Abstract
PurposeThe 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/approachThe paper is based on experience in organizations and on the case of Michael Faraday as an exemplar of a talented person.FindingsThe paper finds that talent management/development is more complex than just identifying supposedly talented young people and developing them.Practical implicationsThe paper has real practical implications for leaders/managers and learning and development professionals in identifying a better basis on which to develop talent.Originality/valueThe paper will be of value to managers and learning specialists who are involved in talent management strategy.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
More From: Development and Learning in Organizations: An International Journal
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.