Talent management in practice in Australia: individualistic or strategic? An exploratory study

Janice Jones, Marian Whitaker, Pi-Shen Seet, Jarrad Parkin

    Research output: Contribution to journalArticlepeer-review

    31 Citations (Scopus)


    Drawing on the results of a qualitative study involving senior human resources (HR) practitioners and executives, this paper explores the nature of talent management in Australia, including whether organisations adopt an 'individualistic' or s̀tar' perspective or a more systems-level, strategic perspective on talent management. The results suggest that there is heterogeneity in how organisations execute talent management with a spectrum of approaches ranging from what is, in essence, a relabelling of human resource management (HRM), with a narrow functional focus; through to integrated HRM, with an exclusive individual focus; to a more organisationally focused competence development approach. We find evidence of an emphasis on the identification of key positions that can add significant competitive advantage and differentiated HR'architecture' associated with a more strategic perspective in some organisations. Overall, the study finds little indication of a systems-level, strategic perspective, with most firms taking an individualistic approach to talent management.

    Original languageEnglish
    Pages (from-to)399-420
    Number of pages22
    JournalAsia Pacific Journal of Human Resources
    Issue number4
    Publication statusPublished - Oct 2012


    • Australia
    • Individualistic
    • Strategic
    • Systems-level
    • Talent management


    Dive into the research topics of 'Talent management in practice in Australia: individualistic or strategic? An exploratory study'. Together they form a unique fingerprint.

    Cite this