Conceptualising inclusive talent management: potential, possibilities and practicalities

By Stephen Swailes, Yvonne Downs, K. Orr. 2014

129 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/6f302eee493f5eb338157090f38c23bd61951151

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management of Technology and Innovation

1. Maria Christina Meyers
2. J. Paauwe
3. Marianne van Woerkom
4. Nicky Dries

In Organizational Behavior and Human Resource Management

1. Maria Christina Meyers
2. Marianne van Woerkom
3. G. D. Boeck
4. J. Paauwe
5. Nicky Dries
6. H. Seeck
7. Marjo‐Riitta Diehl
8. K. van de Voorde

In Social Psychology

1. Maria Christina Meyers
2. Marianne van Woerkom
3. Nicky Dries
4. G. D. Boeck
5. J. Paauwe
6. Arnold B. Bakker

Citations in the corpus

• HR managers’ talent philosophies: prevalence and relationships with perceived talent management practices (2019, background): “Per employee, one needs to identify his or her talents, and find a suitable position that allows him or her to use them (Swailes et al., 2014).”
• Employee reactions to talent management: Assumptions versus evidence (2018, background): “…emerging research stream on ‘inclusive’ TM, defined as “[systems that] recognize the full range of talent in the organization and deploy talent according to job fit […] with the principle that those who need more help to function at their best get the help they need” (Swailes et al., 2014, p. 534).”