- 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
The chapter provides an overview of talent development in organizations, including why it is important, whom to invest in materially, and how to identify best practices in the field. We first review literature on talent development in young people. Then elaborate on how nature in the form of emergenic traits and nurture regarding epigenetic experiences interact to shape development. This perspective is applied in understanding focal issues on building organizational capability through talent. State-of-the-art talent development focuses on developing collective capability through the creation of systems, processes, practices, and culture required to achieve strategic objectives sustainably. Talented individuals are integral architects of these types of collective phenomena, responsible for executing, stewarding, and improving them. A comprehensive approach to building organizational capability does not rely on any one—or a few—extraordinarily talented people. It involves development of broad-based organizational capacity for leadership.
Keywords: talent, talent development, talent management, leadership development, exceptional performance, emergenic traits, epigenetic programs, person-in-job perspective, developmental practices, organizational capability
David V. Day is a professor of Psychology and Eggert Chair in Leadership at Claremont McKenna College (USA), where he also holds the position of academic director of the Kravis Leadership Institute. Previous academic appointments include the University of Western Australia, Singapore Management University, Penn State University, and Louisiana State University. His research focuses primarily on issues related to leader and leadership development in organizational contexts. Day is a Fellow of the American Psychological Association, the Association for Psychological Science, the Society for Industrial and Organizational Psychology, and the International Association of Applied Psychology.
Patricia M. G. O’Connor is Chief Learning Officer at YPO and a global talent-management executive with recognized expertise in leadership development, succession planning, and cultural alignment. From 2008 to 2016, she served as general manager, Leadership Development & Talent Management at Wesfarmers, Ltd, an Australian conglomerate with 225,000 employees. Her primary responsibility was the development and deployment of high-return talent practices focused on the organization’s top 275 executives. Before this appointment, Patricia worked for the Center for Creative Leadership (CCL). She served thirteen years with the CCL, progressing through a number of management, consulting, and research roles, culminating as research director in their Singapore office. Patricia holds an MBA in Management & Organization Behavior from the City University of New York and a Bachelor of Science degree in Human Resources from the University of Illinois, Champaign-Urbana. She is a published author and has addressed corporate, academic, and student audiences through speaking engagements across the globe.
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