The field of personnel selection is subject to major changes. In the pre financial crisis era until approximately the year 2008, it was commonplace to hire future employees for a specific job description. The main focus those days was to match the candidate with the tasks to be done and the corresponding responsibilities to be taken. However, since the economic recovery that started around the year 2012, many companies have rigorously organised themselves differently. Ever since, issues like adaptability and technological developments have been emerging. This resulted in a renewed approach on recruiting and hiring, in which both the initial fit between the job profile and the candidate as well as his future development opportunities or potential are assessed. Christensen and Schneider (2010), McDowell (2013) and Dos Santos and Russi De Domenico (2015) showed that today's constantly changing workplace requires from the employee the condition to be an authentic talent that is able to collaborate with other talents through shared values, seen as the stable factor within a less secure working environment. With this in mind, many companies try these days to select those types of employees who are able to disseminate the organisation's values beyond matching with a specific job profile.

2.4. An example of the Open Dutch WordNet ………………………………. A lexical-semantic analysis of the relationship between organisational climate and work values3.1. The content side of organisational climate …………………………… 3.2. The contribution side of organisational climate ……………………… 3.3. The content-contribution approach of organisational climate ………….. (Schwartz, 1992) ………………………….. The universal values model 3.5. An example of the Open Dutch Wordnet ………………………………. A Team roles as the junction in the relationship between business strategyand key competences 5.1. The process-oriented approach of business strategy …………………… 5.2. The human-contribution approach of business strategy ……………… 5.3. The joint process-oriented and human-contribution approach of business strategy ………………………………………………………………… 5.4. The operationalisation of the concept of competences …………………. 5.5. The business strategy approach of competences ……………………….. Geen plaatjes7. The design of the renewed evidence-based systems-oriented talent management model 7.1. The management building blocks framework, or MBBF (Nieuwenhuis, 2006) …………………………………………………………………… 7.2. The relationships between the STM elements and the five building blocks of the MBBF ……………………………………………………. 7.3. Renewed STM diagram 1: the alignment of organisational structure and human talent, elaborated in the relationship between organisational effectiveness and personality facets ……………………………………. 7.4. Renewed STM diagram 2: the alignment of organisational culture and human talent, elaborated in the relationship between organisational climate and work values ………………………………………………... 7.5. Renewed STM diagram 3: the alignment of business strategy and human talent, elaborated in team roles as the junction in the relationship between business strategy and competences ……………………………………..executed in continuously changing processes and procedures, represents the common thread of its mission in the long term. Therefore, within the STM model, building a sustainable match between an organisation and its employees, is about aligning on the level of business purpose and human talent instead of on the level of the present way of working and behaving. conscientiousness, neuroticism and openness to experience. Secondly, personal motives are measured using the universal values model, or UVM (Schwartz, 1992). This model presents four dimensions that together comprise ten values. Each value describes a human motive. Over the course of time, the model has been tested in more than 20 countries. This has demonstrated that UVM is acknowledged and recognised around the world, regardless of sociological and cultural differences.

Within the field of talent management, it is common to make use of assessments in order to select and appoint the best fitting human talent at the right moment and for the right time. Characteristic for current assessment instruments is that they primarily focus on measuring the talents and motives of (potential) employees. There is no known psychometric test instrument available that links these human characteristics to the strategy and purpose of an organisation. In order to bridge this gap, this chapter introduces the systems-oriented talent management (STM) model. The STM model is elaborated into three STM diagrams in which business purpose and human talent are aligned from both a managerial and a psychological perspective. The management building blocks framework and the systems theory, applied to the field of organisation, are used to describe the interrelations between the components of the STM model. Lexical-semantic analyses are conducted to link human talent to the core elements of an organisation's purpose. This study contributes to achieving a sustainable match between organisations and their employees that, in our rapidly changing world, is able to move along with continuous adaptations in business strategy and the associated adjustments in team compositions and tasks. However, not only the workplace is subject to change. The field of education is affected as well, and the pupils and students of today are the employees of tomorrow. Therefore, this chapter also explores the possible application of the STM in the educational world.