This study examines the impact of globalization on human resource management (HRM) practices in emerging economies, with a focus on talent management, workforce diversity, and technology-driven innovations, and explores the implications for organizational competitiveness and sustainable development. The study reveals that globalization has significantly influenced HRM practices in emerging economies, leading to increased adoption of global best practices, talent shortages and skill gaps, cultural and linguistic barriers, and difficulties in implementing technology-driven innovations, highlighting the need for adaptive and contextualized HRM strategies. The study concludes that globalization presents both opportunities and challenges for HRM practices in emerging economies, and that organizations must balance global forces with local needs and culture to achieve organizational competitiveness and sustainable development. The study recommends that HRM practitioners, policymakers, and organizations adopt adaptive and contextualized HRM strategies, invest in talent management and development programs, foster inclusive and diverse workplaces, and leverage technology-driven innovations to enhance HRM practices and organizational performance, and that policymakers develop supportive policies and regulations to facilitate the development of HRM practices in emerging economies.

Keywords: lobalization, human resource management, talent management, workforce diversity, emerging economies.