For the past decade, businesses and HR leaders have been somewhat obsessed with the idea of talent management. And why not? Originally conceived as a host of programs designed to help manage people from “pre-hire to retire,” talent-management strategies have spawned a $10-plus-billion software industry. Along the way, that technology has helped refocus HR departments while simultaneously informing senior managers about the importance of talent. Today, change is afoot, says Josh Bersin, principal at Bersin by Deloitte, part of Deloitte Consulting LLP. Bersin, who tracks the HR-technology industry, says that, if employers start to think of their employees as consumers (i.e., they can always go elsewhere), then all of a sudden “talent management” takes on a completely new meaning.