3.6. Summary

Maybe one day we’ll be operated (solely) by robots. Who knows? This is the topic whenever we are in so-called career discussions or development discussions. We always ask the people that question, “Why you? Why do we need you? What exactly are you offering?” And I think this is a topic that actually everybody, every employee should ask themselves. What exactly is the value you’re bringing? If you have this value, which is very easy to be replaced, so be it. You either try to invent yourself to have another set of values which is not so easy to be replaced, or then unfortunately this is the path, whether you like it or not. (HR Manager, Banking & Finance, Singapore)

3.6. Summary In summary, the dominant talent management model of TNCs in our dataset is ‘War for Talent’. In this model, jobs roles are clearly differentiated as either conception or execution, and workers are separated into two groups – a small group of high potential talent and the rest of the workforce. This model creates its own scarcity, but more importantly is not sustainable, as it demands a high level of stability not possible in the context of digital disruption.

The model also does not enable self-actualisation, even among the privileged group and more so for the rest of the workforce that is not labelled as talent. While there is evidence of a high level of discomfort with the current performance management system and some efforts to modify the system, the fundamental assumptions of the disproportionate reward of a narrow pool of elite remain. In the next chapter, a comparative examination of talent management practices across Singapore, China and India shed light on the purported Singaporean talent deficit.