Problem setting. The problem is that in order to implement the talent management paradigm, it is necessary to find mechanisms to enable organizations to do this most effectively. Education is one such mechanism. However, there is a contradiction between the need for innovative education for organizations and its certain conservativeness and lack of practice orientation.Recent research and publications analysis. Talent management issues have been considered since 1997 in the works of Michhaels, E., Handfield-Jones, H., Axelrod, B., F. Gino, E. Graham, J. Immelt, A. Robertson, S. Hankin, E. Chambers, S. Morris, E. Farndale, G. Stral and others. Thus, some methodological framework for talent management research has been established, but the question of the role of education in these processes remains virtually unaddressed.Paper objective. The objective of the article is to identify educational opportunities in the talent management process as a management strategy.Paper main body. Our analysis allowed us to distinguish four groups of definitions of the phenomenon of talent management: organizational; characterological; procedural and integrated. It is suggested to understand the management of talents as a set of organizational tools and processes that allow to find, develop and retain staff whose qualities ensure to organization to achieve the results, which are fundamentally important to it. The basic components of an organization’s talent profile are illustrated. It is shown that education can be considered as a mechanism for activating corporate talents.The role of education in talent management has several vectors. The first is the training of talents in universities. This aspect shows the range of contradictions in the role of universities in the preparation of talents. It has been demonstrated that the leading companies, despite the "weakness" of formal university education, do not abandon it as a source of talent recruitment. At the same time, it is shown that is not enough to fully implement a talent management strategy in organizations. That is why “internal” educational technologies are being updated, which are aimed at: development of talents within the company, program support of talented employees and introduction of educational management. This situation stimulates the activation of non-formal and informal educational technologies and practices. Some technological solutions of integration of educational mechanisms in talent management are also revealed.Conclusions of the research.Thus, summarizing, we should note thattalent management is one of the current trends of modern management. Education today can be seen as a source of various technologies that will promote the use of talent in the organization. Important is the use of “internal” and “external” educational technologies, formal, non-formal and informal education, their incorporation into the overall strategy of the organization.
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