Abstract :
[en] In this article we challenge the assumption that independent professionals (IPros),
that is professionals who work as contractors, freelancers, and self-employed individuals, are not within the remit of talent management (TM) theory and practice. The
TM literature is almost exclusively focused on traditional employees and largely
ignores the external workforce, even if like IPros, they epitomize high-value talent.
Moreover, much of the TM literature takes an organizational perspective while the
individual perspective remains marginal. Advancing the notion of institutional factors
in the macro environment suggested by King and Vaiman, we draw on interviews
with 52 IPros in two contrasted institutional contexts to provide an agentic view of
TM from outside of the standard employment relationship. Our findings reveal the
importance of volition, emotional stability, internal locus of control, and self-efficacy
play in IPros effectively managing personal TM strategies. These strategies allow
IPros to overcome the empowerment/powerlessness tensions Daubner-Siva et al.
call the “talent paradox.” Importantly, the results do not vary between the two
national contexts, suggesting that embracing a “total TM” strategy, attentive to the
personal characteristics of talent, regardless of the regulatory issues linked to
employment status, will produce superior outcomes for all.
Name of the research project :
Sustainable careers for project‐based and dual‐earner workers: a stakeholders perspective
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