This research aimed to examine the status quo of talent management (TM) in Hungary through an online questionnaire. According to responding companies (n=75), talented employees are interpreted fully/partially by some competencies. The need for talent segmentation seemed to be significant – mainly concentrating on employees with critical skills, graduate/ Gen Z talents, high potentials, managerial talents, and trainee talents. Related to the TM, the respondents’ approaches varied, but four processes typically appeared as components of TM practices – attraction, selection, development, and retention. All of them turned out to be very important, but the respondents experienced difficulties related to each process. Based on the findings, the implementation of a process-based TM model has been proposed. The model suggests interpreting so-called talent potentials, who participate in the entire TM process, along with Spencer and Spencer’s (1993) competency clusters, through which they become the members of particular talent segments.

Talent management (TM) has become a key area in HRM in the recent years. In the center of any TM program, there are talented employees themselves, even though currently there are significant differences in approaches to talents within TM. Socalled talent tensions exist, for example, the object-subject, the exclusive-inclusive, the high potential-high performer, to name a few. In this work, the focus on the last tension with the following question to be answered: How often and in what way(s) are high potentials and high performers defined in the peer-reviewed TM literature. Therefore, as part of this systematic literature review, we examined 507 English-only articles and reviews published before December 31, 2018 in the Web of Science database containing the phrase 'talent management' in the topic field (Title, Abstract, Author Keywords, Keywords Plus®) to identify and analyze the conceptualizations of high potentials and high performers. The results show that a remarkable portion of TM articles are concentrating on high potentials and/or high performers, however, regarding the conceptualization, some differences are noticeable, which have significant effects on the operationalization and success of TM programs.

Talent management (TM) has become a key business issue recently, while finding and keeping talents are also crucial in higher education (HE). However, no study summarizes the knowledge on TM of academics. Hence, we conducted a comprehensive systematic literature review searching for existing knowledge about and common processes of TM in HE, and the specialties of TM of academics. We searched for all publications on TM related to academia in Web of Science and Scopus. Non-English and non-article items were excluded resulting in 68 and 108 items, respectively. Eventually, 26 articles were found relevant for a deeper analysis. Besides descriptive statistical analyses, we reviewed the articles in light of our suggested new process-based TM model, which is based on Gagné's work. Findings advance the field by enhancing its theoretical bases, summarizing current knowledge, and posing important questions for future research, while also offering a model as an underlying structure.

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