Global Human Resource Planning (GHRP) is a strategic approach to forecasting, structuring, and managing workforce needs in a complex multinational environment (Berndt et al., 2023). In multinational enterprises (MNEs), HR planning must be tailored to divergent legal, cultural, and demographic realities, which create complex decision-making scenarios for global HR leaders (Farndale & Paauwe, 2005). It requires organizations to not only forecast headcount but also align workforce capabilities with long-term business strategies and global expansion objectives (Schuler, Jackson, & Tarique, 2011). Moreover, GHRP increasingly incorporates scenario planning and workforce analytics to respond to talent scarcity, geopolitical instability, and digital transformation (Stahl et al., 2012; Sparrow, Brewster, & Chung, 2016).

The dynamic nature of international labor markets, compounded by evolving technological demands and fluctuating immigration policies, calls for a more flexible, data-driven HR planning model (Vaiman, Collings, & Scullion, 2017). Effective GHRP also involves managing global mobility, talent pipelines, and succession planning in alignment with both headquarters and local subsidiary needs (Collings, Mellahi, & Cascio, 2017).

Competence refers to an integrated set of knowledge, skills, attitudes, and behaviors that enable superior performance (Boyatzis, 2008). Competence is a set of knowledge, skills, and behaviors required to perform tasks effectively. In a global context, competence must be linked to cultural adaptability, cross- functional capabilities, and mastery of digital technology (Ulrich et al., 2012). The emergence of Industry 4.0 and digital globalization has also necessitated digital fluency and data literacy as core global competencies (Tarique & Schuler, 2018). Samunderu’s (2021) findings reinforced the criticality of cross-cultural competence and regulatory awareness in aligning employee capabilities with diverse institutional environments. Furthermore, De Vos et al. (2021) emphasize that competencies must be continuously updated through structured global learning and development programs to remain relevant and competitive. In the global arena, employees are not only expected to perform their functional tasks but also to collaborate across cultures, navigate ambiguity, and adapt to rapidly changing work environments (Reiche, Lee, & Quintanilla, 2022).

Despite the increasing interdependence between HR planning and competence development, existing literature often treats them in isolation. For instance, while Cooke et al. (2019) focus on expatriate management and localization strategies, they do not explicitly connect these approaches to global competence frameworks. Likewise, Farndale et al. (2020) offer a comprehensive overview of global HR strategy but omit detailed analysis of competency development as a strategic lever.

Yet, the integration of GHRP and competency planning is crucial for building agile, future-ready workforces. Tarique and Schuler (2010) proposed a Global Talent Management framework that aligns talent forecasting, acquisition, and development with global business strategies. More recently, Collings et al. (2021) argued that the synergy between workforce planning and competence frameworks enhances organizational resilience and responsiveness to disruptions such as COVID-19 and digital transformation.

To address the competency gaps in global HR strategies, organizations must adopt a systemic approach that aligns HR planning with competency mapping, succession management, and cross-cultural training (Scullion, Collings, & Caligiuri, 2016). This alignment ensures that global talent pools are not only adequately staffed but also sufficiently skilled and adaptable to meet future organizational demands.

Literature was collected from 5 databases: Scopus, Web of Science, ScienceDirect, Emerald Insight, and Google Scholar. Keywords used include: “Global HR Planning”, “Competency Development”, “Strategic International HRM”, “Talent Management”, and “Multinational Corporation”.

The 1,305 articles identified, 1,180 articles were screened after duplications were removed. Furthermore, 175 articles were reviewed in full, and 32 studies met all inclusion criteria for further analysis.

Figure 1. PRISMA Flowchart

Most of the article use framework competence based on competency modeling (Ulrich et al., 2012; Patrick et al., 2022). However, only 12 of the 32 articles integrated competence with a global HR strategy explicit. This shows gap in application practical integrative.

Three challenges main in integration global human resource planning and competencies:

Challenge implementation shows pattern clear hierarchy:

Integrating global human resource (HRM) planning and competency development in multinational enterprises (MNCs) is a complex challenge that requires a strategic and adaptive approach. Although many MNCs recognize the importance of synergies between these two aspects, their implementation is often hampered by differences in culture, regulations, and organizational structures in the countries where they operate.

One of the main challenges is the institutional and cultural differences between the home and host countries. A study by Waxin et al. (2007) emphasized that differences in cultural values and work practices can affect the effectiveness of HR practices in a global context. This requires MNCs to adapt their HRM strategies to local conditions without sacrificing global consistency.

In addition, the role of human resource development (HRD) professionals in MNCs is increasingly complex. They are expected to be strategic partners who are able to integrate business unit needs with global HRD strategies. However, the reality on the ground shows that this role often faces challenges in terms of coordination and communication between the center and local business units (Tarique & Schuler, 2010).

Differences in employment law systems, cultural norms, and employee expectations also influence HRM practices across countries. This requires MNCs to develop adaptive and flexible HRM strategies that can accommodate these differences without compromising the company's strategic objectives (Ariss & Sidani, 2016).

In the context of competency development, a competency-based approach has been adopted by many organizations to align business needs with individual development. However, the implementation of this approach requires a deep understanding of the organizational, individual, and HRM policy factors that influence its effectiveness (Caligiuri, 2006). Overall, the integration of global HR planning and competency development requires a holistic and contextual approach, which takes into account the various internal and external factors that influence HRM practices in MNCs.