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The philosopher Ludwig Wittgenstein once claimed that ‘what can be said at all, can be said clearly; and whereof one cannot speak, thereof one must be silent’. When the term talent transformed from being a rigid term referring to a specific object, e.g. a coin, in the actual world into an empty signifier referring to multiple objects, e.g. individuality or gifts, in a possible world then talent became something that we could not talk about in a clear and unambiguous way; something that talent management then should have been silent about. The reason is that such an unambiguous and accidental use of the term has led to an arbitrary understanding of talent and subjective bias in talent identification, recruitment, and selection systems and to talent management becoming dysfunctional. Moreover, it has also led to an absence of work identity in talent management that inhibits the individual talent and the talent manager in identifying and talking clearly about the qualification and competencies of the individual as they pertain to the job requirements. This could further enhance subjective bias and reinforce the arbitrary understanding of talent and, in the end, lead to insufficient and ineffective talent management processes.