2010
DOI: 10.1080/13678861003703666
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Talent management as a management fashion in HRD: towards a research agenda

Abstract: International, 2010, Vol. 13, No. 2, pp.125-145. ABSTRACTHRD practitioners have long shown concerns about the status and legitimacy of the occupation, and, arguably, this has not been unconnected to the range of titles HRD has been given over the years. Has there been an element of "management fashion" about this, or have they reflected some real change at the level of practice? The paper considers whether "Talent Management" (TM), as a recently-emerged area of interest for HRD, can be argued to display featu… Show more

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Cited by 175 publications
(167 citation statements)
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“…The other four tensions are firstly the subjective-objective view of talent. The subjective view focuses on identifying and developing 'talented' people, while the objective focus concentrates on the characteristics of talent, which are reified in high-performance and high-potential employees (Iles et al 2010). This perspective focuses on high-performing or high-potential employees, with the selection and identification of these exclusive employees raising ethical questions concerning hidden biases and workforce homogeneity.…”
Section: Talent Managementmentioning
confidence: 99%
“…The other four tensions are firstly the subjective-objective view of talent. The subjective view focuses on identifying and developing 'talented' people, while the objective focus concentrates on the characteristics of talent, which are reified in high-performance and high-potential employees (Iles et al 2010). This perspective focuses on high-performing or high-potential employees, with the selection and identification of these exclusive employees raising ethical questions concerning hidden biases and workforce homogeneity.…”
Section: Talent Managementmentioning
confidence: 99%
“…Also talent management provides a relationship between important operational needs with HR management [19]. Also, assessment methods give chance to correction the evaluation of their strong points in defining and maintain internal talent.…”
Section: (Iv)career Managementmentioning
confidence: 99%
“…Talent management is commonly defined as the accelerated development of a deliberately select proportion of employees, distinguished by their above average performance and promotability and who have the potential to make substantial further contributions to the business and the alignment of these employees with key (strategically important) roles (Collings and Mellahi 2009;Iles et al 2010). Strategies of this kind imply practices that deliberately exclude; that separate people into in and out groups, and into categories of high and low value.…”
Section: Defining Key Termsmentioning
confidence: 99%