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Talent management (TM) is underdeveloped and TM recognition is unclear in the context of Chinese private‐owned enterprises (POEs). As talent definition is the basis of TM practices, the purpose of this paper is to explore talent definition and TM recognition in the context of Chinese real estate POEs, in order to explore how Chinese cultural context and POEs' characteristics influence talent definition and TM recognition.

In total, 27 semi‐structured interviews were conducted in three case study companies.

Based on qualitative analysis, the paper finds talent definition is influenced by the important Chinese cultural factor “guanxi” and is quite different from existing Western TM literature. TM recognition is also influenced by the Chinese POEs' operation characteristics.

The paper finds a new talent definition criterion, “guanxi”, and identifies TM recognition in the context of Chinese POEs. The paper thus contributes to TM literature in China.

The purpose of this paper is to understand the limitations of popular approaches to defining talent, where definitions are focused on determining specific attributes that differentiate someone as talent. It is suggested that rather than focus solely on definitions of talent, considering talent and success as distinct and separate enables a more holistic approach to engaging talent and enabling its potential.

The paper presents a definition of talent which remains a core premise by which organizations seek to define their talent and considers the inherent flaws in this premise. It draws on literature, early doctoral research and practitioner experience in international talent management to debate the merits for talent management practitioners of focusing on talent differentiation based on complex and ambiguous definitions of talent.

As definitions of talent are complex, ambiguous and incomplete, there can never be a “one size fits all”. Understanding this ambiguity enables organizations to identify possible flaws in their approach to defining talent. Considering the distinct and separate notions of talent and success empowers organizations to ask more relevant questions around how employees are encouraged to leverage the talents they do have into success.

Most talent management processes are driven by the need to define and identify characteristics which indicate greater ability when compared to others. This is still the focus of much talent management literature. This paper encourages organizations to instead focus on how individuals can use the talents they have to be successful personally and in a way that is aligned to the organization.

The purpose of the paper is to afford a comprehensive conceptualization and operationalization of the construct of talent management through an inclusive exploration of conceptual clarifications for existing confusions while developing a complete measuring instrument.

The archival method was adopted together with a systematic review based on Khan et al.’s (2003) five steps of systematic literature review. The systematic review has encircled published research articles between 1982 and 2023 in the human resource management (HRM) arena. A total of 130 articles were initially scrutinized, and 106 were systematically reviewed to conceptualize, operationalize and explore clarifications for confusions and instrument development for talent management.

This study explored conceptual clarifications for existing confusions towards talent management while recognizing definitions that come under the main philosophical schools for the underlying concept of talent. A novel practical definition has been established for talent management while recognizing dimensions, and then certain elements. A comprehensive instrument has been developed to measure talent management.

This study is limited to instrument development in measuring talent management; nevertheless, there is an enormous scope for using the instrument to empirically measure talent management through organizational and employees perspectives linked to diverse global contexts in future studies.

The developed comprehensive instrument is a vibrant contribution to future investigations related to empirically measuring talent management associated with organizational and employee perspectives related to diverse global contexts in winning “war for talent.” This study endows a significant input to the whole frame of HRM knowledge as it resolves existing conceptual ambiguities towards talent management while defining and operationalizing it.

There is a critical need to understand current talent development (TD) practices as well as developing a contemporary paradigm that will support a radically different future for TD. The purpose of this paper is to provide an overview of the existing literature on TD, explore the fundamental role of TD in organizations and identify gaps for future directions.

The paper reviews the literature on TD.

Following themes are identified in selected TD articles: varied TD definitions, theoretical perspective for investigating TD, TD practices and effects and implications on training and development. The literature review identifies two levels of TD practices: organizational level and individual level.

The field of TD is rapidly changing because of the accelerating integration of technology and information into daily work environment. There is a critical need to understand current TD practices as well as to develop a contemporary paradigm that will support a radically different future for TD. Scope and boundaries of TD need to be set, so that practitioners can apply the right practice at the right time.

The paper presents the conceptual boundaries of TD in the current existing literature and identifies the gaps.

Emphasizing the increasing role of talent management (TM) as a global phenomenon and a source of sustainable competitive advantage for organizations, this study aims to present a scoping review of empirical literature on TM, examining the transition of TM from a phenomenon-driven to a theory-driven field.

Using a scoping review, this study analyzed 200 empirical studies published between 2010 and 2023 on TM.

The results indicate that TM is extensively studied in nationally operated, large, private, engineering-led organizations in Anglo-Saxon countries. The study highlights the necessity for more empirical studies and statistically robust evidence to establish the effectiveness of TM.

This review intends to provide a vision and direction for future researchers, guiding TM towards becoming a theory-driven field characterized by widely accepted theoretical frameworks and research designs.

The findings of this study may not be generalizable to other types of organizations or cultural contexts, as it primarily focused on large private engineering-led organizations in Anglo-Saxon countries.

This paper offers a comprehensive view of the definitions, contextualization, conceptualization, frameworks, practices, processes and under-explored areas of TM, which are essential for its development as a discipline.

The aim of the current study was to develop and validate a measure for identifying talent in the workplace. This is a gap long identified by researchers in this field.

Hinkins methodology was adopted for the establishment of a psychometrically sound measure. A 16-item scale for assessing the construct was developed. The reliability and validity were established by analyzing content adequacy, convergent validity, divergent validity and external validity. Primary data were collected from employees signaled as talent by their organization.

The study yielded a six-factor structure scale for the construct. These factors accounted for 66.8 percent of observed variance. All six dimensions, namely, calling orientation, critical insight, continuous learning, collaboration, cohesiveness and challenge drive established acceptable reliability and validity.

The research provides a precise definition of the talent construct. Identification and retention of individuals with a high talent quotient is a critical challenge to organizations. Identifying talent is made possible through this measurement scale.

This research made an attempt to develop a reliable and valid measurement scale for the talent construct. The scale provides a precise definition of the talent construct. This simple sound scale could be useful at both the individual and organizational levels. It helps individuals to identify and focus on critical areas for achieving talent status. Organizations benefit through better human resource management practice. Identification and retention of talent are essential to career management. Overall, it also satisfies the urgent need in talent management research for a clear definition of the talent construct.

The purpose of this paper is to contribute to the development of a broader, multi-dimensional approach to talent that helps scholars and practitioners to fully understand the nuances and complexity of talent in the organizational context.

The data were collected in two complementary research projects on the definition and identification of talented academics in the early stages of their careers. The first study focussed on defining and developing talent within university departments, in which the perspectives of management, policy advisors and talented employees themselves were taken into account. The second study investigated talent selection in the specific context of grant allocation by the Dutch Research Council (NWO).

The results suggest that the conceptualization of talent cannot be disconnected from its context. In particular, the perceptions of the different stakeholder groups in an organizational context have a major impact. Although talent is generally perceived as a combination of multiple components, this general outcome conceals the unilateral approaches to talent of the separate stakeholder groups. These unilateral interpretations of talent also affect the design of the talent management system. The paper describes the difficulties organizations are confronted within developing and implementing their talent programs.

This broader approach regards talent as a bundle of integrated components, and takes the impact of the organizational context and its interrelated stakeholders into account.

The purpose of this paper is to frame empirical literature on talent management (TM), and to provide a clear and comprehensive picture of the topics under investigation, the conceptualization of TM, and under-explored areas.

The authors adopted a systematic review that covers empirical research on TM which has been published between 2006 and 2014 in academic peer-reviewed journals. A total of 96 articles were included in the review. A bibliometric as well as a content analysis has been carried out.

The results reveal that the Anglo-Saxon context (in particular EU) has a great impact on empirical TM research. Also research foundations and designs are not very rigorous. A slight awareness of context and culture was found. Empirical TM research is predominantly built on an exclusive approach to TM. Yet, how TM works in practice and how well (from the perspective of multiple actors) as well as the role and perceptions of line managers are under-explored areas.

The paper gives vision and direction to practitioners in particular on the definition of talent and TM.

This study frames the extent and nature of empirical research on TM, and it is the first to specifically and objectively examine the advances made in the field and to identify under-explored areas. By doing so, it helps to avoid presumptions and misguided beliefs, to advance the knowledge of TM issues in organizations and regions, and to better channel future research.

The purpose of this paper is to summarise the different areas of talent management and how HR metrics and analytics can be harnessed to make those areas more effective.

The paper first discusses the different definitions of “talent”. It then takes three areas for the application of metrics and analytics – data about individuals, the effectiveness and efficiency of talent processes and the extent of the supporting culture.

The definition of talent should not be confined to senior leadership only, nor be fully inclusive of every employee, but organisations need to define those individuals and groups where some specific attention will benefit the organisation; it is as important to understand the potential of all employees as it is to assess their performance; metrics should be chosen for all talent processes and related to business KPIs where possible.

This is a practical paper giving guidance to talent managers in organisations on how to apply and utilise people analytics.

This paper is based mostly on the writing, models and experience of the author.

Lesley Uren, chief executive of Jackson Samuel, discusses the key findings of a new research report that investigates talent management processes, identifies the challenges to implementation and highlights the best practices for achieving a culture of talent management commitment rather than compliance. The research draws on the experiences of 57 organizations, from a range of industry sectors and operating across international marketplaces.