Another view maintains that talent can allegedly be a potential trait, a symptom of inherent ability, a foreshadowing of future greatness, or a way of describing an individual’s early achievements or performance merits (Downey Greg, 2009).
Whilst at the same time paradoxically, talent can be understood as the reason why some experts are more capable than others; unlike a concept like jeito, (a Brazilian term for knack), talent is more often than not generally very much task specific or specialized, even while a talented person is believed to be often quite versatile.
The present, as is evident, is immensely competitive, be it in terms of sourcing activities, investor relations, technological advancement or simply the workforce.
The human resource managers are now faced with the double-edged sword of identifying, selecting and nurturing potential talent and also to formulate and implement pertinent strategies that can effectively contribute towards the achievement of organizational objectives.
These elements, coupled with the requirement to align workers directly with business goals, compel HR to progress from policy formation, cost diminution, process competence and risk management to lashing a fresh talent frame of mind in the organization.
Therefore, talent management is an ongoing process that provides the optimal personnel for a particular business.
It therefore falls under the Management, specifically the HR Division, to situate candidates with discretion and prudence simply because a wrong fit can result in additional hiring, re-training and all such wasteful activities.
“Talent management” is a complex assortment of associated HR processes that delivers an easy elementary benefit for any business (SHRM, 2009).
Under this role, HR performs as the strategic enabler and a catalyst of talent management processes that empower the managers and workforce whilst developing business value.
Taleo’s graphical representation stresses upon the mandate of talent management to be responsive to the organizational goals and accordingly be the driving force behind the business performance.