Sharna Wiblen

Talent management is a linchpin of organisational triumph in our dynamic and swiftly evolving business world. As a key decision-maker, your capacity to craft astute talent decisions holds the potential to transcend your company from mere mediocrity to unparalleled excellence.

However, brace yourself for a revelation: Many of your long-held convictions about talent may be profoundly flawed. What if we shared a secret that could revolutionise your perspective? What if the gateway to unleashing your team’s boundless talents resides within your thoughts and judgments? Imagine the possibilities if you could harness exponential outcomes by elevating the calibre of your decision-making.

In ReThinking Talent Decisions, Sharna Wiblen, PhD, presents an uncomfortable truth: Talent decisions are always subjective. Drawing on examples from business, sports, movies and everyday interactions, Sharna emphasises the importance of understanding complexity and encourages deliberate, intentional, and informed decisions and conversations around talent.

Co-authored with Anthony McDonnell

Talent management is a central element of managerial discourse and organisational practice. This short-form book provides a succinct overview on the state of research on talent management.

Anthony McDonnell and I set out the key themes, arguments, trends and future research trajectories of talent management, highlighting major works in the field. As a research topic with a fragmented body of knowledge, pluralistic perspectives are summarised, while workforce differentiation emerges as a central element.

A critical introduction for students, scholars and reflective practitioners, this book guides readers through a relatively new and rapidly developing area of management research.

This book focuses on digitalised talent management—the use of information technologies in talent management. The book affords theoretically, methodologically and empirically informed insights that are especially salient given the need for executives and organisations to balance the role of humans and technology, while ensuring competitiveness in this interconnected and increasingly digital world. In doing so, the book will shape and contribute to academic and industry-based conversations about the role of technological innovations in enabling organisations to transition towards digital ways of organising talent, as well as the associated implications for the who, what, where, when, and why of talent management as stakeholders decide which aspects of talent management can be delegated to technology, and those that require human agency. 　

Featuring contributions from: Alec Levenson (Competencies), Janet H. Marler and Lexy Martin (People Analytics), Kristine Dery (Empowering the workforce for digital), Sophie Goodman (Anthropology, Culture and Ethnography), Jeroen Meijerink (Gig economy) and Andy Charlwood (Artifical Intelligence).