Talent — Innate or acquired? Theoretical considerations and their implications for talent management

Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature

“…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. Second, the innate versus acquired perspective centers on the extent to which talent can be taught or learned (Dries 2013;Meyers et al 2013). The innate perspective concentrates on the identification and selection of 'talented' employees, an exclusive perspective that resonates with our focus on exclusive TM, and with hidden bias in terms of talent recognition in organizations.…”

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

“…Instead, TM should create a clear employee value proposition that is consistent with an explicit brand identity and focused on the long-term career development opportunities of their talent (Stahl et al, 2012). Diverse bundles of TM practices within an MNE context serve as 'acclimatization tools' and include career portfolio building, mechanisms that facilitate job rotation, as well as internal and external secondments, coaching, mentoring and leadership development programs (Meyers et al, 2013). In China, TM tends to be HRM-led, and MNEs utilise standardized templates for performance appraisal alongside training and international job rotation and localized inducements including the provision of housing, career development, educational benefits and greater work autonomy (Guthridge et al, 2008, Hartmann et al, 2010.…”

The Effect of Recruitment, Selection and Development on Talent Management in IKCO Company in Iran

“…Talent management developed three main areas considered to be talent management. First is the talent management mix of roles, actions, such as: hiring, selection and developing the employees substitution planning and managing [6].…”