Alternatives to the archetypal model of full-time regular employment are now both prevalent and wide-ranging. Over a fifth of U.S. workers, and even more globally, now perform economic work under arrangements that differ from full-time regular employment. Yet most of our management and social science notions about economic work are based on the full-time employment model. We know relatively little about the operation and consequences of alternative arrangements in part because while these arrangements vary considerably, they are commonly grouped together for research purposes using existing classification systems. We outline an inclusive classification system that distinguishes clearly between employment and its alternatives. It also distinguishes among the alternatives themselves by grouping work arrangements into categories that share common properties and that are distinct from each other in ways that matter for practice and for research. The classification system is based on distinctions about the sources and extent of control over the work process, the contractual nature of the work relationship, and the parties involved in the work relationship. Our classification system is both informed by and reflects the legal distinctions among these categories. We explore implications of our system for research and theory development.

The challenges associated with managing talent in modern labor markets are a constant source of discussion among academics and practitioners, but the literature on the subject is sparse and has grown somewhat haphazardly. We provide an overview of the literature on talent management—a body of work that spans multiple disciplines—as well as a clear statement as to what defines talent management. The new themes in contemporary talent management focus on (a) the challenge of open labor markets, including issues of retention as well as the general challenge of managing uncertainty, (b) new models for moving employees across jobs within the same organization, and (c) strategic jobs for which investments in talent likely show the greatest return. We review the conceptual and practical literature on these topics, outline the evolution of talent management over time, and present new topics for future research.

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Recent research highlights the benefits of internal hiring-filling a job by hiring a worker currently employed by the organization-and more than half of jobs are filled that way. Yet we know surprisingly little about the processes that facilitate the movement of workers across jobs within firms. I address this gap by first detailing the portfolio of internal hiring processes employed by large organizations, focusing on posting and slotting. Posting is a predominantly market-based process in which a manager posts an open job and invites interested candidates to apply, whereas slotting is a predominantly relational process in which a manager personally identifies a preferred candidate and ''slots'' him or her into an open job. I then examine how key differences between posting and slotting shape two outcomes of importance to firms and workers: quality of hire and compensation. My analysis of 8,107 internal hires at a large U.S. health-services firm reveals that outcomes for internal candidates depend, in part, on the nature of the process used to facilitate the movement from one job to the next; compared with slotted employees, workers who enter a job through posting have higher performance ratings, earn higher salaries, and are less likely to exit the firm. My findings suggest that the posting process improves the quality of hires by expanding the pool of potential candidates at the recruiting stage and by disciplining the information managers use to evaluate candidates at the selection stage. As well, internal candidates hired through posting are more likely to initiate salary negotiations and negotiate more competitively, resulting in higher initial salaries.

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The notion of regular, full-time employment as one of the defining features of the U.S. economy has been called into question in recent years by the apparent growth of alternative or "nonstandard" work arrangements-part-time hours, temporary help, independent contracting, and other configurations. Identifying the extent of these arrangements, whether they are increasing and where they occur, is the first step to understanding their implications for the economy and the society. But such steps have been difficult to take because of the lack of appropriate data. Based on a national probability sample of U.S. establishments, the authors present estimates of the extent of these practices, evidence on changes in their use over time, and analyses that contribute to understanding why alternatives have come into play. DisciplinesBusiness Administration, Management, and Operations | Economics ABSTRACTThe notion of regular, full-time employment as one of the defining features of the U.S. economy has been called into question in recent years by the apparent growth of alternative or "nonstandard" arrangements -part-time work, temporary help, independent contracting, and other arrangements. Identifying the extent of these arrangements, whether they are increasing, and where they occur is the first step for understanding their implications for the economy and the society. But this has been difficult to do because of the lack of appropriate data. We present estimates of the extent of these practices based on a national probability sample of U.S. establishments, evidence on changes in their use over time, and analyses that help us begin to understand why they are used.

In this chapter, we review the historical context of talent management, and identify the key issues and debates likely to shape the field going forward. We begin by offering a definition of talent management that reflects how both academics and practitioners have come to view the field. We then provide an overview of the conceptual history of talent management and a historical tour of its practice, focusing primarily on developments in United States, where much more has been written on the subject, from the early days of industrial production to today. We conclude by offering our thoughts on the areas of inquiry we believe hold the most promise for those interested in advancing the science and practice of talent management.