Abstract
PurposeThis paper aims to argue that traditional talent management practices cannot lead to organizational excellence.Design/methodology/approachOn the basis of their extensive HR-experience, the authors analyze common talent management practices and demonstrate the need for a different approach.FindingsStrategic talent management should align and mutually reinforce business development and personal development to enhance strategic success.Research limitations/implicationsIncreasing dynamics and agility in business require HR-professionals to really master strategic thinking and practices and develop themselves as true participants in strategy development.Practical implicationsTalent managers should start thinking in terms of strategic capabilities for the organization.Social implicationsStrategic talent management starts with the where and what of the work that has to be done and only then looks at who.Originality/valueThe paper introduces the new concept of A-positions where top talents and strategic organizational capabilities can reinforce each other.
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