Organizations have traditionally had a clear distinction between their policies on diversity and inclusion and their talent management. The main driving force behind diversity and inclusion has been being seen to be a good employer, to be able to make claims in the annual report and to feel like a positive contribution is being made to society. On the other hand, talent management activities have been driven by a real business need to ensure that the organization has the right people with the right skills in the right place. Therefore talent management is key to operational success. For the first time, Inclusive Talent Management aligns talent management and diversity and inclusion, offering a fresh perspective on why the current distinction between them needs to disappear. It will show, with case studies from internationally recognised brands, that in order to achieve all of their business objectives and gain the competitive advantage, it is imperative that organizations take an inclusive approach to talent management. Inclusive Talent Management puts forward a compelling and innovative case, raising questions not just for the HR community but to those in senior management positions, and provides the practical steps, global examples and models for incorporating diversity and inclusion activities into talent management strategy.