Talent management has been on my menu as a favored dish, at least as a dessert, for decades. When you choose to work in Human Resources, you get involved in Talent management regardless of the role you perform. In the last 20 years, my feelings and thoughts about this field have evolved. For a long time, I was trapped in the adoration of books, principles, tools, consultants` approaches and fascinating presentations.
Slowly over time, I started to be aware of my personal bias as well as a sort of systematic blindness. I was (and still am) curious about the meaning and impact of Talent management within organizations and in their people.
My exploration was a sort of rebellion. An anti-system anarchist in the world of HR.
My exploration was a sort of rebellion. An anti-system anarchist in the world of HR. And I was not the only one. I discovered there are considerably more practitioners thinking beyond the regular exclusive Talent management practices. By ‘exclusive’ I mean the practices that focus on identifying the “lucky few” for whose development within the company will result in a significant amount of resources being invested. Those talents will go through ‘premier league’ development programs; will be continuously exposed to senior leaders; and invited to participate in projects that will further increase their networking opportunities inside and outside the corporation. The outcome is the faster development of those individuals combined with higher visibility to decision-makers.
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