Scholarly literature on talent management usually takes a mainstream approach to understanding how and why organizations pursue talent initiatives and to rationalizing their presumed benefits. Indeed, the basic logic of identifying and supporting an organization's most talented employees is, on the surface, quite seductive. Recent conceptual and empirical research, however, shows that talent management brings with it a range of issues that should trouble both academics and practitioners. In response to these concerns, Managing Talent: A Critical Appreciation takes a more critical view of the organizational talent project, to understanding the motives for talent management and to the identification, development and placement of high potential employees.
Scholarly literature on talent management usually takes a mainstream approach to understanding how and why organizations pursue talent initiatives and to rationalizing their presumed benefits. Indeed, the basic logic of identifying and supporting an organization's most talented employees is, on the surface, quite seductive. Recent conceptual and empirical research, however, shows that talent management brings with it a range of issues that should trouble both academics and practitioners. In response to these concerns, Managing Talent: A Critical Appreciation takes a more critical view of the organizational talent project, to understanding the motives for talent management and to the identification, development and placement of high potential employees.
