Approaching talent in the workplace : Practitioner definitions and strategic implications

Abstract: Purpose – To study HR practitioners’including managers’subjective definitions of talent, and its possible influence and implications if any on talent management strategy in acorporation. Design/methodology/approach – Qualitative study using one-on-one and group interviews in combinationwith participation observation. Findings–Workplace talentdefinitions of practitioners seems to be influenced by talent outside the workplace. Individuals involved in strategic formulation has in addition criteria in line with strategic goals. Influence on the employee-organisation relationship is discussed. Practicalimplications – Practitioner definitions in line with an exclusive approach may be a challenge to inclusive initiatives. This conceptualisation may be dependent on culture, which has implications for a global perspective. A dynamic talent label may influence retention due to the psychological contract. Originality/value – This study analyses talent definitionsof managers and practitionersin-depth, provides a multi-dimensional approach to talent management, integrates a psychological perspective while providing empirical research in a Swedish context.