Table 3 Some important definitions regarding to the “talent management” concept in the business management literature
Author | Definition |
|---|---|
TM defined as planning and preparing future projections about employment requirements, and focusing on high-performing, high-potential talent. | |
Talent management (TM) refers to the procedure of identifying and developing talented employees through phases of interviewing, hiring, orienting and completely integrating them into the organization’s culture. | |
Collings and Mellahi (2009: 304) | Talent management can be defined as processes and activities that significantly contribute the company’s sustainable competitive advantage, that involve identifying key positions, developing and maintaining a talent pool to fill these positions and generating a differentiated HR architecture to facilitate filling these. |
TM is the execution of collective strategies or systems developed to enhance firm productivity by developing superior processes for attracting, developing, utilizing and retaining employees with the necessary skills and aptitude to meet current and future business needs. | |
Iles et al. (2010: 181) | TM is the way of strategically managing the flow of talent along a company at aiming to match the right people with the right jobs at the right time based on strategic business objectives. |
Burbach and Royle (2010: 415) | Talent management is a type of personnel management. It focuses on the knowledge, skill and abilities (KSAs) of the employee and on his/her potential for advancement to senior management roles by contributing the business success. |
Talent management can be identified as the combined tasks of identifying, selecting, developing, appraising, motivating and retaining talent in order to enable and maintain the sustainable competitive advantage of the company. | |
Tarique and Schuler (2010: 124); Cerdin and Brewster (2014: 248) | Talent management is related to systematically operating HRM activities to attract, develop, and retain employees with high levels of human and social capital consistent with the strategic directions of the company in a dynamic, highly competitive environment. |
Bethke-Langenegger et al. (2011: 530) | Talent management is a process which can be utilized to lead employees’ behaviour in a way that fits business needs. |
Schuler et al. (2011: 507) | Talent management refers to the systematic utilization of significant policies and practices to handle the several talent challenges that a firm confronts. |
Raman et al. (2013: 336) | TM could be referred as the contemplated and organized actions by firms to ideally select, develop, deploy and retain competent and committed talented employees for key positions which bear significant influences on the overall performance and competitive advantage of the organization. |
Gelens et al. (2013: 342) | TM is the differential management of employees according to their relative potential to contribute to an organization’s competitive advantage. |
Cappelli and Keller (2014: 307) | Talent management is the process which companies anticipate and encounter their demand for talent in strategic positions. |
Cascio and Boudreau (2016: 111) | Talent management could be identified as the management and development of high-performing and high-potential employees in critical and important organizational roles. |
Festing and Schäfer (2014: 263) | TM can be identified as a collection of all policies, practices, and systems that effect, bearing, and performance of talents, aiming at attraction and retention of talented employees. |
TM can be defined as a bunch of HR practices proposed to support the developing of a company’s talent pipeline for key and strategic positions. | |
Crowley-Henry and Al Ariss (2018: 2059) | TM can be defined as a way of identifying, selecting, recruiting, developing, and retaining talents to meet strategic goals of companies. |