarifies the procedures for coding, theme validation, and interpretation. The qualitative component of this study followed a thematic analysis framework using an inductive approach, meaning that themes were derived directly from the data rather than being imposed a priori from existing theory. Interview transcripts were read repeatedly to ensure familiarity with the content, and meaningful segments were extracted and coded based on recurring patterns related to motivations and challenges in global talent integration.

The coding process involved identifying initial codes from participants’ responses and clustering them under broader categories aligned with the three pre-defined global megatrends: technological, socio-economic, and cultural. Codes were refined iteratively and grouped into themes representing shared experiences across participants. This bottom-up process allowed for nuanced insights grounded in the data.

To enhance theme validation, themes were cross-checked against the original data to ensure consistency and comprehensiveness. Coding decisions were discussed within a small peer-review circle to establish conceptual clarity, though formal inter-coder reliability testing was not performed due to resource limitations.

Interpretation was guided by the research questions and linked to theoretical constructs from human capital theory and human-centric GTM models. This ensured that the emergent themes were not only empirically robust but also analytically meaningful, reflecting both individual perspectives and broader structural conditions within Republic of Korea’s global talent landscape.

Although inter-coder reliability checks were not conducted, the coding process involved multiple rounds of thematic refinement aligned with the literature on technological, socio-economic, and cultural megatrends.

The Special Naturalization Track for Global Talent (Global Talent, 2020) is a streamlined pathway for foreign nationals with exceptional expertise in fields such as science, technology, economics, arts, or sports to acquire Korean citizenship. This process allows highly skilled individuals to bypass standard residency requirements and, in some cases, retain their original nationality. The initiative aims to attract outstanding professionals whose contributions align with Korea’s national interests.

The education system in Korea is among the most competitive and demanding globally, producing a well-educated workforce, especially in STEM fields—science, technology, engineering, and mathematics. Therefore, respondents from these key areas, including automotive, chemical, and semiconductor industries, were chosen because the Korean government believes that this dedication to education and skill development has helped establish Republic of Korea as a global leader in advanced industries such as electronics, automotive manufacturing, and information technology (Korea Times, 2025).

The interviews were conducted from January to March 2024 and were arranged personally in Republic of Korea. The survey consisted of 33 questions divided into three sections according to global talent management system megatrends (technological, socio-economic, and cultural).

The procedures for the survey and the data collection period are introduced in Figure 4.

The limitations of the survey are related to the areas of expertise (STEM fields in academia and industries), the period of 5 years (2019–2024) for the case study (duration in Korea as “global talent”), the geographic area (1 country), and the nationalities of the foreign respondents (6 countries).

3.2. Data Analysis

3.2.1. Data Analysis 1: Profile of Global Talent in the Korean Market

Qualitative analysis of an interview result is based on thematic analysis which involves transcribing and thoroughly reading interview data (example of an interview list is presented in Appendix A.1). The interview data were followed by coding meaningful statements (external and internal factors influencing the global talent management strategy) and grouping them into themes (three global talent market megatrends) that reflect key patterns. These themes were refined, clearly defined, and presented in a report with supporting quotes and links to the research questions and the literature.

The data from the interview questionnaire was analyzed using descriptive statistics to establish demographic profiles (

Table 4. Global talent profile in Republic of Korea.

Characteristic	Data
Age	30–55
Sex	Male (75%), female (25%)
Level of education	100% PhD
Family status	Single (65%), married (25%), married with kids (10%)
Primary area of expertise	STEM
Business/Academia/Research	15%/35%/50%
Industries	Automotive (5%), chemicals, physics (35%), semiconductors, IT (60%)
Average wage per year (excluding CEO)	USD 100,000–170,000
Period of working in Korea	5–10 years (65%), more than 10 years (35%)
Job title	Researcher (55%), professor (25%), manager (including CEO) (20%)
Obtained global talent status in Korea/abroad *	In Korea (75%), abroad (25%)

* The respondents represent more than 15 different nationalities across different regions of the world (North/South America—37%, Europe—35%, Asia—18%, Australia/New Zealand—10%. Source: made by the author based on interview questions (Appendix A.1)).

), followed by cross-tabulation sampling to identify patterns across variables such as expertise, industry, and tenure. Descriptive statistics and cross-tabulation offer a clear and structured way to summarize demographic data and identify patterns across variables. However, they lack the depth and contextual insight needed to understand the underlying reasons behind those patterns, and for this reason the quantitative (statistical) analysis was used.

From the interview results (the general part of the questionnaire), it was possible to establish a “global talent” profile of a highly skilled person who works in Republic of Korea.

Individual factors influencing global talent integration in Republic of Korea include expertise in STEM fields, motivation for career development, the ability to adapt culturally, needs related to citizenship and visa status, and proficiency in language and communication skills.

In Republic of Korea, a “global talent profile” generally describes individuals with specialized expertise in fields such as IT, engineering, and science. These professionals are often fluent in English, have international experience, and are highly valued by Republic of Korea companies for their contributions to advanced industries (with a focus on STEM) and global market competitiveness. To address talent shortages in crucial sectors such as semiconductors and biotechnology, Republic of Korea actively recruits skilled foreign professionals through initiatives such as the “Global Talent Fair”.

3.2.2. Data Analysis 2: Global Talent Motivation Strategies in the Korean Labor Market

Among the greatest motivations for foreign professionals to be recognized as global talent in Republic of Korea is obtaining Korean citizenship. Republic of Korea allows global talent to maintain dual citizenship. The Republic of Korea passport is currently ranked second in the world passport rankings (Korea Times, 2025), and 192 countries have signed a visa waiver agreement with Republic of Korea. Therefore, it is considered one of the most desirable passports in the world, with a very high mobility index.

According to statistics provided by the Ministry of Interior and Safety (Ministry of Safety and Security), immigration to Republic of Korea has not only recovered from a temporary decline due to the COVID-19 pandemic but also reached a new high. According to the Ministry of Interior’s data for 2022, the total number of foreign nationals permanently residing in the country was nearly 2.26 million, representing 4.4 percent of the country’s total population. Among these 2.26 million people, 224,000 have obtained Korean citizenship (Korea Times, 2025). Based on the statistics provided, it can be concluded that Republic of Korea continues to be an attractive destination for immigration.

The Republic of Korea government has divided the methods of obtaining citizenship through naturalization into three different categories depending on the presence of certain circumstances (Korean Immigration Service, 2025):

✓

General Naturalization (일반귀화);

✓

Simplified Naturalization (간귀화귀화);

✓

Special Naturalization (특별귀화)—the “global talent” track, which allows the individual to hold dual citizenship.

There are different positive reasons why highly skilled foreign specialists are interested in moving to Republic of Korea and obtaining the status of global talent; alternatively, these professionals moved to the Korean market for certain perspectives. All answers given during interviews can be divided into three tracks regarding socio-economic, technological, and cultural megatrends:

1.

Motivational reasons for foreign global talent to work in Republic of Korea related to the technological megatrend.

Respondent group 1 (researcher, research institute): “I found an excellent opportunity to stay ahead advanced technologies in technology-leading market. Korean government supports all STEM areas and is opened for any innovations and innovations within key national technology strategies. I may easy apply for patent or other form of intellectual property right”.

Respondent group 2 (professor, university): “Academia suggests great opportunities for using facilities with advanced technologies and equipment. It is possible to establish your own laboratory in University and attract attention to your research and teaching interests from local companies and get additional research funding from academia-industry cooperation”.

Respondent group 3 (manager, CEO): “Republic of Korea has opened market for foreign technologies and local ideas how to develop advanced technologies and make competitive solutions for leading industries. If your product matches the technology standards in Korean market you have an opportunity to sell it and get long-term cooperation with local technological firms”.

2.

Motivational reasons for foreign global talent to work in Republic of Korea related to the socio-economic megatrend.

Respondent group 1 (researcher, research institute): “Korean National Research Fund (NRF, 2025) supports all STEM areas, so it is possible to get good financial support for your research and apply for patent or other form of intellectual property right”.

Respondent group 2 (professor, university): “Academia provides competitive salary and independent opportunity to manage your work by your own, your family members also may get some life bonuses living in Korea”.

Respondent group 3 (manager, CEO): “Republic of Korea has opened market for foreign investment and international cooperation, it is not difficult to establish business in Korean market within trends and leading industries. Competition of foreign enterprises in Korean market is separated from local competition, it makes doing business more comfortable”.

3.

Motivational reasons for foreign global talent to work in Republic of Korea related to the cultural megatrend.

Respondent group 1 (researcher, research institute): “Korean colleagues try to cooperate with you if they join the same project, if you are recognized as global talent person, they will easy follow you, because this high status is meaningful for Korean culture”.

Respondent group 2 (professor, university): “Academia students are highly motivated to study STEM subjects in English and wonder about global cases and experiences, it is easy to engage them in hard working lectures and practices because of their national rules of education”.

Respondent group 3 (manager, CEO): “A lot of young workers in Korea try to follow foreign (western) culture, it becomes much easier to manage them”.

3.2.3. Data Analysis 3: Global Talent Scarcity Problems in Republic of Korea

In Republic of Korea, employers are responsible for verifying that all foreign workers possess the appropriate visas and work permits before they begin working. In addition to meeting legal requirements, fostering a smooth integration process involves recognizing cultural differences and actively addressing language barriers. Providing support in these areas not only helps foreign employees adjust more easily but also contributes to a more cohesive and productive work environment (PwC Report, 2025).

Highly skilled foreign professionals in Republic of Korea encounter several challenges, including cultural adaptation, language barriers, intense job market competition, and limited opportunities for career growth. Navigating the country’s complex visa system can also be difficult, making long-term residency and employment uncertain (NRF, 2025). Additionally, Republic of Korea faces difficulties in attracting and retaining global talent, especially in the technology and science sectors, which contributes to concerns about brain drain. These challenges are further compounded by a shrinking domestic population and an aging workforce, making it increasingly difficult for companies to secure the skilled professionals they need.

There are different negative reasons why highly skilled foreign specialists cannot arrange long-term working plans in Korea after obtaining the status of global talent; alternatively, these professionals moved to the Korean market for certain perspectives and then encountered problems establishing themselves. All opinions recorded during interviews can be divided into three tracks regarding socio-economic, technological, and cultural megatrends:

1.

Global talent scarcity problems faced by foreign global talent working in Republic of Korea related to the technological megatrend.

Respondent group 1 (researcher, research institute): “All intellectual rights for inventions belong to Korean organizations and match the Korean technology standards, so it is not easy to transfer them abroad”.

Respondent group 2 (professor, university): “There are so many restrictions to foreigners to get the access to local technology inventions or innovations due to local security policies, it is hard to develop yourself within highly competitive educational market”.

Respondent group 3 (manager, CEO): “It is necessary to know all local technological standards and follow local industrial policies, which may differ totally from global regulations, in such case you have to spend a lot of time for administrative work”.

2.

Global talent scarcity problems faced by foreign global talents working in Republic of Korea related to the socio-economic megatrend.

Respondent group 1 (researcher, research institute): “To financially support a family in Korea, you need to manage multiple projects simultaneously. The cost of children’s education is extremely high, and unfortunately, the quality—especially at the middle and high school levels—does not justify the expense. Career advancement is also painfully slow; it feels like you have to wait an eternity for a promotion. Korea is definitely not a place for a fast-track career path”.

Respondent group 2 (professor, university): “Unfortunately, usually professor have non-tenure-track labor contract in Korea, so they can not apply for sabbatical period, and they have to work at least 10 years without that opportunity to get good pension scheme when they retire. It’s very hard. A lot of professors do not have any opportunity to be promoted”.

Respondent group 3 (manager, CEO): “Last 10 years South Korea has strong ecological problems with air pollution, I wonder about my health conditions and health conditions of my family members”.

3.

Global talent scarcity problems faced by foreign global talent working in Republic of Korea related to the cultural megatrend.

Respondent group 1 (researcher, research institute): “There is huge gap between western and Korean types of culture. I feel myself frustrated when I try to understand social distance norms in Korea. I have to use Korean language in my daily job activities, but it is not easy way to study and use in specific conversations regarding professional topics.”

Respondent group 2 (professor, university): “It is not crucial for professor in Korea not to know Korean language, however, all internal and external documentation in Korea is prepared only in Korean language, so it makes a lot of trouble with understanding and creates big limitations to apply for research grants”.

Respondent group 3 (manager, CEO): “You have to study hard to hold negotiation process in Korea. Also, it is almost impossible to arrange effective career development plan for employees because of gap between their abilities and expectations”.

4. Results and Recommendations

The survey results (Appendix A.2) reveal mixed experiences among foreign professionals working in Republic of Korea. A majority (62%) reported gaining more social benefits compared to their home countries, and 67% felt they had developed their skills in Korea. However, only 49% said their expectations had been met, and 78% experienced a cross-cultural gap, while 65% were not satisfied with their Korean language proficiency. Workplace communication posed challenges for 53% of respondents, and only 39% had been promoted within the past five years. Participation in local professional communities and training programs was low (25%), and the intellectual property registration process was overwhelmingly seen as complex (95%). Although 82% preferred applying for international grants, only 22% favored local ones, highlighting ongoing barriers to full professional integration. These results reveal strategic business and governmental considerations regarding global talent management policy’s improvements. As consider in the literature review, current global talent management theories focus on the integration of individual values and satisfaction in the general business strategy model. So, Korean companies may continue Academia–Industry integration (for example, enhancing the number of industry professional programs (IPPs)), forwarding the talented contribution in competitive advantage. At the same time, advanced technologies which are used by most of the respondents successfully may become the successful bridge between the local Korean business environment and global skills.

The motivational (positive) and global talent scarcity (negative) issues identified in the interviews are summarized according to three global talent megatrends in Republic of Korea, which will facilitate the application of effective measures for the future development and retention of highly skilled professional workers (

Table 5. Problems and attractiveness of global talent management in Republic of Korea.

Megatrend (External Factor)	Global Talent Management Issues (Internal Factors)
	Motivational Drivers (Positive Issues)	Structural Barriers (Negative Issues)
Technological	Excellent technological infrastructure, equipment, and IT and good opportunities to establish a research lab or apply for intellectual rights	Restricted access to local innovations and inventions; a lack of international professional communities in the field of STEM, a lack of international conferences, difficulties transferring innovations abroad, and no interest in open innovation
Socio-economic	High interest from Korean organizations in foreigners’ experience and knowledge, competitive average wage, easy to start conducting business, possible research cooperation with local research teams, and business support for legal and financial schemes	High living costs (including rental costs and children’s educational fees), a lack of opportunities for career growth, self-promotional difficulties (for example, most educational programs and professional training sessions are held only in the Korean language), and a period of hard work without breaks for a good pension scheme
Cultural	High interest from Korean society in foreigners and different socio-cultural programs for foreigners	Language barriers, huge cross-cultural gaps, and a lifelong “status of foreigner”

Source: made by the author.

).

Some improvement measures have already been implemented by the Korean government in the post-COVID-19 period. For example, a simplified hiring procedure is provided to all foreign scientists, and since 2022, consulting support has also been provided at the new Linko Center (Linko, 2023). It assists foreign researchers in going through administrative procedures when moving to Republic of Korea and provides information on scientific programs operating in the country.

A significant institutional measure in 2022 was the creation of the Committee for the Protection of the Rights and Interests of Researchers, which includes 96 people—representatives of government agencies, universities, scientific organizations, and businesses (BCG, 2024). The Committee’s responsibilities include regulatory and consulting support for all scientists working in the country, including reviewing their appeals against violations identified in scientific projects or complaints about illegal actions of third parties.

A distinctive feature of the Plan is its focus on various groups of scientists, including specialists who traditionally find themselves in less competitive conditions. For example, special measures are envisaged for part-time researchers, as well as for female scientists and engineers. The Sejong Science Fellowship Program (Stip Compass, 2023) is aimed at supporting postdocs and researchers under the age of 39, as well as those who have been awarded a PhD within the past seven years. Young scientists receive long-term funding for research projects at universities or research centers participating in the program, counting on full-time employment in these organizations in the future.

The Women’s Science and Technology Life Cycle Growth Platform “W-Bridge” (WISET, 2024) supports the career development of women scientists and engineers at all stages of their careers by hosting online seminars and career development consultations, providing information on educational programs, vacancies in the science and technology field, and opportunities to participate in various government initiatives.

The Republic of Korea government intends to address the key task of global talent retention by encouraging interest in scientific careers, increasing the number of jobs for young researchers, and developing a favorable environment for scientific activity. It is planned to increase the number of research grants and the number of foreign scientists working in the country between 2025 and 2030 (WISET, 2024).

The plan for global talent retention in Republic of Korea developed by the government provides for a wide range of measures aimed at identifying talent in the scientific and technical sphere and creating the necessary conditions for their influx and retention. These are the tasks of the Fifth Basic Plan for Talent Support and Development in Science and Technology for the Period of 2025–2030 in the Republic of Korea (WISET, 2024):

• Supporting Talent for the Future

  1.1.

  Developing basic digital competencies in lifelong centers for the children of global talent;

  1.2.

  Supporting the identification and development of talent capable of managing the society of the future;

  1.3.

  Enhancing competencies of higher-education specialists in scientific and engineering fields to effectively respond to future challenges.

• Creating Favorable Conditions for the Career Growth of Young Scientists

  2.1.

  Developing a research base for young scientists;

  2.2.

  Strengthening support for increasing the number of young scientists and engineers;

  2.3.

  Supporting talent in advanced innovative fields (future directions).

• Developing Advanced Skills and Competencies of Scientific and Technical Personnel

  3.1.

  Providing systematic support for training scientific and technical personnel;

  3.2.

  Developing digital competencies among scientific and technical personnel;

  3.3.

  Creating conditions to increase the number of women scientists and engineers;

  3.4.

  Expanding career growth opportunities for scientific and technical personnel.

• Enhancing Openness and Mobility in the Human Capital Sphere

  4.1.

  Ensuring the inflow of talented specialists from abroad;

  4.2.

  Increasing intersectoral mobility of talented specialists;

  4.3.

  Strengthening ties between science and society;

  4.4.

  Developing legal foundations and institutional frameworks for science.

However, according to the interview survey results, these suggestions should be supplemented with some other recommendations based on a human-centric approach, which are presented in

Table 6. Recommendations and innovative solutions for global talent management strategy in Republic of Korea (within the established government Fifth Basic Plan).

Area of Improvement	Current Government Strategy (Fifth Basic Plan Tasks)	Enterprise-Level Recommendations (Human-Centric Approach)
Supporting Talent for the Future	1.1. Developing basic digital competencies in lifelong centers for the children of global talent. 1.2. Supporting the identification and development of talent capable of managing the society of the future. 1.3. Enhancing competencies of higher-education specialists in scientific and engineering fields to effectively respond to future challenges.	Develop AI tools with English language support for self-development and online/metaverse platforms for professional training; establish an online platform with feedback opportunities for foreigners in Korea
Creating Favorable Conditions for the Career Growth of Young Global Talent Scientists	2.1. Developing a research base for young scientists. 2.2. Strengthening support for increasing the number of young scientists and engineers. 2.3. Supporting talent in advanced innovative fields (future directions).	Establish a strong international community (association) for foreign global talent in the Korean market; hold annual global talent conference, change the local rules of career path, and make the promotional route available in Korean technological companies
Developing Advanced Skills and Competencies of Scientific and Technical Personnel	3.1. Providing systematic support for training scientific and technical personnel. 3.2. Developing digital competencies among scientific and technical personnel. 3.3. Creating conditions to increase the number of women scientists and engineers. 3.4. Expanding career growth opportunities for scientific and technical personnel.	Provide more mobility and flexible working conditions for women in STEM areas; establish motivational awards, workshops, and competitions among global talent women in the Korean market; create a separate database for intellectual property rights and invention solutions for foreigners
Enhancing Openness and Mobility in the Human Capital Sphere	4.1. Ensuring the inflow of talented specialists from abroad. 4.2. Increasing intersectoral mobility of talented specialists. 4.3. Strengthening ties between science and society. 4.4. Developing legal foundations and institutional frameworks for science.	Create additional routes for global talent to build their career and professional path within intersectoral mobility, arrange an effective system of work and life balance (changes in labor contract and pension schemes)

Source: made by the author based on (Stip Compass, 2023; WISET, 2024; BCG, 2022).

.

One possible way to improve the motivation of foreign global talent in Republic of Korea is to adapt the holistic approach model of HR development provided by Boston Consulting Group (BCG, 2022) (Figure 5) to a human-centric model of global talent development in Republic of Korea.

An adaptation of BCG’s holistic human-centric approach to global talent and skill development is as follows:

• Anticipate: Create skills-based workforce planning capabilities to better forecast talent needs, understand the skills that workers have today, and determine how to address the gaps.
• Attract: Take an innovative approach to talent and skills by viewing the process through the employee lens and creating a candidate-centric journey enabled by digital technology and AI.
• Develop: Combine the expertise of a world-class faculty with technology to provide the necessary organizational learning programs and comprehensive upskilling solutions to ensure a clear return on investments.
• Engage: Create a global talent value proposition grounded in the company’s purpose, culture, and overall talent and skills strategy.

Based on the human-centric approach, it is possible to summarize all recommendations and develop some key strategies for improving the global talent management system in Republic of Korea: (a) technological megatrend: provide effective reskilling and upskilling in STEM, develop online tools and digital platforms to offer more remote and hybrid work opportunities within key industries, improve the safety of labs, provide technical equipment, and give access to local IT; (b) socio-economic megatrend: supplement childcare for working parents, better articulate the business purpose and impact, offer higher wages, support employee health and well-being, improve working hours and overtime, and improve talent progression and promotion success; (c) cultural megatrend: tap into diverse talent pools, provide more diversity, equity, and inclusion policies and training programs (in English), improve people-and-culture metrics and reporting, and improve the internal communication strategy.

This study found that while Republic of Korea promotes global talent attraction at the national level, cultural and institutional barriers often prevent real integration. The system still favors exclusive talent management, where only select individuals advance, limiting opportunities for broader inclusion. Many foreign professionals face stalled career growth due to rigid hierarchies and outdated promotion systems, despite bringing valuable skills (

Table 7. Recommendations for global talent management ecosystem improvements in Republic of Korea.

Stakeholder	Recommendation
Government Agencies	1.1. stablish a centralized multilingual GTM portal with step-by-step support for visa, grants, IP registration, and recognition. 1.2. Incentivize cross-sector mobility with tax benefits or grants for placing foreign professionals in academia, government, and industry.
Universities and Research Institutions	2.1. Create tenure-equivalent tracks for foreign faculty with clear promotion criteria and sabbatical options. 2.2. Mandate bilingual administrative procedures for research, funding, and HR processes.
Private Enterprises	3.1. Introduce global leadership tracks with rotational roles across domestic and international offices. 3.2. Develop DEI metrics tied to executive KPIs to measure integration of foreign talent.
Civil Society and Professional Networks	4.1. Establish peer-led mentoring networks for foreign professionals based on global alumni models. 4.2. Organize annual global talent summits with input from academia, industry, and policymakers.

Source: made by author.

).

This gap between policy and practice shows a lack of coordination between government goals and what actually happens in universities and companies. To address this, more specific, stakeholder-based actions—like bilingual administrative systems, international leadership tracks, and clearer career pathways—are needed to make global talent management more inclusive and effective.

5. Discussion

This research is based on qualitative results with support of quantitative statistical data obtained during a survey. All positive (motivational) and negative (global talent scarcity) factors of the global talent management approach in Republic of Korea were divided into three groups: technological, socio-economic, and cultural. It was found that the Republic of Korea government has made some effort to improve the global management strategy for foreigners in the local market; however, it seems that Korean businesses (companies) do not readily recognize existing problems (INSEAD, 2023). For example, the conceptual framework developed in the literature review provides the theoretical basis for the interpreting of strategic talent management theory, human capital theory, and the human-centric approach. These theoretical perspectives emphasize the importance of aligning talent strategies with evolving market needs, individual motivation, and inclusive practices. The empirical study identifies how global megatrends—technological, socio-economic, and cultural—reshape talent expectations, institutional responses and operationalizes these insights through a qualitative study focused on Republic of Korea, utilizing qualitative interviews and quantitative labor data to investigate both the motivational factors driving global talent integration and the systemic barriers that hinder retention. By mapping respondents’ experiences onto the identified megatrends and theoretical categories, the study demonstrates how theoretical constructs manifest in real-world settings. This alignment validates the relevance of human-centric GTM frameworks and highlights the dynamic interplay between external macro-level forces and internal organizational strategies (Patagonia, 2025). Consequently, the analysis not only confirms established theoretical postulates but also generates practice-oriented recommendations for policy and business stakeholders seeking to build sustainable, inclusive talent systems in a globalized economy Salesforce (2025).

The author used statistical and interview methods to collect primary and secondary data and successfully analyzed these results to address the research questions established for this study:

• What are the crucial factors of the Korean economy and society affecting the global talent management system of a business? (This question was addressed by collecting technological, socio-economic, and cultural megatrends and statistical data.)
• What are the motivations and expectations of global talent in Republic of Korea? (This question was addressed by analyzing interview results.)
• Which innovative solutions could be suggested for effective global talent motivation to engage in continuous development in Republic of Korea with a human-centric approach? (This question was addressed by proposing a human-centric approach (INSEAD, 2023).)

The primary limitations of this research stem from the legal and cultural constraints embedded within the structure of the Republic of Korea economy. In particular, the regulatory framework governing the employment and integration of foreign scholars—including those recognized as global talent—is shaped by longstanding legal procedures that have proven to be resistant to rapid reform. This inertia is largely attributed to deeply rooted cultural norms and institutional conservatism within Korean society, which tend to prioritize stability and continuity over swift adaptation. For instance, although Republic of Korea introduced the “Global Talent Special Naturalization” program to attract highly skilled professionals, the associated visa policies, work permit renewals, and eligibility criteria for public funding and academic promotions often remain bound by bureaucratic rigidity. Foreign professionals frequently report challenges such as non-tenured contracts, limited access to leadership roles, and difficulties in obtaining documentation or participating in Korean-language-dominant administrative processes—highlighting the persistent misalignment between the nation’s global talent aspirations and its domestic regulatory practices.

Secondary limitations could be suggested for this research: (a) the survey is based on the example of one country and would suggest limited assumptions regarding other global practices; (b) this research is based on both qualitative and quantitative methods, however, there are few statistics regarding trends in global talent management imperatives; (c) the survey sample is not fully representative of the diversity of global talent across all industries and the levels of experience; (d) the survey does not explore longitudinal trends, so changes over time in policies or experiences remain unaddressed.

Therefore, some other approaches to global talent management are becoming very popular in different countries; therefore, it is necessary to examine international cases as well (Caligiuri, 2000). For example, in global HR, the human-centric approach is defined as a process that centers on a person with their needs and values; human-centricity becomes a way to be effective when the factors influencing people’s behavior are put at the forefront (Shvetsova, 2022a). While the human-centric approach in global HR emphasizes personalization, employee well-being, and responsiveness to individual values, the Korean global talent management system remains predominantly institution-centered and rule-driven. This structural rigidity, coupled with hierarchical organizational cultures, limits the practical implementation of human-centric principles such as flexible career pathways, inclusive decision-making, and personalized support for foreign professionals.

In future research, western best practices of the human-centric approach could be used by Korean companies. For example, in 2023, Boston Consulting Group suggested that the human-centric approach to global talent management be defined as a philosophy that considers the needs and expectations of people and therefore should directly affect productivity and engagement. It follows eight principles:

✓

Creating a meaningful work environment;

✓

Caring for health and safety;

✓

Creating opportunities for growth and unlocking potential;

✓

Forming a comfortable and creative atmosphere;

✓

Prioritizing the happiness and well-being of employees;

✓

Creating values for society;

✓

Developing a friendly culture of communication;

✓

Creating a role model of a human-centric culture.

In 2024, BCG conducted the first large-scale study of the human-centricity index of companies. Two sub-indices were formed (BCG, 2024):

• “Employees”, internal corporate responsibility, which evaluates the practices of organizations in relation to their personnel;
• “Community”, external corporate responsibility, which evaluates the company’s social policy for society.

According to their research, the key factors of human-centricity include corporate culture, the HR management system, employee engagement, and job satisfaction.

Global corporations currently try to follow the main trends in the development of the human-centric approach, for example, by increasing attention to the well-being of employees and their families, developing a corporate culture, or introducing new technologies and tools to improve working conditions and increase work efficiency (Shvetsova, 2022b; Swailes & Lever, 2022). The study’s qualitative data point to deep-seated cultural norms—such as a social hierarchy, language-based gatekeeping, and rigid definitions of organizational membership—as major impediments to inclusive GTM. These cultural constraints align more closely with exclusive talent management models, which privilege elite, often domestically defined categories of talent and limit the extent to which foreign professionals can access long-term career development. Respondents frequently reported being viewed as perpetual outsiders, regardless of tenure or contributions, suggesting that Korea’s GTM architecture reinforces exclusivity rather than cultivating inclusive, system-wide talent development.

In contrast, inclusive GTM models, which aim to identify and nurture talent across a broad spectrum of employees and organizational roles, require cultural openness, transparent career pathways, and shared organizational values—features currently lacking in the Korean system. Thus, the persistence of cultural rigidity directly undermines efforts to implement more equitable and human-centric GTM approaches.

In addition, in future studies, it will be necessary to examine the role of technology development and its impact on global talent strategies. It is known that, in the global market, new technologies are making it possible to personalize products. At this stage, attention is turning to the well-being of employees. Future work will strengthen the integration of mixed methods with more robust statistical modeling and triangulation. It becomes obvious that people satisfied with their work will attract more customers and provide more effective solutions.

Republic of Korea’s current global talent strategy is largely institution-driven and follows a traditional top-down model. While initiatives like the Linko Center and Sejong Science Fellowship reflect strong policy support, gaps remain in work–life balance, flexibility, career development, and cultural inclusion. Foreign professionals often face challenges related to rigid intellectual property rules and limited involvement in decision-making. To match global best practices, more personalized, feedback-based, and culturally inclusive HR approaches are needed to boost foreign talent retention and Korea’s global competitiveness.

Building on the limitations of the current study, future research should explore longitudinal shifts in GTM policies, conduct comparative analyses across multiple East Asian economies, and examine the role of emerging technologies—such as AI and HR analytics—in creating personalized and scalable talent development ecosystems. Further investigation into how institutional culture mediates the effectiveness of human-centric models in different national contexts would also deepen theoretical understanding and inform policy design.