- The Oxford Handbook of Talent Management
- List of Figures
- List of Tables
- List of Contributors
- The Historical Context of Talent Management
- Star Performers
- Within-Person Variability in Performance
- The Potential for Leadership
- Managing Talent across Organizations: The Portability of Individual Performance
- Human Capital Resource Complementarities
- Talent and Teams
- Talent or Not: Employee Reactions to Talent Designations
- Virtual Teams: Utilizing Talent-Management Thinking to Assess What We Currently Know about Making Virtual Teams Successful
- Stars that Shimmer and Stars that Shine: How Information Overload Creates Significant Challenges for Star Employees
- Employer Branding and Talent Management
- Talent Intermediaries in Talent Acquisition
- Straight Talk About Selecting for Upper Management
- Managing talent Flows Through Internal and External Labor Markets
- Workforce Differentiation
- Succession Planning: Talent Management’s Forgotten, but Critical Tool
- Talent Development: Building Organizational Capability
- Talent and Turnover
- HR Metrics and Talent Analytics
- Talent Management in the Global Context
- Talent Management in the Public Sector: Managing Tensions and Dualities
- Talent Management in Emerging Economies
- Talent Management in Multinational Corporations
- Talent Management in Small- and Medium-Sized Enterprises
- Talent Management of Nonstandard Employees
- Integrating Talent and Diversity Management
- How is Technology Changing Talent Management?
Abstract and Keywords
Historically, a key focus of human resource (HR) professionals was developing, implementing, and standardizing HR polices and processes to ensure employees perform in standardized ways. However, the utility of a standardized approach to HR practices has been increasingly questioned over recent decades. In this vein, formalized workforce-differentiation approaches to the segmentation of the workforce based on employees’ competence or the nature of roles performed to reflect differential potential to generate value has emerged as a central element of talent-management strategies. While earlier research on workforce differentiation identified individual talent as the locus of differentiation, more recently, the focus has shifted to strategic or pivotal jobs. This chapter reviews the emergence of workforce differentiation in the academic literature and charts key trends in this regard. The implications of a workforce-differentiation strategy for employees are also considered. The chapter concludes with a consideration of emerging trends and potential avenues for future study.
David G. Collings is a professor of human resource management at Dublin City University Business School where he leads the HR Directors’ Roundtable and is a joint director of the Leadership and Talent Institute. From 2014–2017 he has been named as ↵one of the most influential thinkers in the field of human resources by HR Magazine. He has published numerous papers in leading international journals and seven books. He sits on a number of editorial boards, including the Academy of Management Review, Journal of Management, and Journal of Management Studies. He is a deputy editor at the Journal of World Business and a former editor of Human Resource Management Journal.
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