This paper explores human resource management practices in the university sector with a specific focus on talent pools and talent management more generally. The paper defines talent management in the context of the university sector and then explores its interdependence with organisational strategy, the metrics used to measure academic performance and current day-to-day management practices. The paper critiques the current situation for lacking a clear alignment between organisational strategy and how academic talent is recruited, developed, retained and rewarded. It is argued that talent management can provide a conceptual framework to enhance performance over the long term by coalescing a university's strategy with its performance metrics and day-to-day management systems.