Disentangling false assumptions about talent management: the need to recognize difference

Abstract

Purpose

The aim of this paper is to explore ways in which organizations can take a more balanced stance on talent management, especially on the issue of the nature of talent itself.

Design/methodology/approach

The paper is based on experience in organizations and on the case of Michael Faraday as an exemplar of a talented person.

Findings

The paper finds that talent management/development is more complex than just identifying supposedly talented young people and developing them.

Practical implications

The paper has real practical implications for leaders/managers and learning and development professionals in identifying a better basis on which to develop talent.

Originality/value

The paper will be of value to managers and learning specialists who are involved in talent management strategy.

Citation

Cunningham, I. (2007), "Disentangling false assumptions about talent management: the need to recognize difference", Development and Learning in Organizations, Vol. 21 No. 4, pp. 4-5. https://doi.org/10.1108/14777280710758781