WHEN TERRITORIAL PROJECTS RAISE THE QUESTION OF MACRO-TALENT MANAGEMENT: ISSUES, DIFFICULTIES AND PROSPECTS

Abstract

Talent management has been presented in recent years as one of the key approaches to address recruitment difficulties, both for companies (Bergeaud and Cette, 2023) and for territories (Loufrani-Fedida and Saint-Germès, 2015; Alaux and Saint-Germès, 2023). Territorial macro-talent management (MTM) provides an interesting perspective to analyze how territorial actors organize talent management at a regional scale. Our article examines the extent to which territorial MTM contributes to the implementation of a territorial project. The first section of this article explores the concepts of talent and talent management, integrating the macro dimension, and presents an approach to territorial macro-talent management considering current issues such as territorial responsibility. The second section offers a case study in the pharmaceutical sector, revealing the foundations and difficulties of implementing macro talent management. Our results first allow us to complement the territorial MTM model by revealing four dimensions previously unidentified as structuring at the start of territorial projects: coordination, training, job attractiveness, and the environment. Obstacles to the operationalization of territorial MTM are also identified, notably the contradictions between the program’s ambitions and the reality of observed facts, sometimes escaping a concerted logic.