Edited by Paul Sparrow and Cary L. Cooper
This chapter evaluates the literature on talent management and establishes key trends in the research. It differentiates research that treats talent as a subject (where every individual’s strengths should be harnessed for the organisation’s benefit, the motivational effects associated with being classified as talent, and the attention that must therefore be given to the role of objective, fair, and transparent processes of identification), and research that treats talent as an object (where attention is given to the ability, competence, performance, and behaviours of a subset of the workforce that makes them comparatively more important than everyone else in terms of the value they add to corporate performance). It argues that by looking at the interplay between critical roles and talent in isolation, we can avoid the limitations of early research that segmented employees. It identifies three trends that will drive the talent agenda: the interface of talent management and performance management; the importance of context in talent management research; and how to engage this talent and maximise their contribution and rewards for sustainable organisation performance.
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