Abstract
In the ‘war for talent’, talented people are special, have competencies aligned with the company’s values and culture, are hard to find, hard to replace and add great value to the organization. Talent has been defined as those who go a step further, and above and beyond. The Chartered Institute of Personnel and Development states that talent management (TM) ‘seeks to attract, identify, develop, engage, retain and deploy individuals who are considered particularly valuable to an organisation. It should align with business goals and strategic objectives’. Nevertheless, there are few standard definitions of TM and those that exist fail to do so conclusively. Some authors call for more empirical studies that discuss talent and TM in hospitality and tourism – most studies and definitions either focus on the US context or on global multinational enterprises.
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