How definitions of talent suppress talent management

TLDR

Talent management literature traditionally focuses on defining characteristics that distinguish high‑performing individuals. This study examines the limitations of attribute‑based talent definitions and advocates shifting focus to how individuals can apply their talents to achieve personal and organizational success. The authors review literature, doctoral research, and practitioner experience to critique the premise of talent definition and debate the merits of differentiation based on complex, ambiguous criteria. Because talent definitions are complex and incomplete, a one‑size‑fits‑all approach is impossible; treating talent and success as distinct concepts enables organizations to identify flaws in their definitions and ask more relevant questions about leveraging talent for success.

Abstract

Purpose 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. Design/methodology/approach 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. Findings 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. Originality/value 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.