During one of our family dinners, my brother was once asked by his girlfriend at the time – “What does Noga do in her line of work?”. I raised my ears curiously. After a moment’s silence, he answered – “I really don’t know. Noga, what do you do?”. It is important to understand that by then I have already engaged ten years in my profession, and could explain, though not in detail, the research he was carrying out on the ecology of salamanders …. Talent management is evidently not something that can be defined in two words.
In this post I will try to clarify what “Talent Management” is all about and how it is affected by the goings on in the business and enterprise worlds today.

What is a “talent” and how is it managed?
We’ll start with the evident question – What do we mean by “Talent”? A non- dictionary definition says: “Talent is a person of unique characteristics with critical contribution to the organization”. Talent is defined as a person who applies a wide range of abilities, skills, knowledge, understanding and attitudes, when performing his duties in the organization. These may change with organizational needs and during various periods in the person’s life.
Clearly, talent management pertains to the process that ensures the organization has the right people with appropriate skills, at the right time and in the right positions, to enable the organization implement its strategy in an optimum manner. Using a different perspective, talent management can be looked at as the management of supply and demand of organizational talent in relation to its short and long term assignments. From the perspective of an individual in the organization, talent management is creating the organizational space required for the development and realization of his abilities and potential, while contributing to the achievement of corporate goals.

Talent management in a changing organizational world
Trends and changes in the world in general and in the organizational field in particular significantly affect the management of talents.
Reviewing these trends briefly, we can say that demographic centers of power in the world are changing. People live to an older age and retire earlier. Change is a way of being, not something to be managed until completion and then achieve stability. Over time, the world is increasingly becoming global. Location is no longer an obstacle to work, particularly in a global company specializing in intercultural differences. Technology is cheap, readily available and becoming a promoter rather than inhibitor. People are active in social media and communities. They are used to selecting, influencing, being equal, and treated as partners.
These and other trends affect organizations as well. The boundaries between work – supplier – client – manager are becoming blurred. Formal-hierarchical power is no longer sufficient to impose authority. Formal authority is being replaced by boundless, equitable, empowering and even confusing relations.
The hierarchical, stable and well-defined organizational world no longer applies in the dim, changing business world. Organizations work under a changing and dynamic structure with teams that lack managers …. We apply distant-working, foster remote ties, and meet and part ways from a distance. We operate within multi-generation organizations that have diverse needs and worldviews. Relationships and contracts between employees and organizations keep changing, taking various shapes and forms.

Implications of Changes on talent management
All the changes numerated above, bear four major implications for talent management that can be mapped as four D’s: Deficiency, Diversity, Dialogue and Dynamics.
Deficiency - Talents are becoming scarce, and this significant shortage is expected to grow in the coming years. In order to cope with this shortage, we should apply a broad and open definition of “talent”, focusing on talent flow design plans (who bear potential? Who are successors? What jobs constitute a critical path to development into senior management positions? What are the risks involved?, etc.). Moreover, organizations should prepare infrastructures that facilitate dynamic flow of talent, such as recruiting candidates through innovative concepts, connecting new members to the organization, and transfer of knowledge.
Diversity – Significant diversity typifies both the talent domain and the treatment of existing and potential talent in the organization. Talent can hide where we did not think to look for it. Organizations should understand that diversity and inclusion are an existential need in their ability to benefit from the diverse capabilities found within the population. The globalization process that organizations undergo, expose them to multi-culturalism. Organizations’ ability to connect cultural diversities is a key to creating competitive advantage both in business and on talent management level. Openness and awareness of diversity, be it age, generational gaps, background, location or any other dimension, are critical to managing diverse talent. Awareness in itself is not enough to produce and promote diversity. We must create processes, concepts and mechanisms that facilitate diverse talent recruitment and management.
Dialogue – Today’s talents wish to hold a dialogue and don’t accept organizational authority as a given absolute. They seek to influence, be a partner, initiate, and become part of an organization that makes a difference. Organizations should adapt to expectations of the Y Generation and hold a sharing and flexible dialogue about the added value they provide to their people, including individual adjustments according to personal needs. All these have implications on the ways in which we build and design employment contracts and labor relations, reward and recognize, and develop and grow people.
Dynamics – On top of all the above-mentioned facts, we live in an ever-changing talent world and must maintain a proper balance between short-term and long-term practices; between the structured and orderly and an “open space”. We must perform routine, accurate and focused processes of talent management and review. We must find and train people to be able to change with us as an organization and make the most of these changes. The ability of employees and managers in organizations to learn, change, adapt and maintain professional and personal networks is becoming increasingly critical.
Moreover, given this current dynamics, we must always be willing to examine and challenge our basic assumptions (including those written here).

To sum up the implications of all trends on talent management processes, all processes should take place routinely, remaining focused and accurate. They should also be examined through the prism of diversity, while developing awareness of and inclusion capabilities. We must invest more in talent planning with constant adjustment to strategic processes. Always continue to ask, examine, challenge and wonder.
Is all the aforesaid relevant only if you are human resource manager or engage in organizational development? The answer is “no”. Talent management is an administrative, leadership task. A “real” talent manager of a business unit is its manager. This person is responsible for setting and implementing a strategy, and talent management is one of the tools at his/her disposal to make sure that it does, indeed, materialize.