Good question and I advice you to read social exchange theory with fucuse on the two reactions of employees:First, that TM leads to positive outcomes in employees identified as talents; and second, that TM creates differences between talents and employees not identified as talent.

Regards

Talent management is an organization's commitment to recruit, hire, motivate, develop, and retain the most talented and superior employees available in the job market. If you attract and hire good employees but don't invest in their development, you won't be able to retain them or unleash their potential.

The most common mistake in seeking the best available talent is the failure to do a proper job analysis. Each position is dependent upon "flair factors" that are key determinants of success.

For example, George C. McLellan was thought of as the best qualified man to lead the Union Army in the Civil War. McLellan looked great on paper, had all the best qualifications, and was an absolute dud. Ulysses S. Grant was considered a drunk, he was unsuccessful in his private life, and his West Point record was only average at best. Yet Grant was the General who successfully led the Union Army to victory over Robert E. Lee.

It takes talent, experience, and insight to identify flair factors. Conducting an effective job analysis is a rare skill.

CC

The word "Talent" is seductive and every single employe wish to be appointe as "talent". At the same time every boss of course would like to have talents in his/her team. So far so good.

Which impact will the nomination have on:

* The relation between the talent and his/her apperently les gifted collegues?

* Motivation among the many (most of the staff) who are discarded in the competition?

* The relation between the talent and the boss who soon will have a competitor for his/her chair?

I just wont to point out that starting a Talent Program should include carefull considerations on the psycodynamics to be released both at the time of announcement and later on in the process.

Good luck out there and beware of seductive words like Talent in the Management lingo jungle!

Talent management teams usually look for high performers with excellent track records who can improve the performance of their organizations.

This is easily done in the case of sales staff because it is easy to measure sales using quantitative targets. However, other variables like situational factors and soft measures like leadership and interpersonal skills that influence performance in non-sales staff.

In short, employers must consider more factors than merely quantitaive targets for non-sales staff.

Employees on the other hand want good pay and working

...conditions. Questions asked usually focus on how the recruit can contribute to the organization.

To add on to what Cam Caldwell said above, the next key step after doing a proper job analysis is to develop a selection process that will best help you to determine who has the KSAOs (knowledge, skills, abilities, other attributes) for your position and who will be the best fit for your organization. So many companies don't do this well.

This article may also help you see it from a different angle:

https://www.linkedin.com/pulse/four-major-mistakes-during-recruitment-mosi-dorbayani/

If you link the TM with organizational entrepreneurship or intrapreneurship, you will bring an important concept or new ideas to the academic world...

The talent management teams focus one's own competitiveness, backbone, and perseverance in recruitment processes. That is to say, a development possibility and chance of success of the applicant are their main interests.

Long term commitment is the top most expectation. They do generally ask about the plans in the next five years. How services from employee benefits organisation.

The Talent management not only look for the competative and emerging talent, but also take care to retain and look for their growth prospects.

For me, the role of talent management more to find the right system about hiring including recruiting and selecting, training, even retention to get great employees according the needs of your organisation. You must be careful to formulate the steps, the people involved, maybe even the tools that will be used that can support your work.

In the past, they were looking for knowledge. But this was also misunderstood, because knowledge was equal to good memoristic performance. In this moment, besides ethical issues, the most important is recuiting people able and willing to learn. Yes...learning is more important than knowledge. The attention to socioemotional competencies is part of this learnining orientation. Recuiters are paying attention to problem solving, creativity, decision making, leadership, teamwork and motivation. Then, although technical competencies are important, the difference will be in socioemotional competencies and the orientation to learning. That´s my view.

Я поддерживаю позицию Франсиско Херардо Баррозу Танойра относительно того, что талантливые сотрудники должны быть способны и желать обучаться...важное значение в условиях возрастания роли цифровых технологий в принятии эффективных управленческих решений на уровне организации приобретает эмоциональный интеллект работников