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Despite many neurodiverse individuals possessing skills that are desperately needed, few organizations have redesigned their attraction, development and retention practices to capture them. In this chapter, we alert organizations that embracing neurodiversity bodes well for expanding the diversity of the talent pool, thereby mitigating talent risks. We proceed to analyse and explain how neurodiversity can be positioned within the talent management literature and identify opportunities for integrating neurodiversity and talent management research. We begin by exploring the concept of neurodiversity and in particular neurodiversity in the workplace. We then use this foundation to establish how neurodiversity can be engaged within the talent management literature. Finally, we outline a plethora of future research questions and avenues to further explore neurodiversity in the context of talent management.

A core assumption of exclusive talent management is that some employees have more talent than others. Performance data and talent reviews provide some support for this assumption yet there are grounds thinking that a proportion of talent identification is false; average people can be included, talented people can excluded. In an exploration of how talent recognition is exposed to risk, this chapter considers two approaches to talent that are seldom treated together. First, the social construction of talent is developed in ways that highlight the dangers that inevitably arise in talent recognition processes. A social constructionist treatment raises the prospect of ‘empty’ talent pools and the chapter explores the ethical and moral issues arising and questions whether it matters that talent pools might be empty. Second, talent is considered as an innate characteristic of people highlighting that talents are not static and continue evolving up to a point. As such, and if so, it is right that organizations should look periodically for talent across their employee base. The chapter highlights areas for further research into the existence of ‘the talented’ in business contexts and in particular the question of how much talent pools actually contain people with above average talent. The practical implications of appreciating both social and natural bases of talent are considered.

This chapter address how critical feminist organization studies can shed light on the dominance of masculinist logics in TM theorizing in both theory and practice and open up opportunities to review TM systems that stress inclusion and equity. The exclusive approach is most worrisome given that contemporary events such as the prosecution of Harvey Weinstein the global ‘#metoo campaigns and the Sustainable Development Goals have highlighted the importance of equality agendas. We draw on transnationalism, intersectionality and postcolonialism approaches to illustrate how TM reinforces inequalities. Our contribution questions the elite logics, and the white Global North males that dominate both TM theorizing, and TM practitioners and denies many stakeholders voices and contributions to organization life. We also question the longevity of the elite mantra of MNCs’ HRM policy given that the Sustainable Development Goals are increasingly being advocated by the business community, and contradict entirely an organizational ethic premised on valuing the elite.

Due to the global labor market challenges, international companies react and adjust fast to these circumstances by implementing digital solutions into all business processes. Organizational ambidexterity is seen as the response of digital transformation and it can be divided into structural, contextual, and sequential dimensions. In this context, organizations representing the smart industry will need employees with specific competencies which let them meet technological challenges.

This chapter aims to clarify the state of opinion on expectations towards, and preparedness for, the impact of Industry 4.0 on human resources management and the implementation of various types of ambidexterity in these companies. We have conducted interviews with key HR informants from manufacturing companies operating in Germany and Poland. We have found that Industry 4.0 has a significant impact on HR practices. In both international companies, various digital solutions in employee recruitment, development, and performance, have been implemented. There have also been mature examples in both companies of structural, contextual, and sequential ambidexterity.

In October 2018, the Canadian federal government legalized the use of recreational cannabis with a goal to drastically diminish the black-market and the use of cannabis by minors. The attraction of talent to the new industry has been recognized as important to long-term industry success, but there exists a paradox in talent attraction. Key talent must first be screened by the Royal Canadian Mounted Police. Anyone with serious criminal charges in the past may not be cleared to work in the industry, blocking out experienced cannabis talent. Additionally, some potential talent may not be interested in working the legitimized industry although others may welcome the opportunity to work in it. HR managers have a rare opportunity to be trailblazers by establishing the norms for the industry. Their role should be established in the boardroom, but they will have to demonstrate their value through their ability to build talent in an industry made up largely of SMEs. We use a nested model of macro and micro TM perspectives to analyze the context of this industry. At the macro level we investigate how legalization, government regulation, legitimacy, and reputation affect TM within the micro level context. We suggest how HRM strategies related to attraction, development and retention can impact TM. The integration of the macro and micro level context of TM is paramount to the survival of the new legalized cannabis industry.