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This article investigates which definitions, indicators and instruments are used by the companies to identify and assess talented employee potential with successful performance on future pivotal positions.

Empirical data were collected in 2020–2021 in 45 local and multinational companies in Russia with well-established talent management functions using in-depth interviews with human resource (HR) managers and consultants.

The study found a diversity of approaches to identifying and assessing talent potential with a predominantly contextual approach but so far with little focus on company’s strategic objectives. It was also found that companies assessed cultural (values) fit, social intelligence and impact, engagement and commitment as predictors of managerial and leadership potential of talented employees for future strategic jobs, in addition to characteristics of personal resources. The search for new complex and validated tools and methods of potential assessment under budget constraints show that companies have taken the path of experimentation.

The results of this research can inform talent and human resource managers how to identify and assess potential of talented employees for future needs of their organizations.

The paper contributes to the existing research in three ways. First, it offers a classification of approaches to potential assessment and explores the underlying dimensions of high-potential talent for future needs of a company. Second, it provides an overview of the current state of potential assessment in the companies in a non-western context. Third, it points out the challenges HR professionals face in implementing potential assessment for identifying talents in a new situation of unprecedented changes and uncertain future.

The purpose of this paper is to examine the relationship between the use of sophisticated talent selection processes such as gamification and training and development interventions designed to ensure that candidates can successfully navigate the talent assessment process. Gamification is the application of game elements to non-game activities through the adoption of gaming tools, and little is known about how candidates (“talent”) struggle to learn about the structural mechanics of gamification as they engage with the hidden rules of talent selection, such as goals, rules, “levelling up”, feedback and engagement in competitive – collaborative activities. The term “talent development gamification” is coined and used as an analytical tool to consider how young talent are supported by development interventions in their inter-subjectivity as they learn how to survive and win in talent selection games.

Studying hidden dynamics in development processes inherent in gamified talent selection is challenging, so a cult work of fiction, “Ender’s Game”, is examined to address the questions: “How do candidates in talent selection programmes learn to make sense of the structural mechanics of gamification”, “How does this make the hidden rules of talent selection explicit to them?” and “What does this mean for talent development?”

Talent development in selection gamification processes is illustrated through nuanced theoretical accounts of how a multiplicity of shifting and competing developmental learning opportunities are played out as a form of “double-consciousness” by potential organizational talent for them to “win the selection game”.

Using novels as an aid to understanding management and the organization of work is ontologically and epistemologically problematic. But analysing novels which are “good reads” also has educational value and can produce new knowledge from its analysis. In exploring how “Characters are made to live dangerously, to face predicaments that, as readers, we experience as vicarious pleasure. We imagine, for example, how a particular character may react or, more importantly, what we would do in similar circumstances” (Knights and Willmott, 1999, p. 5). This future-oriented fictional narrative is both illustrative and provides an analogy to illuminate current organisational development challenges.

The term “talent development gamification in selection processes” is coined to allow analysis and provide lessons for talent development practice in a little studied area. Our case study analysis identifies a number of areas for consideration by talent management/talent development specialists involved in developing talent assessment centres incorporating gamification. These include the importance of understanding and taking account of rites of passage through the assessment centre, in particular the role of liminal space, what talent development interventions might be of benefit and the necessity of appreciating and managing talent in developing the skill of double consciousness in game simulations.

In line with recent trends in the human resource management literature that address talented employees and their management, the purpose of this paper is to examine the associations between talent philosophies (innate/developable and exclusive/inclusive) and the way talent is identified and assessed in the context of service organisations.

A structured questionnaire was administered in shipping companies located in Greece and 125 questionnaires suitable for further use were collected. Moreover, the measurement instruments of the constructs under examination were adopted from relevant studies in the literature. Finally, the data were analysed through exploratory factor analysis and multiple regression analysis.

The findings showed that the different talent philosophies impact upon the way talent is managed (i.e. identified and assessed). Specifically it was found that managers who adopt mainly innate and exclusive talent philosophies tend to rely more on their first impressions in the identification of talent and to focus in a greater extent on their personal judgment rather than standardized procedures in talent assessment.

Despite the increased academic voices on exploring the concepts of talent and talent management in the context of business organisations, the field is still lacking empirical evidence. Therefore, this study contributes to the limited empirical studies on talent issues and provides evidence on the links between the dominant talent philosophies and the way talent is identified and assessed in organisations.

The purpose of this paper is to draw lessons on how building a talent management strategy based on competency profiling becomes a critical impact area within the field of strategic HRM.

The case study discusses an Indian pharmaceutical organisation, the environment and the issues arising in context to talent management. The case discusses a well designed talent management strategy.

The talent mindset has helped the organisation in recruiting the best talent from the best pharmaceutical organisations. The attrition of the top and valued talent segment has come down. Some of the key positions have been filled through succession planning.

The case study is in a lesser known but emerging sector of the Indian economy. The case has concentrated on attracting and developing and retaining key talent, it does not concentrate on developing average talent into key talent.

The implications lie in whether to grow talent or buy talent. What signal through a communication strategy should a HR manager give when determining for talent segmentation? How to develop talent and retain employees when there are not challenging options available in the internal labour market?

This paper provides insights to HR practitioners on how to attract, acquire and manage talent in a tight internal and external labour market. It also provides empirical support for, and theoretical understanding of, the strategic HRM literature on talent management theme.

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 purpose of this paper is to contribute to the development of a deeper understanding of the conceptual and empirical boundaries of talent management (TM) so that scholars and practitioners may enhance their knowledge of what TM actually is and how it is carried out.

A comparative study was conducted of the TM practices of 30 organizations based in Sweden. Data were collected through in-depth interviews with 56 organizational representatives. The transcribed interviews were analyzed using qualitative content analysis.

The findings comprise a typology consisting of four distinct TM types that exist in practice: a humanistic type, a competitive type, an elitist type and an entrepreneurial type. Descriptions are provided that probe into how specific practices are differently shaped in the different types.

The study design enabled the generation of an empirically rich understanding of different TM types; however, it limited the authors’ ability to draw systematic conclusions on the realized outcomes of different types of TM.

The descriptions of different TM types give practitioners insight into how TM may be practiced in different ways and point to important decisions to be made when designing TM.

The paper addresses two main shortcomings identified in the academic literature on TM: conceptual ambiguity and the paucity of in-depth empirical research on how TM is carried out in actual organizational settings. The empirically derived typology constitutes an important step for further theory development in TM.

The aim of this case study is to explore and understand the talent management innovations, practices and processes in a major telecoms company in India, Bharti Airtel.

The paper is based on a study of the organization's talent management practices and a survey of executives, including in‐depth interviews with two key talent management executives, and a study of employees' perceptions of the organization's talent management and its impact.

The research revealed the organization's vision and methods for integrating talent management processes. Talent management is an important element of the development process for employees and is an organization‐wide practice. The process of effective management of the talent pool has led to enhanced employee engagement and reduced attrition and proportionately increased the average tenure of employees. The talent management strategy and processes have contributed in varying degrees to development and growth of employees.

This research is an elementary study posing the need for further research into the organization‐wide practice of managing talent.

The research addresses how talent management is perceived in a successful organization and examines the recognition and growing acceptance of talent management practices. Talent management is widely adopted by multinationals operating in India, however, most Indian organizations are either currently or soon to adopt the practice. They are dealing with issues such as whether talent management is an offshoot of HR processes or an independent developmental process, and how it will create a competitive advantage and enhance employee engagement. This case study shows how the adoption of talent management processes on an organization‐wide scale – not confined to the HR function – has helped the organization improve retention and development.

In the rapidly changing market and environment, companies need to employ highly competitive human resources for sustaining a competitive advantage. Human resource management (HRM) practices have a significant impact on firm performance. The purpose of this paper is to identify the key HRM factors from a survey of 41 Indo‐Japanese and 35 Indian firms operating in Delhi and the National Capital Region (NCR) (India) in the automobile sector that affect the productivity and overall performance of firms.

This study is largely based on secondary data combined with an analysis of primary data. It includes primary data collection and the usage of quantitative research tools. A comparative analysis of the Indian and Indo‐Japanese firms operating in Delhi and the NCR has also been made. Factor analysis has been undertaken to examine the various HRM factors that affect the productivity of a firm.

A factor analysis of nine items revealed four underlying dimensions in the instrument. In the case of Indo‐Japanese firms, the factors concerned are: talent planning and engagement; talent motivation; in‐service training; and assessment of training needs. For Indian firms, the factors concerned are: talent acquisition and engagement; talent motivation and need assessment; talent planning; and talent training.

A hybrid model has been developed that combines the relatively important HR variables on the basis of the results of the survey of Indo‐Japanese and Indian firms.

Hitherto, no study has been undertaken to compare the HRM factors of Indian and Indo‐Japanese firms and to subsequently develop a hybrid model. This model blends the features of both types of firms.

Unprecedented transformations to the nature of work and organizations are compelling leadership and organization development scholars and practitioners to reexamine the relevance and utility existing models of leadership potential. While there exist several published leadership potential models, the range and intensity of environmental forces fundamentally changing the nature of work and organizations demands a revision of leadership potential. The purpose of this study is to develop a leadership potential model that reflects the current and emerging nature of work and leadership challenges while also providing organizations a practical tool for talent review processes, succession planning and leadership development practices.

This article presents a field study consisting of semistructured interviews with 45 leaders engaged in a highly complex, volatile and uncertain industry: US healthcare.

Our results illustrate a dynamic two-dimensional model of leadership potential that comprises both cognitive (analytical aptitude and learning agility) and behavioral (people savvy and leadership capability) competencies operating across micro- and macro-levels of influence.

The article concludes with a series of recommendations for how leadership and organization development professionals, executive teams and boards may utilize the model for leader assessment and selection practices, talent review and succession planning and talent development initiatives.

The proposed model of leadership potential offers several advancements to the field's existing theoretical frameworks. The proposed model highlights the criticality of competencies aligned with the changing nature of work, including collaboration skills, divergent thinking, environmental scanning and evaluating data in ambiguous contexts. The model diverges from the existing theory by establishing leader drive as a motivation to serve others and initiate sustainable changes in business operations.