How ‘boundaryless’ are the careers of high potentials, key experts and average performers?

The talent management literature declares talent management a prime concern for HRM professionals while the careers literature calls talent management archaic. Three sets of assumptions identified through comparative review of both streams of the literature were tested in a large-scale survey (n = 941). We found more support for the assumptions advocated in the talent management literature. Those who organizations consider their ‘best’ people are more often found in traditional-organizational careers – both in terms of employer inducements and employee attitudes. Traditional–organizational careers yield more career satisfaction than careers displaying more boundaryless features. Individuals' career types are mostly determined by supervisor-rated performance, much more so than by personal career orientation.

► We tested contrasting assumptions from the careers and talent management literature.
► More support was found for the assumptions from the talent management literature.
► The ‘best’ employees are most often found in traditional–organizational careers.
► Traditional–organizational careers were found to be most satisfying.
► Career type is determined by performance indicators rather than career orientation.