Tension between talent identification and management

A project by the Lucerne University of Applied Sciences and Arts and the University of Lucerne is examining how organisations identify and manage talent. In the initial phase of the study, HR professionals were surveyed about current challenges and their approaches to addressing them.

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Companies are finding it increasingly difficult to attract and retain talented and highly skilled employees. As a result, talent management (TM) has become a central focus for line managers and CEOs, and is considered a critical factor for organisational success. As part of a sub-study, 47 Swiss HR managers were surveyed. Notably, the communication of TM was identified as one of the biggest challenges. The interviews also revealed significant variation in the roles played by HR and line management within TM processes.

Flexible role design is crucial

HR managers, line managers and employees assume different roles depending on how the talent management (TM) process is structured. The role of HR managers can range from providing support or acting as moderators to taking on a strategic leadership position. Supporting roles might involve offering only broad guidelines for talent identification, leaving line managers and employees to play the primary role in the TM process. According to the interviewees, this approach can give direct superiors the flexibility needed to address the numerous challenges associated with TM.

A more active role for HR managers - such as involvement in process design or implementing development plans for talent - allows them to contribute their expertise and experience more effectively. However, this requires the processes to remain straightforward. If the processes are overly complex, there is a risk that direct supervisors may be unwilling or less inclined to take full responsibility for the TM process. As one HR manager noted, excessively complicated and overloaded steps can lead to line managers abandoning the process altogether.

Sarah Kost, a doctoral researcher involved in the project, explains: "The results show that those involved in TM must adapt flexibly to varying needs and assume different roles over time, depending on the stage of development of the TM process." However, she emphasises that it is essential "for HR managers to hand over primary responsibility to line managers." According to Kost, this is the only way to secure long-term commitment from top management and evolve talent management into a strategic management process.

Transparency: a double-edged sword?

Communication in TM is often sensitive and complex, prompting HR managers to carefully consider their approach. The study revealed a trend toward greater transparency, with several HR managers expressing a desire to make processes fairer, more straightforward and more appealing to younger generations. Transparent communication in TM can yield both positive and potentially negative effects, the study suggests. 

On the positive side, processes perceived as fair and understandable are more likely to be accepted within the organisation, even by employees outside the talent pool. Clear communication about training and development programmes can also boost engagement and productivity, as employees better understand how to improve their skills. However, HR managers also expressed concerns about potential downsides. For example, employees not identified as talents might experience feelings of envy or jealousy, which could lower their engagement or even lead to intentions to leave the organisation. Nevertheless, the study's interviews suggest that these fears are often unfounded and do not represent significant threats in practice.

HR managers often experience tension or uncertainty regarding their approach to communication, as transparency in TM is frequently perceived as a paradox. The organisations surveyed revealed a wide range of levels and approaches to transparency and openness in TM.

According to Kost, transparency is an important foundation for organising TM processes in a flexible and inclusive manner. She points out that previous research has shown the impracticality of withholding information: "In 90 percent of cases, information about TM leaks out to employees anyway."

To address these challenges, it is advisable to tailor communication strategies to the organisation’s needs while ensuring that managers are not overwhelmed by the shift toward greater transparency. As Kost explains, "HR and management must agree on clear communication guidelines to support line managers effectively in their communication efforts."

Cooperation with the Lucerne University of Applied Sciences and Arts

The research project "The Talent Recipe: Multi-Actor Perspective of Talent Identification in Organisations" is being carried out by the Lucerne University of Applied Sciences and Arts (lead) in collaboration with the University of Lucerne and is funded by the Swiss National Science Foundation. The project is led by Dr Anna Sender, Professor at the Lucerne School of Business and a member of the Centre for Human Resource Management (CEHRM) at the University of Lucerne. The research team includes Sarah Kost, a doctoral student at the University of Lucerne under the supervision of Professor Bruno Staffelbach and a research assistant at the Lucerne University of Applied Sciences and Arts; Marina Pletscher, a research assistant at CEHRM; and Dr Lea Rutishauser, a lecturer at CEHRM.

The findings from the first phase of the study were published in the report "Managing Talent in Organisations – Insights and Trends." The project is set to run until the end of February 2026.

More information and download the study report