Abstract
There is a symbiotic relationship between those who lead and manage health sector organisations, those responsible for talent management and those identified as ‘talent’. The board and executives accountable for strategy, stewardship and policy inform the direction of and allocation of resources to talent strategy; managers ensure that the processes of talent management are implemented effectively; human resource and talent professionals prepare the case for investment in talent, deliver consistency of approach across the organisation and monitor the outcomes; and talented people reciprocate through excellence in performance. This interdependence is most beneficial when all parties involved understand, engage and proactively manage the talent process.
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