Table II Typology of TM Humanistic...

Table II

Typology of TM

	Humanistic	Competitive	Elitist	Entrepreneurial
View on talent
(a) Object or subject	Subject	Subject	Subject	Subject
(b) Inclusive or exclusive	Inclusive	Exclusive	Exclusive	Inclusive
(c) Innate or acquired	Acquired	Innate	Innate	Acquired
(d) Output or input	Input and output	Output	Output and input	Input
(e) Transferable or context dependent	Context dependent	Transferable	Transferable	Context dependent
TM practice: recruitment			Principal practice
(a) Reliance on recruitment	Low (make)	High (buy)	Low (make)	Low (make)
(b) Existence of entry-level fast track positions	No	Yes	No	No
(c) Reliance on formal selection tools or on personal judgment	Formal tools	Formal tools	Personal judgment	Personal judgment
TM practice: talent identification		Principal practice
(a) Regular talent reviews	Yes	Yes	Yes	No
(b) Reliance on formal identification tools or on personal judgment	Personal judgment	Formal tools	Personal judgment	Personal judgment
(c) Identification based on output or input	Input and output	Output	Output and input	Input
TM practice: talent development	Principal practice
(a) Program-based or experienced-based development	Equal emphasis	Program-based	Experience-based	Experience-based
(b) Exclusive or inclusive programs	Inclusive	Exclusive	Exclusive	Inclusive
(c) Talent pool activities are undertaken	No	Yes	No	No
TM practice: career management and succession planning				Principal practice
(a) Career management focus	Partly self-managed, partly traditional organizational career	Traditional organizational career	Traditional organizational career	Self-managed
(b) Career paths	Loosely defined	Clearly defined	Clearly defined	Ad hoc
(c) Vertical or horizontal promotion	Both	Vertical	Vertical	Both
(d) Regular reviews of talent pools	No	Yes	No	No
TM practice: retention management
(a) Emphasis on strong employer brand	High	High	High	High
(b) Reliance on loyalty-enhancing activities aimed at talents	Low	High	High	High

	Humanistic	Competitive	Elitist	Entrepreneurial
View on talent
(a) Object or subject	Subject	Subject	Subject	Subject
(b) Inclusive or exclusive	Inclusive	Exclusive	Exclusive	Inclusive
(c) Innate or acquired	Acquired	Innate	Innate	Acquired
(d) Output or input	Input and output	Output	Output and input	Input
(e) Transferable or context dependent	Context dependent	Transferable	Transferable	Context dependent
TM practice: recruitment			Principal practice
(a) Reliance on recruitment	Low (make)	High (buy)	Low (make)	Low (make)
(b) Existence of entry-level fast track positions	No	Yes	No	No
(c) Reliance on formal selection tools or on personal judgment	Formal tools	Formal tools	Personal judgment	Personal judgment
TM practice: talent identification		Principal practice
(a) Regular talent reviews	Yes	Yes	Yes	No
(b) Reliance on formal identification tools or on personal judgment	Personal judgment	Formal tools	Personal judgment	Personal judgment
(c) Identification based on output or input	Input and output	Output	Output and input	Input
TM practice: talent development	Principal practice
(a) Program-based or experienced-based development	Equal emphasis	Program-based	Experience-based	Experience-based
(b) Exclusive or inclusive programs	Inclusive	Exclusive	Exclusive	Inclusive
(c) Talent pool activities are undertaken	No	Yes	No	No
TM practice: career management and succession planning				Principal practice
(a) Career management focus	Partly self-managed, partly traditional organizational career	Traditional organizational career	Traditional organizational career	Self-managed
(b) Career paths	Loosely defined	Clearly defined	Clearly defined	Ad hoc
(c) Vertical or horizontal promotion	Both	Vertical	Vertical	Both
(d) Regular reviews of talent pools	No	Yes	No	No
TM practice: retention management
(a) Emphasis on strong employer brand	High	High	High	High
(b) Reliance on loyalty-enhancing activities aimed at talents	Low	High	High	High

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