This paper aims to argue that traditional talent management practices cannot lead to organizational excellence.
On the basis of their extensive HR-experience, the authors analyze common talent management practices and demonstrate the need for a different approach.
Strategic talent management should align and mutually reinforce business development and personal development to enhance strategic success.
Increasing dynamics and agility in business require HR-professionals to really master strategic thinking and practices and develop themselves as true participants in strategy development.
Talent managers should start thinking in terms of strategic capabilities for the organization.
Strategic talent management starts with the where and what of the work that has to be done and only then looks at who.
The paper introduces the new concept of A-positions where top talents and strategic organizational capabilities can reinforce each other.
Schreuder, R. and Noorman, S. (2019), "Strategic talent management: creating strategic value by placing top talents in key positions", Development and Learning in Organizations, Vol. 33 No. 1, pp. 1-4. https://doi.org/10.1108/DLO-09-2018-0120Download as .RIS
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