Purpose: The paper seeks to explore the proposition that there is a need for research to address the connections between talent management (TM) and managing diversity as one example of achieving better integration and less separation in academic work on human resource (HR). Design/methodology/approach: An exploratory study of one organisation at a very early stage of implementing TM which involved some documentary analysis and interviews with six senior HR professionals in the organisation. Findings: There is some limited evidence that professionals view different aspects of HR practice in isolation and do not make connections in practice as well as they could. This evidence is taken as sufficient support for the need for more research into the proposition. Research limitations/implications: The paper is in its early stages and findings are not argued to be generalisable. However, they are sufficient to suggest there will be value on further research on connections between TM and managing diversity. One area still to be explored in more depth is the role of human resource development (HRD) practice in making those connections. Practical implications: Both academics and practitioners may have to consider less emphasis on narrow speciaisms and foci in their work and take on more wholistic perspectives. Originality/value: The literature review confirmed the assumption that the two topics are researched and written about separately with little published on the connections and implications of each for the other. (Contains 1 note.)