The purpose of this paper is to explore whether talent management (TM) practices are fundamentally different from traditional approaches to human resource management (HRM) and whether TM in China is an element of the struggle by those in the human resource (HR) profession to improve its credibility and status.
Case studies are the main method of collecting data. These are supplemented by documentary analysis. Four in‐depth case studies were undertaken in Beijing. The target organizations were chosen from the information technology, health care and education sectors. The interviews were semi‐structured and were conducted with a range of stakeholders in each organization, including at least one HR specialist (normally, the senior HR professional, senior and functional managers as well as non‐managerial staff. In addition, interviews were also conducted in three management consulting firms regarded as being at the cutting edge in order to explore the orientation of such firms to the TM phenomenon.
TM emerges as being different from traditional HRM, incorporating new knowledge rather than being a simple repackaging of old techniques and ideas with new labels. Therefore, TM should not be seen simply as “old wine in new bottles” with respect to the case of China. In addition, this study challenges the idea that TM is yet another struggle by HR professionals to enhance their legitimacy, status and credibility within their organizations.
This study concerns itself with only well‐established and recognized multinational corporations in Beijing. There might be different conclusions for the other types of enterprises.
This paper offers new research on TM in China.
