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Talent and performance management are becoming a key strategic HRM issue for universities. This study adds to our knowledge by critically examining recruitment and selection practices for junior and senior academic talent in the Netherlands. We show that academic subfields differ in terms of how appointments are organised, how candidates are sought and identified and how performance indicators play a role in recruitment. We identify three key dilemmas in talent and performance management for universities: (a) transparency versus autonomy, (b) power of HR versus power of academics, (c) equality versus homogeneity. This article challenges the view of an academic world where the allocation of rewards and resources is governed by the normative principles of transparency and objective performance systems, and it highlights the distance between these HRM instruments and the actuality of social interaction in academic recruitment practices.
Brink et al. (Tue,) studied this question.