• Purpose
We seek to show appreciation for the collective endeavour of work practices based on varying degrees of dependence, interdependence and mutuality between at least two people. Such dependencies have to be concerned with how talent is used and how this use is an interaction between people, a process we will call talenting. The aim of this paper is to provide a method to explore talenting.
• Design/methodology/approach
The paper will begin with a brief overview of recent debates relating to Talent Management and Development (TD). We argue that TMD seldom pays attention to work practices where performance is frequently a collective endeavour. We provide a case to explore talenting in West Yorkshire Police. A mapping method is explain to identify work practices and obtain narrative data.
• Findings
12 examples are found and three are presented showing various forms of dependency to achieve outcomes.
• Research limitations/implications
TMD needs to move beyond employment practices to work practices. There is a need to close the gap between traditional TMD employment practices, usually individually focused, and work practices which are most likely to require a collective endeavour.
• Practical implications
There needs be ongoing appreciation of talenting to add to TMD activities.
• Social implications
We recognise a more inclusive approach to TMD
• Originality/value
Probably the first enquiry of its kind.
Keywords – Talent Management and Development, Talenting, Collective Endeavour, Dependency and Interdependency
