This paper critically examines the evolving trends in the modern workplace that are nudging organizations to adopt a talent centric approach. We argue that conventional Human Resource (HR) practices are generic and implemented across the board and that organizations need to turn to more context-specific, conscious of external factors, and continuously evolving and adaptable HR practices. This paper helps to recast how organizations can realize and derive value from talent. It integrates three diverse and fragmented streams of research in management, i.e., strategic human resource management (SHRM), business intelligence (BI), and knowledge management (KM). Focusing on mechanisms in how organizations, and specifically HR, can incorporate BI and KM in decision-making and develop actionable, talent-related strategies. In doing so, the integrative conceptual framework identifies eight steps that facilitate organizations in realizing their talent-centric approach. Our review provides a solid basis for integrating and creating linkages to the ongoing talent management conversation.