Talent Management

Talent Management could very soon replace traditional Human Resource Management within companies. This book explores this new concept and questions the progressive drift from one notion to the other. The book provides the cultural and business context of “talent”. After exploring what talent management concretely means in terms of policies and practices, the HR professional and the scholar will have a clear picture of the potential opportunities and limits of talent management.

Talent Management could very soon replace traditional Human Resource Management within companies. This book explores this new concept and questions the progressive drift from one notion to the other. Talent is a unique combination of various outstanding skills. Companies are doing their best to attract, retain and make talents effective in the turbulent context of business in a global economy. The book provides the cultural and business context of “talent”. After exploring what talent management concretely means in terms of policies and practices, the HR professional and the scholar will have a clear picture of the potential opportunities and limits of talent management.

Sommaire Talent. Talent as measurement. Talent as parable. Talent as art. Talent and HRM. The demographic challenge. The business challenge. The people challenge. The challenge of organisations. The challenge posed by the crisis. Talent and human activity. Concepts that describe human activity. The AQCT model. The world of talent. The elements of definition. The relationships between talent, competence and potential. Talent management - a new model for HR. Talent management practices - with talented people. Attracting talented people. Recruiting talented people. Retaining talented people. Talent management practices - that focus on talented people. Developing talented people. Recognising talented people. Comparing management practices. Talent management practices - apllied by talented people. Talent at the heart of the way we think about human capital. The pivotal talents that underlie strategy. Key decisions in talent management. The next stages: stars and black holes. Talent management and HRM in the post-crisis world. A step change away from the concept of competence. A step change away from the focus on high-potential individuals. A step change away from the bureaucratic management. A step change away from the traditional principles of equity. A step change away from traditional responsibilities for people development. A step change away from the collective approach to works. A step change away from the preoccupation with measurement. Talent management - a user guide. The perverse effects of talent management. The virtuous effects of talent management.

Biographie des auteurs
Cécile Dejoux -  Maître de conférences au Cnam-LIRSA, HDR, elle enseigne la GRH et le management à l’international. Spécialiste de gestion des compétences et des talents, elle est l’auteur de plusieurs livres et articles.
Maurice Thévenet - Professeur agrégé et docteur en Sciences de gestion, cet expert du management enseigne à l'Essec et au Cnam Paris. Il intervient également en tant que conseil auprès de nombreuses entreprises.

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Mots-clés

Management, Ressources humaines, Recrutement