The Convergence of Talent Acquisition and Talent Management
A Strategic Imperative
by Graeme Johnson, Global VP, Talent and Development, Merlin Entertainments
In the rapidly evolving landscape of human resources, a significant trend is emerging - the convergence of Talent Acquisition (TA) and Talent Management (TM). At Merlin Entertainments, we are embracing this shift, recognising the immense potential in structurally combining these two critical functions.
This article explores why this integration matters, its benefits, and how we are implementing it to drive organisational success.
Why TA and TM Are Converging
Talent acquisition is core to every growing company, although speed, methods, scale and urgency of acquisition programmes vary from organisation to organisation and from month to month. The term "talent management" emerged in the late 1990s. Initially focusing on identifying and developing high-potential employees, it has evolved to include a broader range of practices, such as deeper talent assessment, talent programmes, job rotations, stretch projects, and retention incentives.
Traditionally, Talent Acquisition and Talent Management have operated in silos - TA focusing on attracting external talent, and TM on developing and retaining internal employees. However, as workforce dynamics become more complex, organisations are realising that these functions are inherently interconnected.
Effron and Ort, in One Page Talent Management, emphasise the importance of simplicity and focusing on critical roles to eliminate complexity while adding value. This philosophy aligns perfectly with the idea of merging TA and TM to streamline processes and create a cohesive talent strategy.
At Merlin Entertainments, we believe that talent acquisition is not just about filling today’s requirements but about building relationships with high-potential talent who can grow within the organisation. Similarly, talent management should extend beyond performance reviews and succession plans to nurture leaders over the long term.
By integrating these functions, we aim to align hiring strategies with development plans, to encourage internal mobility, and create a path for employees from initial hiring to high performance.
Benefits of Integrating TA & TM
The integration of TA and TM offers several advantages:
Enhanced Employee Experience: A unified approach creates a seamless experience for employees, from recruitment through onboarding and career development.
Strategic Workforce Planning: Collaboration between TA and TM enables better forecasting of skill gaps and proactive planning to address them.
Improved Retention: Employees who feel valued through consistent support from recruitment to development are more likely to stay.
Focus on Critical Roles: As Effron and Ort advocate, focusing on roles that impact revenue, mitigate risk, or reduce costs ensures that resources are directed where they matter most.
Relationship-Based Talent Work
Both TA and TM are fundamentally relationship-driven disciplines. A relationship-based approach allows HR professionals to understand candidates and employees on a deeper level, aligning their values, aspirations, and skills with organisational goals.
At Merlin Entertainments, we are adopting this philosophy by creating a "white glove" experience for senior hires. This involves personalised attention throughout the hiring process while fostering close relationships with top leaders within the business.
Moreover, our HR teams act as internal talent scouts, continuously engaging with high-performing employees to identify future leaders. This approach is supported by simple tools such as our "Talent Card," which provides clear insights into succession planning for critical roles such as theme park Directors or attraction General Managers.
Balancing Data and Depth
While data analytics plays an essential role in modern HR practices, over-reliance on charts and spreadsheets can undermine the human aspect of talent work. CEOs often seek actionable insights rather than abstract metrics. The best TA and TM professionals will focus on deep evaluations of people rather than aggregating metadata. At Merlin Entertainments, we use data strategically but prioritise relational depth to make informed decisions about talent moves.
Broader Implications for the Economy
Retention of talent is an important metric for any successful business and contributes to a flourishing company culture. A deeper knowledge of a business’s mission, past successes and failures, and an appreciation of the wider stakeholder and supplier network can allow teams to plan and develop more successfully.
More broadly, focusing on internal mobility can benefit the wider economy by reducing demand for external hires while fostering skill development within organisations. However, it may also limit opportunities for external candidates seeking entry into competitive industries.
Companies must strike a balance between nurturing internal talent and maintaining openness to external perspectives to avoid becoming too inward-looking. What is this balance for your organisation? What’s your mix of internal vs. external hires, and what is optimal? How does and should this vary for you by function?
"We believe that talent acquisition is not just about filling today’s requirements but about building relationships with high-potential talent who can grow within the organisation. Similarly, talent management should extend beyond performance reviews and succession plans to nurture leaders over the long term."
Action Points for Leaders
As organisations consider integrating TA and TM, here are three actionable steps:
Simplify Processes: Adopt tools like Effron and Ort's "One Page Talent Management" to focus on critical roles without unnecessary complexity.
Invest in Flagship Programmes: Develop targeted initiatives for building leadership skills in key areas.
Build Relationships: Prioritise relational depth over transactional approaches in both recruitment and employee development.
Questions for Reflection
How can your organisation create a seamless experience from recruitment through to career development?
To what extent is your internal candidate experience on par with your external candidate experience?
Are you focusing enough on managing talent for critical roles that drive business success?
How can you balance data-driven insights with relational depth in talent work?
At Merlin Entertainments, we are committed to leading this transformation by structurally combining TA and TM functions while maintaining simplicity and focusing on relationships. By doing so, we aim to build strong leaders in key roles that drive long-term business success.
To share your views about internal mobility, contact us at marketing@freshminds.co.uk
