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.
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