Talent Management has gained importance over the years and as long as we need a smooth and uninterrupted flow of business; it is going to be an indispensable part of any HR strategy. Following definition clearly outlines what is Talent Management: “Talent management is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs.” - Silzer and Dowell Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments. Thanks & Regards,

1. 1
100
Quotes
Management
Talent

2. 2
Industry Leaders
Strategic approach
Buy-in – Ownership
Culture
Integration
Inclusive – Exclusive
Analytics – Tech
Process – Tools
Assessments
Measures – Metrics
Other
03 – 12
13 – 22
23 – 32
33 - 42
43 - 52
53 – 62
63 – 72
73 – 88
89 – 91
92 – 95
96 - 102
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3. 3
“The key is to develop and promote insiders who are
highly capable of stimulating healthy change and
progress, while preserving the core.”
- Jim Collins

4. 4
“Developing talent is business‟s most important task—the
sine qua non of competition in a knowledge economy.”
– Peter Drucker

5. 5
“Talent management deserves as much focus as
financial capital management in corporations.”
– Jack Welch

6. 6
“I view my primary job as strengthening our talent pools.
So I view every conversation, every meeting as an
opportunity to talk about our talented people.”
– Jack Welch

7. 7
“There is no way to spend too much time on obtaining
and developing the best people.”
- Larry Bossidy

8. 8
“Quality is one capability that GE has focused on for over
a decade; talent management has been a focus for over
fifty years.”
- Edward Lawler

9. 9
“Talented people are vital to our continued success, and
we continuously invest in our associates, giving them the
tools and training to succeed.”
– Indra Nooyi

10. 10
“A company that can leverage resources and
management talents across a broad array of
opportunities may have an efficiency advantage over
firms that cannot.”
– Gary Hamel

11. 11
“What‟s most impressive is that your team (Google) has
built the world‟s first self-replicating talent machine.
You‟ve created a system that not only hires remarkable
people, but also scales with the company and gets
better with every generation.”
- Paul Otellini, Intel

12. 12
“Indeed, if other organizations are managing their staffing
processes exclusively in terms of headcount and cost,
more sophisticated organizations may well emerge as the
victors in the more subtle game of talent management.”
- Wayne Cascio

13. 13
“People will be at the forefront of strategy and talent
management will be a critical component part.”
- Turner & Kalman

14. 14
“Ultimately any talent management approach needs to
deliver results that help to achieve a business strategy.”
- Silzer & Dowell

15. 15
“Talent management is more than just a competitive
advantage; it is a fundamental requirement for business
success.”
- Silzer & Dowell

16. 16
“Through ensuring talent, HR enters the business game;
through building organization, HR wins the business game.
The wars for talent will be changed into victories through
organization.”
- Dave Ulrich

17. 17
“Although generally the business strategy drives the talent
strategy, sometimes the reverse happens.”
– Silzer & Dowell

18. 18
“World - class organizations have learned that their
competitive edge is driven by an integrated talent
management strategy fully aligned with the business‟s
mission and vision and meaningfully incorporated into its
long - term strategic planning.”
- Scott & Mattson

19. 19
“The only way talent management will truly succeed is by
being in support of, and part of, the business strategic
plan and ultimately part of the culture or mindset of the
organization.”
- Avedon & Scholes

20. 20
“The specific talent management strategies will vary,
depending on the business strategy, the stage in the life
cycle of the business, the level of leadership commitment,
and the culture of the organization.”
- Avedon & Scholes

21. 21
“Strategic talent management systems are integrated
vertically with the business strategy and horizontally with
HR systems that complement and reinforce each other.”
- Wright & McMahan

22. 22
“It 'starts with the business strategy.' Nearly every talent
book written repeats this same point. However, we have
yet to see anyone who explains how you do this in a
quantifiable way.”
- Sharkey & Eccher

23. 23
“We think talent management must be championed by
the CEO with the full commitment of senior leaders, but
ultimately talent must be owned by managers and
leaders at all levels.”
– Silzer & Dowell

24. 24
“Gaining CEO and executive commitment may be the
greatest hurdle that Human Resource executives and
talent management professionals face in establishing a
talent mindset in their organization.”
– Silzer & Dowell

25. 25
“The responsibilities for recruitment all the way through
retention rest primarily with line management in the new
talent management framework.”
- Scott & Mattson

26. 26
“Managers and the top leaders of the organization need
to create an environment that is professional and
motivational for top talent management and
development since leadership capabilities become more
important as a company becomes more global.”
- Erin Lap

27. 27
“All the best talent management tools, templates,
assessment models, and career plans in the world are
only as effective as the people executing them.”
- Church & Waclawski

28. 28
“One lesson is that it cannot be HR‟s talent management
strategy. It has to be the way the company is being
managed by all line managers and people managers.”
- Marcia Avedon

29. 29
“In order to be effective, talent management needs
active support and ownership from the CEO, executives,
line managers, HR and talent professionals, and the talent
itself.”
- Silzer & Dowell

30. 30
“HR‟s role should be to provide expertise on how to
manage human capital and to help with the
implementation and design of the talent management
programs of the organization.”
– Edward Lawler

31. 31
“I find that when something that should be happening
isn‟t happening regarding talent management, even
though the resources are available to make it happen,
one of two reasons is the cause: lack of skill or lack of will.”
- Kimberly Janson

32. 32
“The most significant contribution leaders make is not
simply to today„s bottom line, (but) to the long-term
development of people and institutions, so they can
adapt, change, prosper, and grow.”
- Posner & Kouzes

33. 33
“The most successful talent companies, such as Johnson
& Johnson and GE, have effectively created a talent
mindset or culture in their organization where all
managers are responsible and accountable for talent
management.”
– Silzer & Dowell

34. 34
“Ultimately the primary integrating mechanism “is truly a
merging of the hearts and minds around the power of
talent and the importance of connecting the talent
mindset to all aspects of the business”
– Morton

35. 35
“Nothing defines success better than when the talent
management practices are so ingrained in the
organization that they are part of the management
culture.”
- Avedon & Scholes

36. 36
“At the heart of the model is talent mindset, or what we
call „talent stewardship‟ : a frame of mind, or a culture,
where every manager feels ownership and accountability
for talent on behalf of the organization.”
- Avedon & Scholes

37. 37
“The organization needs to ensure that talent
management principles and capabilities are embedded
in the culture itself.”
- Church & Waclawski

38. 38
“Talent management systems and processes need to be
flexible enough to determine which elements are
necessary for cultural fit (at a broad level) and which are
necessary for key strategic roles.”
- Church & Waclawski

39. 39
“The degree to which there is a talent mindset that is
broadly held in management is one of the key
determinants of what makes talent management
successful.”
- Marcia Avedon

40. 40
“The highest level of effectiveness is often characterized
by having an organizational or cultural mindset around
talent management.”
- Silzer & Dowell

41. 41
“Talent management goes beyond the creation of
effective processes to the creation of an inclusive culture
of opportunity.”
- Turner & Kalman

42. 42
“Leadership occurs when the organization builds a cadre
of future leaders who have the capacity to shape an
organization„s culture and create patterns of success.”
– Ulrich & Smallwood

43. 43
“The various talent management initiatives and HR
activities, systems, and processes need to be aligned at a
minimum, but they are most effective when they are fully
integrated.”
– Silzer & Dowell

44. 44
“We will be successful as a discipline when it is no longer
the exception, but common practice, to have
sustainable integrated talent management as a core
aspect of effective management.”
- Avedon & Scholes

45. 45
“In our view, competencies and experiences together
provide the most useful framework to integrate talent
management processes.”
- Yost & Plunkett

46. 46
“It is important to have a common philosophy and
framework within a given organization in order to ensure
consistent practices, systems, and decision criteria.”
- Church & Waclawski

47. 47
“It is important that the talent management process,
programs, and systems be coordinated and integrated
with each other and with other human resource functions
and programs.”
- Silzer & Dowell

48. 48
“One of the challenges in HR management in general
and talent management in particular will be to ensure
that the tools by which the ideas of talent are delivered
are integrated with the tools of management of the
organization as a whole with measurable outputs.”
- Turner & Kalman

49. 49
“If your talent needs to be aligned to your strategic
demands, then you need to know how to get that
alignment. Period.”
- Sharkey & Eccher

50. 50
“Companies still want integrated HR systems, but what
they don't want is complex, integrated ERP software that
makes everyone's life more complicated. In fact, they
want life to be more simple.”
- Josh Bersin

51. 51
“In „talent management‟ we buy software that integrates
all of HR together into an „integrated data platform.‟ In
„people management‟ we buy software that empowers
people to do their jobs better, is very easy to use, and is a
„system of engagement‟.”
- Josh Bersin

52. 52
“So my point is that the original idea of „integrated talent
management‟ is really no longer the problem. We have
to accept that everything is related - and now, rather
than think about „integration‟ we need to focus on how
we „drive talent outcomes‟."
- Josh Bersin

53. 53
“Organizations will need to provide greater transparency
in everything they do, including career paths,
performance expectations, and even the sharing of
talent calls with employees (telling people if they have
been identified as a high potential or not).”
- Church & Waclawski

54. 54
“Some managers and leaders believe that singling out a
distinct group of employees for special designation,
attention, and development is detrimental to an
organization‟s talent management efforts.”
- Silzer & Church

55. 55
“I think for many organizations the greatest opportunity to
create value in talent management is to identify a group
of people working within a pivotal role or strategic job
family whose own human capital forms a major input to
an organization‟s intangible capability.”
– John Ingham

56. 56
“The approach to talent management is significantly
influenced by the definition of talent appropriate to the
business: an exclusive, inclusive, or a hybrid model.”
- Pilbeam & Corbridge

57. 57
“Of course companies need to determine who the future
leaders and high potentials are, but to accomplish this at
the expense of alienating others hurts the entire
organization.”
- Josh Bersin

58. 58
“The choice between either inclusive or exclusive
definitions of talent as extremes on a continuum looks
increasingly anachronistic. Instead, organizations will try
to adopt both positions simultaneously. Everyone has
talent.”
- Turner & Kalman

59. 59
“A solution is to regard talent management as both an
exclusive and inclusive organization‐wide concept,
whereby executive positions and the wider workforce are
given equal status in talent strategy.”
- Turner & Kalman

60. 60
“Whereas talent was once a collection of high-potential
people who could move the required number of steps up
the organization and would be willing to do so, the
expectations of a new generation are more complex.”
- Turner & Kalman

61. 61
“A strategic position on talent that allows an organization
to develop the potential of all of its workforce whilst
retaining the ability to fill key roles or those for which skills
are scarce can be referred to as „inclusive- selective
talent management‟.”
- Turner & Kalman

62. 62
“Talent management is now talent management for all.”
- Turner & Kalman

63. 63
“Talent management seems to lend itself to the use of
various software-based systems that purport to integrate
all the pieces of talent management into one
manageable whole.”
- Mathis & Jackson

64. 64
“The drive to automate talent management also comes
in part from the desire to pull together HR, finance, and
operations data to get insights on talent that are
otherwise difficult to obtain.”
- Mathis & Jackson

65. 65
“If Big Data is sparking a revolution in general
management, then Predictive Analytics may well be the
„next big thing‟ in talent management.”
- Richard Mosley

66. 66
“To answer some of the fundamental questions about the
impact of the strategy, talent managers will have to
move from merely providing data to providing
value‐adding insights.”
- Turner & Kalman

67. 67
“From a talent management perspective, big data can
be used both strategically and operationally. An
information revolution is taking place in which providing
evidence‐based insights will be important for HR.”
- Turner & Kalman

68. 68
“The availability of big data per se will not be enough
and it is the application of insight to the data that will
make the difference.”
- Turner & Kalman

69. 69
“The many tried and tested tools of talent management
can now be applied with laser‐like precision to the areas
in which there is most benefit, and there will be
information to back up the levels of investment required
to do so.”
- Turner & Kalman

70. 70
“It is based on the assumption that organizations need
more than data. They need insight about their people to
be competitive in world markets. This is because people
are often the only source of competitive advantage.”
- Turner & Kalman

71. 71
“ERP vendors are catching up as credible and effective
providers of comprehensive talent management solutions
that support recruiting, learning, and a range of people
management tools that can meet the needs of large,
complex organizations.”
– Josh Bersin

72. 72
“In „people management‟ we focus on making
employees happy, giving them a highly engaging and
enjoyable work experience, and giving them software
tools that make their work easier, not just tools for HR.”
- Josh Bersin

73. 73
“The challenge facing those responsible for talent
management include not only doing the right things
(through strategy) but also doing things right (through
implementation).”
- Turner & Kalman

74. 74
“Creativity in design of talent initiatives and flexibility in
how they are delivered will be critical success factors.”
- Turner & Kalman

75. 75
“So when looking at the tools of talent management it is
not enough to marvel at the beauty of their design.
Instead, the quality of how they are applied and the
capture of their effects should have equal prominence.”
- Turner & Kalman

76. 76
“Do not assume that changing the definition of a high
potential in a tool will result in immediately enhanced
talent calls.”
- Church & Waclawski

77. 77
“Competency approach typically include a fairly
substantial effort to understand an organization's business
context and competitive strategy and to establish some
direct line-of-sight between individual competency
requirements and the broader goals of the organization.”
- Jeffery Shippmann

78. 78
“Competencies are the foundation for talent
management processes: performance management,
compensation, development, assessment, selection, and
others.”
- John Boudreau

79. 79
“Refocusing your resources on hiring better will have a
higher return than almost any training program you can
develop.”
- Laszlo Bock

80. 80
“At Google, we front-load our people investment. This
means the majority of our time and money spent on
people is invested in attracting, assessing, and cultivating
new hires."
- Laszlo Bock

81. 81
"Brand performance is strongly influenced by what
actually happens in relation to talent management and
development activities.”
- Pilbeam & Corbridge

82. 82
“Having Human Resources take responsibility helps to
ensure that onboarding is embedded in and integrated
with the organization‟s talent management activities.”
- Adler & Stomski

83. 83
“Another lesson learned is that forced ranking (similar to
what is used in some organizations as part of their
performance management process) should not be
formally applied to talent management.”
- Church & Waclawski

84. 84
“The nine‐box talent model is a convenient way to
structure a range of disparate career conversations into a
relatively coherent whole. Its simplicity has made it one of
the most enduring of tools in the talent management
toolbox.”
- Turner & Kalman

85. 85
“PepsiCo believes strongly that providing individuals with
the right set of experiences is one of the most effective
ways of developing talent.”
- Church & Waclawski

86. 86
“HR professionals can coach business leaders to raise
employee and organizational productivity by setting
standards, giving feedback, and becoming personal
leadership trainers.”
- Dave Ulrich

87. 87
“Much of the research on talent management focuses on
the process of managing talent and little on rewarding
talent, but this is a fundamental part of the effective
management of talent.”
- Pilbeam & Corbridge

88. 88
“Finding ways to retain employees long enough to reap
the benefits of your investment is an important part of a
talent management strategy.”
- Mirian Graddick

89. 89
“If finding or identifying high potentials is one of the most
difficult aspects of talent management (and we would
argue it is), actually moving them is the other, particularly
in a proactive and planful manner.”
- Church & Waclawski

90. 90
“Assessing the person‟s potential to perform in higher -
level roles, and doing so with a high degree of precision,
represents the talent management “holy grail” for many.”
- Church & Waclawski

91. 91
“Sporadic use of assessment tools will do very little for a
business; it is the strict adherence to their consistent use
that will ensure that desired talent performance standards
are reinforced around the globe.”
- Malamut & Van Rooy

92. 92
“In building the business case for an integrated talent
management process, the first step should be to establish
the relevant metrics against which success will be judged
and to link these metrics to the organization‟s strategic
goals and financial bottom line.”
- Scott & Mattson

93. 93
“Accountability in talent management is very important,
but so is the adage that „what gets measured gets
done‟.”
- Church & Waclawski

94. 94
“It is critical to identify the short - and medium - term
outcomes in order to provide useful early information
about the effectiveness of the talent management
strategy and enable midcourse corrections.”
- Scott & Mattson

95. 95
“ROI analyses should be just one of the many evaluations
used for determining the impact of the talent
management program and for building the business case
for interventions.”
- Scott & Mattson

96. 96
“In the next decade, given the right tools and support,
Human Resources will continue to evolve into a strategic
department, and talent management will be the
foundation.”
- Silzer & Dowell

97. 97
“In the years ahead, we anticipate that talent
management will be valued and respected as much as
financial management in business organizations.”
- Silzer & Dowell

98. 98
“Although talent management requires tremendous
process discipline and the thoughtful analysis of data, the
reality is that we are working with individuals and
attempting to match their needs with the needs of the
organization.”
- Avedon & Scholes

99. 99
“Organizational change takes time. Key messages and
elements need to be communicated, repeated,
reinforced, and reemphasized as new people join the
company. However, the payoff can be substantial. Talent
management can make a difference both for people
and for the company.”
- Paul Yost

100. 100
“It is really fun to be in charge of talent management
when you can see someone grow from running a small
business with their first P & L, to running a global business.”
- Marcia Avedon

101. 101
“Thus, agile enterprises require guiding principles that
encourage the inflow and outflow of talent in ways that
preferably facilitate, but otherwise only minimally disrupt,
internal fluidity.”
- Dyer & Ericksen

102. 102
“This is not the „talent management‟ or „integrated talent
management‟ we've been talking about in the past. This
is something more. We may call it „people management‟
or maybe even „creating a people environment‟."
- Josh Bersin

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