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Issue № 83. December 2020

Modern Approaches to Managing Talent: Methodology and Analysis of International Practices

Andrey A. Andryushkov, Alexandra K. Egorova, Vladimir V. Servetnik

Andrey A. Andryushkov — PhD, Associate Professor, Moscow State University of Psychology and Education; scientific supervisor, The Kruzhok Association, Moscow, Russian Federation.
ORCID ID: 0000-0001-9411-767X 

Alexandra K. Egorova — LLM, project manager, The Kruzhok Association, Moscow, Russian Federation.
ORCID ID: 0000-0002-0383-1550 

Vladimir V. Servetnik — Master's student, Univerzita Karlova v Praze (Charles University), Prague, Czech Republic.
ORCID ID: 0000-0002-6474-9964

This article is devoted to the analysis of modern approaches to the definition of talents both in the expert environment of psychologists and teachers, and in international practice. The purpose of this study is to identify areas of promising approaches to working with talents that can be applied both in the field of education and in the field of extended personnel policy in Russia. In addition, the article analyzes the existing contextual contradictions and situations that arise around the concept of talent in various practices. A review of the main EU countries programs aimed at supporting talented youth and current trends in talent management systems related to the change in the approach to determining a person’s talent is conducted. The main reasons for modern rethinking of talent management principles in education and corporations are highlighted, which leads to the fact that the identification approach is replaced by a developing or transactional approach. Criticism of the previous approach is primarily related to the fact that an attempt to identify already formed talent and create special conditions for its implementation leads to what can be called exclusivity, the isolation of such people from the general flow for a certain period of time. Restrictions on such exclusions are associated with provoking inevitable inequality and exploiting narrowly specialized talent. An alternative to this approach is to provide conditions for the possibility of new trials and manifestations of talent for each person, regardless of what they have already shown themselves in. In this case, the management system needs to move from the practice of individual support to the practice of creating an equally accessible environment for continuous self-development of people. The article describes the prospects for implementing this approach in the human resource management system and educational policy.


Talent, talent management, giftedness, youth policy, human development.

DOI: 10.24411/2070-1381-2020-10116

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