Faulty Intel in the War for Talent: Replacing the Assumptions of Talent Management with Evidence-based Strategies

Despite a raging “war for talent, ” the field of talent management suffers from a lack of empirically developed definitions, goals or models. Lacking these, organizational leaders have relied on commonly accepted HR practices that have been rebranded as “talent management.” This article reviews the research, challenging many of the foundational assumptions of these HR practices. The implications of this research are reviewed and “evidence-based strategies ” for talent management proposed with examples provided of each strategy