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Talent Management

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Human Resource Management Review 16 (2006) 139 – 154 www.socscinet.com/bam/humres

Talent management: A critical review
Robert E. Lewis ⁎, Robert J. Heckman
Personnel Decisions International, USA

Abstract If the volume of literature in the popular and practitioner press is any guide, practitioners in the field of human resources are now primarily in the business of talent management. But what is talent management and what basis does it have in scientific principles of human resources and management? In this paper we address this question by reviewing problems with the definition of talent management and the lack of data supporting many practitioner claims. We then outline research that supports a systemsoriented definition of talent management that focuses on the strategic management of talent. We then outline future avenues of research to further develop the field of talent management and tie it more closely to the large volume of work in strategic human resources management. © 2006 Elsevier Inc. All rights reserved.
Keywords: Talent management; Strategic Human resources; Organization

A casual review of the trade and popular literature on the topic of “talent management” (TM) would certainly lead one to conclude it is a popular and growing field. A search on the phrase “talent management hr” in late 2004 using a popular internet search engine yielded over 2,700,000 hits. One year later a search on the same term yielded over 8 million hits. Given the number of consulting firms engaging in talent management and the growing number of articles and books on the topic, one might also believe “talent management” to be a well-defined area of practice supported by extensive research and a core set of principles. We find that such is not the case. A review of the literature focused on talent management reveals a disturbing lack of clarity regarding the definition,

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