- 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 globalized economies, organizations invest significant resources in managing talent in their diverse workforce. Presumably, talent and diversity management are complementary and interrelated, sharing the similar aim to nurture the skills, attributes, and career progression of the workforce. However, the two practices are also at odds. Talent management has been defined by an exclusionary paradigm focused on developing an elite segment of the workforce. We explore the problematic effect of talent management on equality. Talent management could foreclose how perceptions of “talent” are deeply inflected in gendered, classist, and racialized ways. The complex experiences of minority groups in gaining access to and progression within organizations should be considered. We discuss how talent management could be used to catalyze equality in organizations and suggest future research on the intersection between equality, diversity, and talent management.
Darren T. Baker is a researcher interested in applying psychosocial principles to the study of gender relations, class, and leadership. He draws on psychoanalytical theory for epistemological, methodological, and ontological inspiration. His research focuses on finance and accounting as well as low-skilled service-sector occupations, and includes: first, gender and diversity in organizations; second, leadership and ethics, including capacities to care and responsibility at work; and third, social mobility and precarity in organizations and wider society. Darren holds an MA from the University of Oxford, where he conducted research on masculinities, and studied for his PhD at the School of Business and Management, King’s College London, where his research was funded by the ESRC and ACCA. Darren has taught at Queen Mary University and King’s College London, and is currently a Visiting Fellow at Cranfield University, School Management.
Elisabeth K. Kelan is a professor of Leadership at Cranfield School of Management, where she also directs the Global Centre for Gender and Leadership. Before this appointment, she held positions at King’s College London and London Business School. She completed her PhD at the London School of Economics and Political Science. She is author of two books, as well as various peer-reviewed journal articles. During 2014–2015, she was a British Academy Midcareer Fellow and she explored the role of men as middle managers for gender equality. Her research centers on diversity and inclusion in organizations, with a specific focus on gender and generations.
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