Creating a science
Since the term ‘war for talent’ was popularly coined in 1999, talent management has become a fashionable subject within management and HR practitioner literature.
However, despite its popularity, there continues to be no clear definition of talent management. Its research is not grounded in academia, but rather in the work of consultants, technology providers, recruiters and other self-serving third parties who wish to further their own financial objectives.
Why does this matter?
The implication for talent management is ominous unless it can demonstrate a consistent definition that is underpinned by distinct peer-reviewed research. If it does not achieve this reliability, talent management risks appearing as either a fad or another attempt to rebrand HR.
What should we do?
Recognise the problem
As practitioners, we need to accept that suppliers of products and services have driven most existing research around talent management. While not wrong, we need to recognise the self-serving bias inherent in such research.
Agree a common philosophical approach to talent management
While there are currently many definitions of talent management, most fall into one of two groups:
an extension of existing HR programmes and processes (eg, targeted succession planning or sourcing better candidates);
addressing talent generically without regard to specific roles. Typical definitions either focus on high performing talent (eg, categorise employees as A, B or C performers, or seek to create high-performing workforces through aligning employees with organisational strategies).
While multiple definitions do not allow consistent research or debate as to the merits of any particular talent management programme or process, there is a much deeper issue at stake.
The academic subject of strategic human resource management (SHRM) theoretically and empirically underpins modern HR practices. SHRM is defined by its demonstrable, observed links between HR practices and increased organisational performance.
Any talent management definition that is based solely on improving existing HR practices will add only minimal value to both theoretical and applied organisational behaviour. Link this with current research, and one could deduce that talent management is merely a vehicle to sell more products and services by third parties.
If we believe that talent management is a distinct approach placing employees, not practices, at the heart of an organisation, we can begin to refine a common understanding and build consistent measures to assess the impact of talent management interventions.
Agree a definition of talent management
If we believe that talent management is philosophically divergent from modern HR practice, that it focuses on employees as the key differentiator, the next step is to agree on a distinct definition.
Should talent management be focused on selecting and developing potential high performers, or should organisations manage all employees to become high achievers?
Focus on where talent management adds, and is separate from, existing SHRM research
The final step is to recognise, support and encourage academic research into talent management that is differentiated from SHRM.
While academic research into talent management is still in its infancy, a number of researchers such as Lewis and Heckman (Human Resources Management Review, 2006) and Boudreau and Ramsted (Human Resource Planning, 2005) are starting to articulate where talent management can diverge from SHRM. They also illustrate that future research into this new management science can add significant value to how organisations manage their most enduring competitive advantage – their people.
For example, Boudreau and Ramsted propose a model for assessing strategic talent management decisions known as the HC Bridge Framework. Using three levels of analysis – impact, effectiveness and efficiency – they suggest that talent investments can lead to strategic opportunities and are not just a response to strategic decisions.
What are the benefits of creating a separate management science?
By creating a distinct talent management science, professionals will be able to demonstrate their expertise; assess practices and processes against agreed criteria; and create marketplace advantages within their organisations.
Effective talent management that demonstrates a consistent definition, and is underpinned by distinct peer-reviewed research, can lead to the creation of enduring competitive advantage through people.