Twenty-first century organisations are facing important challenges in what concerns human capital. One of these challenges is talent management [1; see also 2]. In fact, different reasons have contributed to highlight the importance of talent management, mainly due to the competition between employers at the local level but even more at the global level [3; see also 2, 4]. According to Farndale et al. [3, p. 161; see also 5], “[t]his globalization of talent management brings with it a requirement to create new HRM tools, methods and processes to provide the necessary co-ordination systems to support global integration”.
J.L. Ribeiro (H) • D. Gomes
© Springer International Publishing AG 2017 73
C. Machado (ed.), Competencies and (Global) Talent Management,
Management and Industrial Engineering, DOI 10.1007/978-3-319-53400-8_4
More recently, the discourse is the one where the central element of strategic human resources policy is the maximization of the talent of individual employees as a unique source of competitive advantage for organisations [3, 6, 7]. However, the problem that emerges is the extent to which organizations effectively manage their talent in this respect [3, 8].
Nonetheless, this is still an under-researched area, characterized by little theory development and reduced empirical evidence [1, 9]. In a context of increasingly global competition where it is recognized the importance of talent management for success, according to Farndale et al. [3, p. 161] “the concept is still lacking in definition and theoretical development”.
The main objective of this chapter is to contribute to a better understanding of the meaning attributed to the concepts “talent” and “talent management”, from the point of view of students of the curricular unit International Human Resources Management. More specifically, the study conducted aims to understand how Human Resources Management (HRM) may play a relevant role in attracting and retaining talents. Through the use of specific organisations, seen as exemplar in the management of talents, the participants reveal their perceptions about these concepts and the development, waste or loss of talents, as well as the role that HRM has in this subject.
This chapter is structured in 5 sections. The second section provides a literature review on the concept of talent management from different perspectives and from the perspective of HRM. The third section describes the research method adopted in this study and is followed by the analysis and discussion of the results in section four. The chapter ends with the conclusion.