The talent deal and journey

The purpose of this paper is to develop understanding of the employee response to strategic talent management through centrally considering the employee and introducing the “talent deal”; defined as the modified psychological contract and exchange expectations of talented employees resulting from perceived talent status

Karin A. King

2015

Scholarcy highlights

  • Emerging recently as a sub-field of strategic human resource management, and of strategic relevance to CEOs and executive management today, strategic talent management considers the management of a firm’s talent; the workforce segment expected to contribute disproportionately to organisational performance and to which many organisations already allocate disproportionate resources
  • The purpose of this paper is to develop understanding of the employee response to STM through centrally considering the employee and introducing the “talent deal”; defined as the modified psychological contract and exchange expectations of talented employees resulting from perceived talent status
  • Given the high profile nature of business investment in strategic talent today, this paper argues that talent identification is expected to influence the employee psychological contract such that the talent label is associated with perceived promise even if only implied by management rhetoric or HR processes
  • This paper argues the central aim of STM is to generate perceived mutual investment, understood to represent an employee organisation relationship which is balanced and broad to retain and motivate talent
  • This paper argues that anchoring events occur within the EOR of talented employees, resulting from the interaction of multiple actors in conducting talent management including the employee, supervisor, leader and HR
  • The Talent Deal and Talent Journey illustrate the dynamic context within which employees experience STM and make sense of organisational signals
  • The research model advances our understanding of the mechanism by which strategic talent management impacts the talented employee, deepening our understanding of how human capital is engaged and deployed through strategic human resource management practices and draws attention to possible risk of increased employee expectations of exchange

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