This study examines the role electronic human resource management technologies (eHRM) plays in how HRM practices are implemented in organizations and the influence eHRM has on the role of the Human Resource (HR) function. Using a qualitative case study of a professional service company with multiple business units, we follow the introduction of a new talent management information technology and how it influences the way in which talent is identified. Our findings illustrate the context-dependent nature of the HRM implementation process. We find that despite there being a standardized HRM process encoded in information technology, a common environmental and organizational context, and HRM policy on talent identification, the final implementation of the HRM practice differed significantly across business units and shaped the role of HR in divergent ways within the same organization. We argue that consideration of contextual factors is of direct significance to the implementation of HR practices and to ongoing debates about the ability of HR functions to become strategic business partners.