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Talent Management (TM) is traditionally analyzed as a set of interrelated processes that firms use to develop their human capital in accordance with their needs. Turbulent environmental conditions are pushing TM to evolve in order to cope with change and uncertainty and is prompting talent managers to attempt to change the nature of TM. We investigate how talent managers are conducting this change through a framework based on social agency. We present exploratory research conducted on 20 companies in the aeronautics and space sectors, a set of industries facing turbulence. On the basis of 35 formal and 27 informal interviews, we outline three strategies being used by talent managers that are enabling TM to evolve: selection, negotiation, and exploration strategies. Our research reveals that TM is a flexible construct within companies facing turbulence, which gives TM a role as a method of planning and a vehicle for change.

Talent management in turbulent times: Selection, negotiation, and exploration strategies for talent management in the aeronautics and space industries