Abstract
Purpose – The purpose of this article is to consider the ways the notion of ‘‘talent’’ has developed over
many years, both historically and linguistically, in a number of European and non-European languages
and in use in organisations, and its use in talent management.
Design/methodology/approach – The information was gained froma literature review of key reports on
talent management and a major review of ten organisations across sectors and by interviewing over
100 individuals involved in talent management programmes in the UK and abroad. Holden and Tansley
also conducted a philological analysis of the word ‘‘talent’’ from both an historical and a
linguistic-comparative perspective analysing publications by consultancies and articles in the
management press considering both literal (denotative) definitions and metaphoric (connotative)
associations of the term talent in English, noting contrasting usages of the word in other languages.
Findings – There is no single or universal contemporary definition of ‘‘talent’’ in any one language; there
are different organisational perspectives of talent. Current meanings of talent tend to be specific to an
organisation and highly influenced by the nature of the work undertaken. A shared organisational
language for talent is important. There is high level of influence of management consultants in the
development of the term in managing people with unique knowledge and skills.
Practical implications – Organisational talent, in order that it can be identified and developed, must be
visible, stimulated and nurtured, and the first step to this is to have an agreed organisational definition of
talent.
Social implications – Talent management that only recognises a narrow definition of talent negatively
impacts on the full utilisation of a nation’s talents.
Originality/value – There are no other articles currently published which attempt to define talent from
such a historical, linguistic, organisational and individual perspective.
Keywords Talent, Talent management, High potential, High performance, Strengths,
Human resource development, Skills
Paper type Conceptual paper
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