- 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
Talent intermediaries are entities that stand between the individual worker and the organization that needs work done. They include online intermediaries such as job boards or social networking sites, and search and placement firms such as executive search firms and temporary-help service firms. Talent intermediaries have an increasingly important role in the contemporary employment landscape: they influence not only how and which individuals are matched to organizations but also how tasks are performed or conflicts are resolved once talent is hired by the organization. This chapter reviews the already extensive literature on talent intermediaries, focusing on their role in the identification, assessment, and hiring of talent. The chapter shows the advantages that talent intermediaries present to the talent-acquisition process compared with hiring organizations and the ways in which their intermediation changes traditional talent-acquisition processes that involved only two parties: the job seeker and the hiring organization.
Rocio Bonet is an associate professor of Human Resource Management at IE Business School. Her research interests lie at the intersection of labor economics and human resource management. One stream of her research focuses on the determinants of career advancement. She has explored how innovative work organizational practices that empower employees have affected promotions within organizations. Her ongoing research in the area of careers explores how prestigious affiliations are valued in the context of growing interorganizational mobility. Another stream of her research looks at the effects of new employment practices on firm-level outcomes. Her most recent research in this area focuses on how the use of contingent workers affects firm performance and ↵employee retention in organizations. Her work has been published in several international outlets. She received a PhD in Management from the Wharton School, University of Pennsylvania.
Monika Hamori is a professor of Human Resource Management at IE Business School in Madrid, Spain. Her research interests include managerial and executive career paths and career success. Her articles have been published in Human Resource Management, Organization Science, the Academy of Management Annals, the Academy of Management Perspectives, the Harvard Business Review, and the MIT Sloan Management Review, among others. She received her PhD from the Wharton School of the University of Pennsylvania.
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