- 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
In this chapter, we review the historical context of talent management, and identify the key issues and debates likely to shape the field going forward. We begin by offering a definition of talent management that reflects how both academics and practitioners have come to view the field. We then provide an overview of the conceptual history of talent management and a historical tour of its practice, focusing primarily on developments in United States, where much more has been written on the subject, from the early days of industrial production to today. We conclude by offering our thoughts on the areas of inquiry we believe hold the most promise for those interested in advancing the science and practice of talent management.
Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School and Director of Wharton’s Center for Human Resources. He is also a research associate at the National Bureau of Economic Research in Cambridge, MA. He served as senior advisor to the Kingdom of Bahrain for Employment Policy from 2003 to 2005, and since 2007 has been a Distinguished Scholar of the Ministry of Manpower for Singapore. He has degrees in industrial relations from Cornell University and in labor economics from Oxford, where he was a Fulbright Scholar. He has been a guest scholar at the Brookings Institution, a German Marshall Fund Fellow, and a faculty member at MIT, the University of Illinois, and the University of California at Berkeley. He was a staff member on the US Secretary of Labor’s Commission on Workforce Quality and Labor Market Efficiency from 1988 to 1990, co-director of the US Department of Education’s National Center on the Educational Quality of the Workforce, and a member of the Executive Committee of the US Department of Education’s National Center on Post-Secondary Improvement at Stanford University. He was recently named by HR Magazine as one of the top five most influential management thinkers and by NPR as one of the fifty influencers in the field of aging, and has been elected a fellow of the National Academy of Human Resources.
JR Keller is an assistant professor of Human Resource Studies in the ILR School at Cornell University. His research focuses on how firms combine internal and external hiring to meet their human capital needs, as well as the various ways individuals build careers within and across organizations. He has explored the factors that lead firms to hire externally versus promote from within, supply chain approaches to talent management, the use of nonstandard work arrangements, and talent management more generally. His work has appeared in the Academy of Management Journal, Academy of Management Review, Industrial & Labor Relations Review, Annual Review of Organizational Psychology, and Organizational Behavior. Before pursuing a PhD, Keller had two careers—the first as a financial analyst and the second as a career consultant. He earned his PhD in Management from the Wharton School of Business and holds a Masters in Adult Education from Indiana University and undergraduate degrees in Finance and Computer Applications from the University of Notre Dame.
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