Abstract
Implementation of diverse talent management (TM) practices allows enhancing diversity and inclusion and may influence organizational outcomes. The paper investigates the relationship between generation diverse TM practices and firm performance. We use the data from 82 companies to reveal factors that shape generation diverse TM practices. We claim that there is a positive link between those practices and firm performance. We also find that the way of thinking and decision-making, the level of responsibility, the reaction to changes and innovations, the skillset, and the level of ambition tend to vary among generations and that these factors determine TM practices for generations.
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