- 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
This chapter explores the intersection between employer branding and talent management. In considering this intersection, it reflects upon the phenomenon of human resources (HR) practice differentiation in the context of both employer branding and talent management. In particular, it considers some similarities between brand management programs that are likely to differentiate HR practices based on perceived talent versus employer-brand segmentation that is more likely to differentiate HR practices on the basis of employee needs and wants. The chapter also reflects upon the potential implications for an organization’s employer brand and perceived employment offering when organizations take an object- versus subject-oriented approach to differentiating the workforce based on talent identification.
Martin R. Edwards is a reader in HRM and Organisational Psychology at King’s College London—School of Management and Business. Martin has a background in organizational psychology, HRM, and industrial relations. He holds degrees in Social Psychology (BSc, Kent) and Industrial Relations and Personnel Management (MSc, London School of Economics), and a PhD in Organizational Psychology (King’s College London). Martin has published in internationally renowned HR journals (Human Resource Management, Human Resource Management Journal, Human Relations, European Journal of Work and Organisational Psychology, and International Journal of Management Reviews) and is the co-author/co-editor of two highly successful HR books (Predictive HR Analytics: Mastering the HR Metric, 2016; Human Resource Management in Transition, 2013). Martin has worked for a number of years as an HR consultant and provides HR analytic training to HR teams. Martin’s academic interests include organizational identification, social and multiple identities in organizations, employee/employer branding, employee responses to M&A activities, and the application of advanced analytic techniques to HR data.
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