Talent management means different things to different people. For some organisations, it means people development, for others, succession planning. Whichever way one looks at it, talent management essentially refers to 3 main things: sourcing, identification and development of skilled individuals, the aim being to increase organisational performance and improve competitive advantage.
Now given that ‘talent’ is not culture bound and is undefined in its very nature, it can literally be found anywhere – regardless of educational background, socio-cultural experiences, gender, ethnicity, disability, etc. In this sense, talent transcends equality groups otherwise called the protected characteristics.
For the sourcing, identification and development of talent to be truly viable therefore, it must fundamentally connect to the 3 core principles of diversity – fairness, transparency and inclusivity – which given the very fact of the diversification of talent described above, serves as the foundation stone upon which any talent management strategy or process must be built, for its legitimacy as a process.
Essentially, an effective talent management strategy must have diversity at its very core for it to be a truly viable process. Where this is not the case, the process remains questionable and represents a contradiction in terms at best.