Strategic talent management: creating strategic value by placing top talents in key positions

Purpose This paper aims to argue that traditional talent management practices cannot lead to organizational excellence. Design/methodology/approach On the basis of their extensive HR-experience, the authors analyze common talent management practices and demonstrate the need for a different approach. Findings Strategic talent management should align and mutually reinforce business development and personal development to enhance strategic success. Research limitations/implications Increasing dynamics and agility in business require HR-professionals to really master strategic thinking and practices and develop themselves as true participants in strategy development. Practical implications Talent managers should start thinking in terms of strategic capabilities for the organization. Social implications Strategic talent management starts with the where and what of the work that has to be done and only then looks at who. Originality/value The paper introduces the new concept of A-positions where top talents and strategic organizational capabilities can reinforce each other.