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In organizational practices, talent management is often associated with the executive staff of private organizations and connected to job and competency planning (GPEC) systems. This article proposes to question this traditional link. The authors qualitatively question the dyadic relationship between the development of non-executives talents and the onboarding policy of a public company. The results of the study show that by allowing newcomers to be actively involved in their own development, this approach helps to renew the “HR offer” in terms of support for talents.