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Drawing on the results of a qualitative study involving senior human resources (HR) practitioners and executives, this paper explores the nature of talent management in Australia, including whether organizations adopt an 'individualistic' or 'star' perspective or a more systems-level, strategic perspective on talent management. The results suggest that there is heterogeneity in how organizations execute talent management with a spectrum of approaches ranging from what is, in essence, a relabeling of human resource management (HRM), with a narrow functional focus; through to integrated HRM, with an exclusive individual focus; to a more organizationally focused competence development approach. We find evidence of an emphasis on the identification of key positions that can add significant competitive advantage and differentiated HR 'architecture' associated with a more strategic perspective in some organizations. Overall, the study finds little indication of a system-level, strategic perspective, with most firms taking an individualistic approach to talent management.

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