Coaching in the context of talent management: an ambivalent practice

Abstract

Little is known about coaching in the context of talent management, especially the views of talented employees on its role for their career progression and leadership development. This single case study offers a contextualised analysis of the role of coaching in four talent management programmes in a global bank. Drawing on social exchange theory and psychological contract and based on 30 semi-structured interviews collected from talented employees, HR managers and coaches, this qualitative study reveals that talent coaching is perceived as a pivotal career event, yet an ambivalent practice difficult to operationalise.

Keywords

coaching talent management banking sector social exchange theory ethics

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