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The purpose of this paper is to examine the potential implications of selecting and developing discrete pools of talent within organizations and to answer the question “If talent is singled out as a separate group of high‐potential individuals in organizations, what measures could be put in place to help ensure their effectiveness?”

The paper reviews the literature on talent pools and examines existing case study research, drawing on an analysis of over 50 companies. This analysis was used to draw out aspects which impact the effectiveness of talent pools at particular points in time; from the initial establishment of pool members through to the ongoing maintenance of an established talent pool.

Findings indicate that during the establishment phase, ensuring appropriate segmentation of the pool and limiting bias in the nomination process were particularly significant. The ongoing maintenance of a successful talent pool was also found to be a challenge from both an organizational and an individual perspective. Specific factors that were identified were dealing with changing business needs; changing individual circumstances; providing development opportunities; maintaining senior commitment; and defining success measures.

The research identifies a number of critical factors that practitioners may need to address in the process of establishing and maintaining talent pools, such as pool segmentation, work‐life balance and the impact on the psychological contract.

The ongoing maintenance of talent pools is rarely discussed in the literature and the recommendations for practice will be relevant for all human resource and organizational development practitioners.

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.

This study aims to examine the relationship between self-perceived talent status (SPTS) and positive employee outcomes (work engagement and organisational commitment), mediated by organisational justice (distributive and procedural justice). The authors define SPTS as employees’ self-conceptualisation of talent, formed by inferring the organisation’s initiatives regarding training and development opportunities and through informal recognition by others.

The authors measured SPTS using eight items on a five-point scale. Through an internet survey company, the authors initially surveyed 1,207 full-time employees from 300 Japanese companies with ≥ 300 employees. In the second round of the survey, conducted after approximately two weeks, 876 (82.9%) responses were collected from the initial 1,207 respondents, which were used for the final analysis.

SPTS was directly and positively related to work engagement, organisational commitment, distributive justice and procedural justice. In learning organisations, SPTS was positively but indirectly related to work engagement and organisational commitment, mediated by distributive justice. In non-learning organisations, SPTS was positively but indirectly related to work engagement and organisational commitment, mediated by procedural justice.

Given SPTS’s positive impact on employee outcomes, to eliminate the information asymmetry between organisations and talent due to strategic ambiguity, organisations should increase SPTS by helping talents perceive the plethora of development opportunities in the talent pool.

The results demonstrate the utility of SPTS for improving employee outcomes based on strategic talent management (TM) mechanisms including talent rewards, talent development opportunities and promotions. Furthermore, the results demonstrate that distributive justice plays an important role in the build-based TM context of learning organisations.

Despite the proliferation of studies on talent management (TM), few studies focus on the perspectives of human resource management (HRM) representatives. Furthermore, there is a dearth of studies that explore talent philosophies and TM in practice in private organizations in emerging economies, such as those of the Arab Middle East (AME) region. Consequently, the purpose of this study is to explore talent philosophies and TM in practice in the country-specific context of Lebanon.

This study was exploratory in nature and followed a qualitative interpretive methodology. It capitalized on in-depth, semi-structured interviews with HRM representatives.

The findings of this study indicated relative consensus in talent philosophies across organizations in four industries; talent was largely perceived as exclusive, despite disagreements on whether it was stable or developable. Differences were identified in terms of how TM was understood in organizations and also how it was executed in practice in terms of talent identification and recruitment, training and development, performance assessment and talent retention.

This study is the first to empirically explore talent philosophies and TM in practice in the context of Lebanon. It is also among the few studies to extend the use of institutional theory (IT) to talent philosophies and TM practices. The originality of this study is also derived from its focus on the practices of HRM departments through using feedback from HRM representatives.

The international mentoring literature predominantly features traditional company-assigned expatriates as protégés overlooking other types of global talent, such as immigrants, refugees, and international graduates, who may help organizations gain long-term IHRM competitive advantages. We integrate multidisciplinary research to better understand the role of mentoring as a global talent management tool, identify research gaps, and propose future research directions.

We draw on an integrative review of 71 academic journal articles published between 1999 and 2024 to explore the role of mentoring in managing global talent (i.e. expatriates, immigrants, refugees, and international students and graduates).

We found that research has identified and examined relationships between various antecedents and outcomes of mentoring but mainly treating mentoring as a talent development tool. Less is known about the role of mentoring as a recruitment and selection tool in the pre-employment context. Mentoring is an important HRM tool that contributes to managing a global talent pool and developing existing employees.

The review contributes to a better understanding of the characteristics and processes involved in mentoring in a global context by proposing a framework that incorporates antecedents of mentoring, characteristics of the mentoring process, and mentoring outcomes. It highlights the value of mentoring as a recruitment and selection tool supporting global talent management and identifies avenues for future research.

The purpose of this paper is to explore the influence of organizational culture (OC) on talent management (TM) by a case study of a real estate company.

The method of case study is adopted in the present study.

The authors present four propositions. The first is OC has an effect on TM. The second is a new conceptual model of TM. The third is a 4-P pattern to identify and develop the talent. The fourth is to adopt both the spiritual and material satisfactions that retain the talent.

The primary limitation of this study is embedded in the case study method, which is not sufficient to represent the totality. The other limitation is that the issue of cohesion and team efficacy of talents is not considered. This study argues the relationship between OC and TM and expands the existing TM and OC theory. The effect of professional idealism is emphasized on in the process of TM. Talent can be retained firmly within the organization through the methods of rebuilding and strengthening OC.

A conceptual model of TM, 4-P pattern of evaluation and the operational mean to retain the talent is introduced.

The highly unpredictable, complex, and dynamic business environment forces companies to innovate constantly. One organizational response to coping with environmental pressures is organizational ambidexterity, that is, the ability to pursue simultaneously the exploitation of existing capabilities and the exploration of new opportunities. It has an impact on the way of working, and consequently, organizations need to reevaluate their talent strategies. With this conceptual contribution, we first provide a fresh view on talent and talent management (TM) by suggesting an ambidextrous TM approach, including novel TM practices that have been rather neglected in the so far dominant traditional TM approach. It centers on the system-controlling element of an ambidextrous mindset. Second, in a theory-based framework, we explain how dynamic TM capabilities (hybrid, dual, and ambidextrous TM), which represent processes for deploying, developing, and shaping talent, can contribute to gaining competitive advantages in various ambidextrous structures reflecting the complexity and dynamism of and within human resource (HR) ecosystems. The authors advance the under-researched process perspective on TM by using the lenses of the HR ecosystems discussion, insights from a dynamic view on the person–environment fit, and dynamic capabilities. The authors conclude with a broad agenda for future research in TM in dynamic environments.

The purpose of this paper is to argue the importance of succession planning within academic libraries backed up by original research documenting current succession planning practices.

A survey was completed by 34 ARL institutions, which included 25 questions regarding the ages of library leaders, hiring practices, and opinions about the importance and practice of specific succession planning principles. These results are compared with an extensive literature review.

The survey results show that there is a gap between the perceived importance of various principles of succession planning and how well the principles are practiced. In addition, the age demographics of library leaders clearly show a need to prepare future leaders.

From this research it was found that many libraries are not prepared to fill the vacancies of library leadership positions.

This original research provides data that may be lacking within the field in regards to the need for succession planning.

This paper aims to propose practical recommendations in accordance with the strategic roles played by research and development (R&D) in multinational companies (MNCs).

This study applies a qualitative method to investigate the talent management (TM) practices implemented in MNCs’ R&D units.

The findings identify four R&D strategies and four sectors of TM practices. Furthermore, there exists an alignment between R&D strategies and TM practices.

This paper has several limitations. This qualitative research is exploratory, and larger samples or quantitative methods are needed to ensure the wider applicability of the findings. When possible, longitudinal studies yield superior results in revealing the evolving strategic roles of R&D subsidiaries and their TM practices. The authors used China as the research context, and similar studies in other emerging countries with active R&D activities are required to further validate or complement the findings in this study.

This study has some practical implications for companies with regard to aligning their TM practices with R&D strategies.

R&D units play an increasingly significant role in MNCs and TM is a key issue. However, there is a lack of TM research focusing on R&D employees by taking strategies into account.

The purpose of this paper is to explore the experiences of employees excluded from a talent pool and to identify what career development is provided for them.

A qualitative approach was adopted, and narrative inquiry was selected as the optimum route to obtaining detailed and rich accounts of the experiences of employees excluded from a talent pool. Fifteen in-depth interviews were conducted with eight employees and seven managers in a small hotel chain in the south of England.

The study shows that employees who are excluded from a talent pool feel frustration, mistrust in the organisation, have low expectations of career development and show an intention to leave the organisation.

The study was conducted in a chain of hotels where talent management (TM) strategies are one of the key priorities in the organisation. The results may be different in hotels where TM strategies are less formal and talent pool segmentation is not clearly identified.

Hotel managers should consider employees who are excluded from a talent pool and build effective TM strategies and provide career development to minimise adverse reactions and improve commitment and motivation.

This research contributes to understanding talent pool exclusion and its consequences for the hotel sector. Narrative interviewing is used in this context for the first time.