Questioning the value of a consistent approach to talent management: When one best way is not enough
We adopt a discourse analytic approach in order to investigate the value of consistency in talent management. Specifically, we explore the ways in which talent management is talked about within a professional services firm. Our study reveals divergent opinions among the firm's executives and business units about whether consistent practices were required to realize the longer term benefits associated with effective talent management. Our study contributes to a more comprehensive understanding of how and why these divergent opinions emerge and their impact on the actual practice of talent management. In doing so, it questions the assertion that talent management should be systematically and consistently practiced. We suggest that rather than adopting a firm-wide, "one best way" approach, organizations would do better to identify and manage talent in ways that are fluid, flexible, and customizable.
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