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The purpose of this article is to clarify what is meant by talent management and why it is important (particularly with respect to its affect on employee recruitment, retention and engagement), as well as to identify factors that are critical to its effective implementation.

This article is based on a review of the academic and popular talent management literatures.

Talent management is an espoused and enacted commitment to implementing an integrated, strategic and technology enabled approach to human resource management (HRM). This commitment stems in part from the widely shared belief that human resources are the organization's primary source of competitive advantage; an essential asset that is becoming in increasingly short supply. The benefits of an effectively implemented talent management strategy include improved employee recruitment and retention rates, and enhanced employee engagement. These outcomes in turn have been associated with improved operational and financial performance. The external and internal drivers and restraints for talent management are many. Of particular importance is senior management understanding and commitment.

Hospitality organizations interested in implementing a talent management strategy would be well advised to: define what is meant by talent management; ensure CEO commitment; align talent management with the strategic goals of the organization; establish talent assessment, data management and analysis systems; ensure clear line management accountability; and conduct an audit of all HRM practices in relation to evidence‐based best practices.

This article will be of value to anyone seeking to better understand talent management or to improve employee recruitment, retention and engagement.

The International Journal of Contemporary Hospitality Management is a leading international journal in the field of hospitality and tourism management. It was started in 1989, and it turns 30 years old this year. To celebrate this anniversary, this paper presents a bibliometric overview of the publication and citation structure of the journal over the past 30 years. The purpose of this paper is to identify the relevant issues in terms of keywords and topics and who is achieving better results in terms of authors, universities and countries.

The Scopus database is used to collect the bibliographical material. A graphical mapping of the bibliographic data is developed by using VOSviewer software. It produces graphical maps with several bibliometric techniques, including co-citation, bibliographic coupling and co-occurrence of keywords.

The results indicate that English-speaking countries are producing the highest number of articles in the journal, followed by Asian institutions, with the Hong Kong Polytechnic University as the most productive institution.

To the best of the authors’ knowledge, there are no papers that present a general overview of the publication and citation structure of this journal. Its 30th anniversary is a good moment to develop this study.

This study aims to investigate the relationship between talent management, organizational commitment and turnover intention. The moderating role of gender and experience in relationships was explored.

A conceptual model was developed, and relationships were studied by collecting data from 392 faculty members working in higher educational institutions (HEIs) in southern India. After checking the instrument’s psychometric properties using the LISREL package of structural equation modeling, data were analyzed using Hayes’s PROCESS macros.

The results revealed that talent recruitment strategies positively predict organizational commitment and negatively predict turnover intention; organizational commitment mediates the relationship between talent management and turnover intention. Further, the results documented that experience (first moderator) and gender of faculty members (second moderator) influenced the relationship between talent management and organizational commitment and organizational commitment and turnover intention.

The outcomes of this research are helpful for the administrators of HEIs to strategize to attract and retain talented faculty to maintain sustained competitive advantage. This research also helps to understand gender differences that exist in talent management and retention and organizational commitment in HEIs.

The three-way interactions between talent management, gender and experience in influencing organizational commitment and turnover intentions is a novel idea that contributes to the talent management literature – the relationship between talent recruitment strategies and talent engagement. The implications for talent management theory and practice are discussed.