A talent manager does more than match actors to roles. Their real job is to help build a career over time. You can think of a manager like a guide who helps an artist make smart moves and stay on track.
Talent managers handle many responsibilities. They often help with contracts, business decisions, and public image. A large part of the job is career planning, like choosing the right projects, building a long-term strategy, and helping clients grow in the industry.
They are also involved in daily, practical work. That can include scheduling auditions and meetings, preparing for press events, coaching performance skills, and making introductions through networking. A strong manager helps a client show up in the right places and take opportunities that move their career forward.
Money matters are part of the job too. Managers often work with accountants and lawyers to set budgets, plan finances, and negotiate deals such as endorsements. In competitive markets like Los Angeles, managers may take a leading role in major negotiations and help clients plan for long-term stability.
What separates a good manager from a great one is vision and commitment. Great managers do not just organize tasks. They advocate for their clients, push them toward better opportunities, and help protect their well-being. In many cases, the role has become more hands-on and more focused on the whole person, not just their next job.
Finding the right people is one of the biggest factors in success. In entertainment, that includes actors, writers, directors, and crew. The demand for strong talent remains high, and talent managers often play a key role in discovering and securing people who can stand out.
A talent manager can make a major difference in how a career develops. Many well-known performers did not “get lucky” on their own. They had managers who helped them pick the right roles, avoid bad decisions, and build momentum step by step. The goal is not just getting work. It is getting the right work at the right time.
Talent is now found in more places than ever. Social platforms like YouTube, TikTok, and Instagram have become major pipelines for new performers and creators. This has widened the talent pool and opened doors for people who do not follow traditional routes like theater or film school.
Streaming services have also changed the market. Because these platforms need more content, they often look for fresh ideas and new faces. That means talent managers increasingly need to understand online audiences, digital trends, and how platforms influence visibility.
Talent acquisition is competitive, and the pressure can be intense. Many managers and agencies are chasing the same rising stars, so standing out takes real effort and credibility.
There are also serious ethical concerns in the industry. Recent public conversations have highlighted power imbalances and mistreatment, which has made transparency and integrity even more important. Strong talent managers need to protect their clients, set clear boundaries, and operate in a way that builds trust.
Talent acquisition is not simple. It takes persistence, strong judgment, and ethical leadership. As the industry changes and new platforms emerge, talent managers need to stay flexible, proactive, and informed to help their clients succeed.
The entertainment world moves quickly, and the job of a talent manager keeps changing with it. Many managers now have to think beyond traditional career planning. They are expected to spot openings early, build new paths for clients, and act more like business builders than simple representatives.
Industry voices often describe modern talent management as more proactive than it used to be. Instead of only reacting to auditions and offers, managers are expected to help create opportunities. That can mean building relationships, shaping a client’s brand, and finding creative ways to get them seen.
Strong managers focus on growth, not just bookings. They invest in skill-building, training, and long-term development. This applies across roles, not only to actors and writers, but also to directors and other creative professionals. Managers who keep learning themselves are often better equipped to guide clients through an industry that keeps shifting.
Some agencies use a more complete development model. They combine coaching and training with smart media strategy and steady networking. The idea is to help an emerging talent become more market-ready over time, not just land one role and hope it leads somewhere.
Talent managers also benefit from partnering closely with human resources and internal talent teams, especially when clients are working on longer contracts or recurring projects. HR partners can help with onboarding, development plans, retention strategy, and workplace support. When managers and HR work together well, talent is often more likely to stay engaged and perform at a higher level.
Trends shaping talent management today
A few major trends are changing how managers operate:
These trends reward managers who are proactive and willing to evolve.
Successful managers are combining traditional relationship-building with more modern tools. One common approach is using data, such as audience insights, platform trends, and content performance, to guide decisions. When that is paired with strong networking and good judgment, managers can position clients more effectively and respond faster to shifts in the market.
In today’s environment, the managers who do well are usually the ones who embrace change, keep learning, and help their clients grow in a steady, intentional way.
Human resources plays a major role in talent management. HR helps keep operations running smoothly and supports strong working relationships between talent and leadership. In entertainment, HR can shape how people are hired, developed, and supported throughout their careers.
Some reports suggest that strong HR practices can improve retention. In talent acquisition, HR teams often help attract skilled professionals, including actors, writers, and directors. They also look for people who fit the organization’s goals and culture.
One of HR’s most important jobs is building a workplace where people can work well together. Talent managers and HR teams often partner to understand what talent needs to succeed, both professionally and personally. That can include training, benefits, scheduling support, and wellness resources. When HR and talent managers collaborate, it can reduce turnover and help talent stay motivated and productive.
In large entertainment markets like Los Angeles and New York, many agencies use HR programs to support talent more directly. These may include coaching and development programs, mentorship opportunities, and benefits designed to support long-term growth.
HR is becoming more influential as the entertainment industry grows more complex. Some industry research suggests that agencies with stronger HR systems report higher satisfaction from the people they represent and work with. As agencies sign more talent and manage more moving parts, HR practices can help keep systems organized and consistent.
Many HR experts also stress the importance of using better tools and ongoing training. New HR technology can improve recruiting, onboarding, performance support, and communication. Just as important, HR has to focus on relationships, not just paperwork. Hiring is only the beginning. Long-term support is what keeps people engaged.
HR teams often adjust their approach based on local needs. Some cities focus more on talent pipelines and development programs, while others emphasize retention, coaching, or benefits that match the market.
Many HR departments also prioritize diversity and inclusion, aiming to create fair opportunities and a safer environment for everyone. Mentorship programs are another common strategy. When newer talent is paired with experienced professionals, it can speed up learning and improve performance over time.
Talent management keeps changing, and it is happening fast. If you work in entertainment, you have to watch what is shifting, not just in Los Angeles and New York, but everywhere.
1) More technology is becoming part of the job
Technology is changing how talent is found and supported. Many managers now use AI-based tools to search for new talent, track progress, and organize development plans. These tools can also help personalize training, so people build the right skills for the roles they want.
2) Remote work and flexible schedules are now common
Since 2020, remote work has become a bigger part of entertainment. This has changed how managers run auditions, sign deals, and communicate with clients. Virtual auditions and remote onboarding are no longer unusual. They are becoming standard in many markets.
3) Diversity and inclusion are driving new expectations
Diversity and inclusion are now a real business focus, not just a slogan. Many organizations are trying to widen their talent pools and create more fair access to opportunities. That affects casting, hiring, representation, and leadership decisions.
4) Well-being and mental health are getting more attention
More teams are paying attention to burnout, stress, and long work hours. Some firms now offer mental health support as part of their talent strategy. The goal is to keep people healthy, steady, and able to perform at a high level over time.
5) Learning and development are becoming more personal
Companies are moving away from one-size-fits-all training. Instead, many are building custom growth plans for each person. Digital learning platforms make this easier. When people feel like their careers are supported, they are more likely to stay and improve.
These trends are changing what it means to be a talent manager. The managers who succeed tend to be the ones who adapt quickly, use modern tools wisely, and stay focused on long-term development.
Entertainment is full of headlines and public drama, so integrity matters a lot. Talent managers often sit in the middle of tough choices. They negotiate deals, protect a client’s image, and help guide big career decisions. When the stakes are high, even small ethical mistakes can cause major damage.
One common issue is how contracts are handled. Some deals are hard to understand, and important details can be buried in legal language. When the process feels unclear, clients may feel pushed to accept terms that are not fair. That creates risk for both the talent and the manager.
Conflicts of interest are another challenge. A manager may represent multiple clients who want the same role or the same opportunity. Even if the manager tries to be fair, it can still create tension. Clients may wonder if they are getting equal effort and support.
To handle this well, managers need clear rules. They also need strong communication. In some cases, bringing in a neutral third party to review a dispute can help keep the process honest and reduce personal friction.
Money is a frequent source of conflict. Many managers earn a percentage of a client’s income. Problems can start when it is not clear what income counts. Does the commission apply to endorsements, appearances, brand deals, or future royalties? If the contract does not spell this out, disagreements are more likely.
The best protection is clarity upfront. A strong agreement explains commission terms in plain language, lists what is included, and outlines how disputes will be handled. That reduces misunderstandings later.
When issues escalate, lawsuits can follow. Legal fights often come down to contracts that are vague or inconsistent. If the agreement is unclear, both sides may argue that it means something different. That can lead to long and expensive disputes.
These situations have increased calls for better standards in talent management. The push is toward clearer contracts, stronger disclosures, and more consistent professional guidelines.
Talent management is not only about opportunities. It is also about trust. Managers who succeed long term usually do the basics extremely well: transparent contracts, clean financial terms, clear boundaries, and fair handling of conflicts.
Talent managers have always handled many responsibilities, but the pace of change is accelerating. New technology, shifting audience habits, and evolving work models are raising expectations. If you manage talent, or plan to, understanding these shifts can help you stay competitive.
Digital tools are no longer a “nice to have.” Many teams now rely on platforms that track recruitment, performance, and development in one place. This reduces manual work and helps managers spend more time on what matters most: coaching, planning, and opening doors for their clients.
Diversity efforts are moving beyond surface-level promises. Many organizations see inclusive teams as a practical advantage that supports stronger ideas, better storytelling, and broader audience reach. Because of that, talent managers often work more closely with HR and leadership to expand candidate pipelines and support fair, respectful environments.
More creative work is happening through short-term projects, contracts, and freelance arrangements. That changes how talent is represented and supported. Managers need to help clients build careers that can move between projects smoothly while still growing in a clear direction. Flexibility matters, but so does stability, so planning becomes more important than ever.
Training is not only for beginners anymore. To keep up, talent managers increasingly build development plans that include new skills, coaching, and ongoing practice. Clients who keep improving often have more options and stay relevant longer. That is a major advantage in a crowded market.
Talent management is becoming more connected to HR strategy. HR teams can support onboarding, benefits, workplace expectations, conflict resolution, and long-term development. When managers and HR align, talent usually has a clearer experience and fewer surprises, which helps retention and performance.
Standards and expectations keep moving
The industry’s rules, norms, and best practices shift quickly. Managers have to stay informed, especially around contracts, ethics, and professional conduct. Networking groups and professional associations can help, but the daily work still comes down to staying alert and adapting early.
Bottom line: adaptability is the core skill. The managers who do best are the ones who embrace change, use tools wisely, protect trust, and keep their clients growing in a deliberate way.
ChangEdwardS partners with creative leaders in business and society to tackle complex and important challenges. Our focus is on business strategy that brings transformational approaches. We want to empower organizations to grow and build sustainable competitive advantages that bring a positive impact to society. We bring deep industry specific functional expertise with a range of perspectives that question the status quo.
© ChangEdwardS. All rights reserved