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Talent management is a growing research stream within human resource management, and despite the great progress accomplished in the definition and conceptualization of talent management, there is still an acute debate among scholars and practitioners with regards to the best approach to talent management: whether it is exclusive -- focusing on the most high-performing and high-potential employees, or inclusive -- aiming at developing all the employees. This lack of consensus hinders the advancement of the field. The current symposium aims to advance the talent management literature stream. First, it contributes to a better conceptual clarity with regards to the definitions of exclusive and inclusive talent management. Then, it explores the consequences of these approaches on employee attitudes and behaviors. Finally, it sheds light on the challenges that multinational companies specifically face with regards to the implementation of such practices. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to investigate the impact of talent management on the career paths of the individuals designated as talents by their organization, taking a career capital perspective. The research is based on a qualitative, explorative single-case study in a multinational company (MNC). We conducted 37 interviews, 29 with talents and 8 with HR managers. The results show that exclusive talent management programs lead to the accumulation of career capital and more precisely company-specific career capital, which influence the career path of participants: it leads to a hybrid career type, intra-organizational career with frequent career moves (including across divisions) and expatriation assignments. Finally, we propose that talents accumulate company-specific career capital, which increases their career satisfaction and intention to stay within the company. We contribute to the careers and talent management literature streams by making three research propositions to be tested. Furthermore, we provide practitioners with insights on how to develop and retain talent. [ABSTRACT FROM AUTHOR]

This paper aims at contributing to the talent management and organization research fields by investigating the mechanisms and consequences of elite construction through an exclusive talent management program in a multinational company (MNC). We conducted an exploratory single-case study in a MNC operating in 17 countries by interviewing HR managers as representatives of top management and participants in a talent management program in seven countries. Other data sources included non-participant observation and the use of internal and external documents. Our results show that talents develop a common elite identity based on exclusiveness, power and privileges through the mechanisms of performing rituals, acculturation through symbols, preferential treatment, social networking and acquisition of insider knowledge. We go further by arguing that talents build a distinct organization within the MNC, which we name endo-organization. It has noticeable shared values and attitudes and clear organizational boundaries. As well as the positive outcomes of the endo-organization on both individual and organizational levels, undesirable effects are outlined. [ABSTRACT FROM AUTHOR]

Global talent management is a key success factor for companies, as investments made to attract and retain talents is enormous. However, the link between talent management practices and retention is under-researched. In this paper, we fill this research gap by proposing a theoretical model linking talent management practices and talent retention, exploring the respective relationships with knowing-whom career capital, career success and affective commitment. We conducted a survey among talents and a control group within a multinational company to test our model through structural equation modeling. The main results show that talent management practices have a positive effect on talent retention and that career-related aspects are key factors in retaining the best employees on a global scale. Thus, our contribution is threefold: A conceptual model, empirical evidence and a new literature-based index developed to measure talent management. [ABSTRACT FROM AUTHOR]