Understanding Talent Management in Borderless World

Organizations are notorious for under-utilizing the talent that they have. Rarely are the organizations able to synthesize in a way that capitalize on the skills and knowledge that the individuals possess when they come in the organization. While discrete silos of information exist – and scattered efforts persist, there is no holistic picture of the individual and the talent both latent and apparent. This hinders effective talent management in a borderless world. It is nearly unanimous that HR can and should add more value to organizations. The best way to do this is by being a business partner -by directly improving the performance of the business. This can be accomplished by effective talent management, helping with change management, influencing strategy and a host of other value-added activities that impact effectiveness (Lawler, III, E. E. 2005). Data around the individual grows as the employee cycles through the organization. To ensure that this growing circle of data about the employee is sustained and available to those who can benefit in decision-making through that knowledge, there is crucial need for understanding talent management. This is the core of this paper. Based on in depth literature review, contextual analysis the paper aims to understand what constitutes talent management in a borderless world. It traces the evolution of talent management, compares the old vs. new realities in organizations, discusses linkage of talent to strategy and throws light on critical issues of global talent management.