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IBT Journal of Business Studies

This document discusses different perspectives on the concept of talent across cultures and languages. It notes that European languages view talent as an innate factor, while the Japanese language sees talent as an accomplishment yet to be achieved. The document also defines talent management as identifying and fulfilling an organization's long and short-term human capital requirements, especially for key positions that are difficult to fill. Finally, it lists several related terms for talent such as ability, capacity, capability, commitment, competence, and contribution.

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17 views1 page

IBT Journal of Business Studies

This document discusses different perspectives on the concept of talent across cultures and languages. It notes that European languages view talent as an innate factor, while the Japanese language sees talent as an accomplishment yet to be achieved. The document also defines talent management as identifying and fulfilling an organization's long and short-term human capital requirements, especially for key positions that are difficult to fill. Finally, it lists several related terms for talent such as ability, capacity, capability, commitment, competence, and contribution.

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IBT Journal of Business Studies

Each culture has provided its own unique interpretation of the term talent and its understanding
explains how speakers of a particular culture take a specific perspective towards talent
(perspectives include exclusive/inclusive and subject/object). Two cultures, European and
Japanese, present an interesting example. European languages (English, Russian, Polish and
French) consider talent to be an innate factor , whereas Japanese language specifies talent to
be as an accomplishment yet to be achieved (Tansley, 2011).

This discussion establishes that talent is c


languages and it is an acquired accomplishment in the Japanese language. Out of all the
definitions that were studied during the course of preparation of this thesis, a common
Talent
behavior (things that an individual does more efficiently or easily than others around him / her)

defines those systems or processes which enable organizations to identify and predict long /
short term human capital requirements and how to fulfill the same. The major portion of work
on TM deals with management and top level positions but the field of TM applies to all the
positions in an organization that are key to its functioning and are relatively harder to fill.

Talent is not the only term that describes people with exceptional ability or gifted qualities to
achieve extra ordinary accomplishments. There are other terms such as gifted, able, or
promising that are used to describe people with high levels of achievement. Gallardo-Gallardo
et al. (2013) elaborated the following terms that are related to or used in place of Talent
Management (TM). These terms are explained in table 1below.

Table 1
Talent Management (TM) Related Terms
Related
Sources used Title of Publication
Terms

Rob Silzer and


Ability Strategy-driven Talent Management: A Leadership Imperative.
Dowell (2010)
La gestión del talento: Enfoque conceptual y empírico. Boletín
Capacity Rodríguez (2001) de Estudios Económicos, as cited by (Gallardo-Gallardo et al.,
2013).

Global Talent Management: How Leading Multinationals Build


Capability Stahl et al. (2007)
And Sustain Their Talent Pipeline.
Younger et al.
Commitment Developing Your Organization's Brand As A Talent Developer.
(2007)
Bethke-
The Differentiated Workforce: Effects Of Categorization In
Competence Langenegger P
Talent Management On Workforce Level.
(2012)
Younger et al. The Differentiated Workforce: Effects Of Categorization In
Contribution
(2007) Talent Management On Workforce Level.

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