This research explores human resource executives' perceptions of talent management with them self-reporting as transformational leaders, to determine their perceptions of hiring practices. The research design is qualitative using an exploratory method. The data collection process is triangulated with interviews, observations, and document review. Four key findings are identified in the research study to support the topic. The first finding revealed four talent management themes of importance to human resource executives including employee value, employee engagement, hiring for success, and leadership strengths. The second finding revealed transformational leadership style contributes to human resource executives' decision-making for hiring talent although they may have limited understanding of transformational behaviors. The third finding revealed human resource executives are unable to associate talent management strategies with transformational leadership style to determine the benefits for hiring practices. The fourth finding revealed human resource executives had limited understanding of and experience with talent management as a result of undervalued talent management from other organizational leaders. Overall, human resource executives have viewed talent management as a value-added process for hiring but their actual responsibilities and experiences have been limited in organizations, and reduced the impact on their perceptions of hiring practices.
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