Faculty of Economics and Business Administration

West University of Timisoara

International human resource management 2013

Talent Management

Students:Ghizdaveanu Flavia
Dan Iulia

Contents

Introduction...3
1.
1.1
1.2
2.
2.1
2.2
3.
3.1
3.2
3.3
3.4
4.
4.1
5.
6.

A new way to think about talent management...4

Drivers for TM............................6
Identification of Talent...8
Employee Engagement and its Relationship to TM........9
Finding the Right people.9
Challenges of Global Talent Management......................................10
Strategic Talent Management......11
The necessity of strategic TM.....12
Strategic TM best practice...13
How do you develop and implement a TM strategy?......................................13
The model of assessment-based strategic TM..15
Defining the TM Process..16
Problems identifying talent...17
Illustrative cases....20
Conclusion.....22

Bibliography......23

Talent Management-HR
Introduction
"Talent Management" has become one of the most important buzzwords in Corporate
HR and Training today. In this paragraph we will explain the history, principles, and
processes of talent management and help readers understand our research agenda in
this important area.
It is nearly unanimous that HR can and should add more value to corporations. The best
way to do this is by being a business partnerby directly improving the performance of
the business. This can be accomplished by effective talent management, helping with
change management, influencing strategy and a host of other value-added activities
that impact effectiveness.
In a competitive marketplace, talent management is a primary driver for organizational
success. Broadly defined, talent management is the implementation of integrated
strategies or systems designed to increase workplace productivity by developing
improved processes for attracting, developing, retaining and utilizing people with the
required skills and aptitude to meet current and future business needs.
A recent study shows that 85% of HR executives state that the single greatest challenge
in workforce management is creating or maintaining their companies ability to compete
for talent.
Without question, effective talent management provides one of the most critical points of
strategic leverage today.
Offering enormous business value, talent management is complex and continually
evolving.
Influenced by external factors such as the economy, global expansion and mergers and
acquisitions, critical success factors for effective talent management include alignment
with strategic goals, active CEO participation and HR management.
Research shows that organizations increasingly
focus on talent management. Moving from reactive to proactive, companies are working
hard to harness talent.
Yet different companies may not define talent the same way. The belief in talent and its
impact on the bottom line are at the heart of talent management. To be effective, the
talent mindset must be embedded throughout the organization, starting with the CEO.
Going beyond succession planning for top leadership positions, companies that value
talent have a deep appreciation for the contribution of individuals at all levels, now and
for the future.

Common Principles of the Talent

Management Agenda
1. Expectation regarding the
differentiation of talent.
2. The role of line leaders in the
development of people.
3. Philosophy regarding the movement
of people across businesses and
functions.
4. The role of diversity in staffing
strategy.
5. Beliefs about hiring for potential

1. A New Way to Think About Talent Management

Unlike talent development,models of supply chain management have improved radically
since the 1950s.No longer do companies own huge warehouses where they stockpile
the components needed to assemble years worth of products they can sell with
confidence because competition is muted and demand eminently predictable.Since the
1980s,companies have instituted,and continually refined,just-in-time manufacturing
processes and other supply chain innovations that allow them to anticipate shifts in
demand and adapt products ever more accurately and quicky.
Today,a deep bench of talent has become expensie inventory.Whats more,its inventory
that can walk out the door.Ambitious executiveis dont want to,and dont have to,sit on
the bench.Worse,studies by the consulting firm Watson Wyatt show that people who
have recently received training are the most likely to make better use of those new
skills.
It still makes sense to develop talent internally where we can because it is cheaper and
less disruptive.But outside hiring can be faster and more responsive.So an optimal
approach would be use a combination of the two.The challenge is to figure out how
much of each to use.
The absence of a talent programme in an organisation does not necessarily mean that
high-potential employees are not being noticed and managed, but there can be little
doubt that the design of distinctive approaches to managing talent has attracted much
more interest in recent years. Examples of organisational approaches to talent

management are given in this example.The main differences between talent

management and general HRM are summarised in Table1.
Table 1. Differences between elitist approaches to talent management and human
resource management (HRM)

Dimension

Talent management

HRM

Focus on high-potential employees: All employees: focus on the

their attributes and traits relative to differences between grades and
others.
roles.
Covers all HR functions including
Primarily on the selection,
development of policies and
Remits
development and deployment of high
procedures and ensuring legal
potentials.
compliance.
Manage the whole employment
Develop leadership capability and
relationship across the life cycle of
maximise the contribution of high
Purpose
employment with the organisation.
potentials in key roles and assist
Sustain the commitment and
succession into key roles.
engagement of all employees.
Differentiated HR practices may be Consistency of experience, equality
Experience
experienced by participants.
of opportunity.
Over and above the influence of the
A sense of competition for mobile
HR division, an employee's
high potentials is a strong external
experience of being managed is
Influencers driver. Talent programmes are often
heavily influenced by line managers.
designed by HR professionals in
Stronger internal and divisional
conjunction with top management
focus.
Coverage
and focus

1.1 Drivers for Talent Management

To gain competitive advantage,the demand for human capital drives talent
management.Talent management strategies focus on five primary areas:

Attracting
Selecting
5

Engaging
Developing
Retaining employees

Workforce trends drive talent management strategies. Factors such as an increasingly

global and virtual workforce, different generations working together, longer life
expectancies and an empowered and autonomous workforce have forever changed the
workplace. Due to demographic changes, the workforce is also increasingly diverse-
from age, gender and ethnicity to lifestyles, migration patterns and cultural norms.
Organizations are already taking advantage of these workplace trends.
Further,it is important that HR educate top management on the link between the talent
management cycle and the cost of turnover.For example,an employees decision to stay
or to leave is related to career possibilities in the company as well as how he or she can
become better prepared to move to other opportunities.To keep a valued employee,the
easy answer is not merely compensation.Employee loyalty tends to be more directed to
his or her professional skills rather than to the organization.Thus,to best
attract,engage,develop and retain talent,those who have responsibility for talent
management must understand what is important to employees.
In essence, talent is the vehicle to move the organization where it wants to be.

1.2 The Role of HR

As a primary owner of talent management, HR has many rolesone of the most

important is that of facilitator of the talent mindset.
HR leads the way for the organization to own, as an entity, the role of talent
management for organizational success. In
the role of business partner, HR works closely with
the board, the CEO and senior management to ensure that they are committed to talent
management work.
As talent management facilitator, HR also pays close attention to how the
organizations culture supports talent. Broadly speaking, HRs role encompasses
communicating the talent management philosophy companywide and knowing the
industry competition.
In addition, HR needs to develop an integrated and proactive strategic approach to
talent managementthe big pictureas well as managing critical information, such as
tracking turnover and knowing what factors contribute to retention.
To integrate talent management into all areas of the company, HR also plays a role of
change management agent. To drive this change, HR addresses four diverse talent
management activities: recruitment, performance management, leadership development
and organizational
strategy. In this role, HR manages four major risks to the business:
1. vacancy risk (to safeguard key business capabilities, focus on scarce skills and fit
to position);
2. readiness risk (to accelerate leadership development, provide full business
exposure to rising stars);
3. transition risk (to avoid loss of key talent, select successors with leadership ability
and hire for organization capability);
4. portfolio risk (to maximize strategic talent leverage, focus on senior
managements commitment to development and performance standards).

1.3 Identification of Talent

Organizations need to actively identify high-potential individuals.We do not

subscribe to the bubble-up theory,which maintains that the best leaders
inevitably move upward and gain the skills and experiences needed to meet
the increasingly complex challenges of todays organizations.

Organizations should cast a wide net in choosing people to be

developed.Companies cant afford to miss good people ,wherever they
are.Although relatively young individuals will be the primary source for
Acceleration Pools,leaders in later stages of their careers should also be
eligible.

Accurately selecting the talent to bring into the organization is critical.Everything

depends on the developability of the organizations talent.
Every organization has unique succession management needs based on its size,growth
rate,number of expected openings,organizational structure,management
commitment,and most of all,strategic direction.

2.Employee Engagement and Its Relationship to Talent

Management
Effective talent management policies and practices that demonstrate commitment to
human capital result in more engaged employees and lower turnover.
Consequently,employee engagement has a substantial impact on employee productivity
and talent retention. Employee engagement, in fact, can make or break the bottom line.
Employees who are most committed perform 20% better and are 87% less likely to
resign. In addition, the foundation for an engaged workforce is established by the
quality, depth and authenticity of communication by HR and senior management to
employees, as well as the quality of supervision.
The role of the manager as the most important enabler of employee commitment to the
job, organization and teams cannot be overemphasized. Furthermore, when done well,
practices that support talent management also support employee engagement (e.g.,
work-life balance programsflex time, telecommuting, compressed workweeks, reward
programs, performance management systems).

2.1 Finding the Right People

In the war for talent,organizational success depends on effective recruitment and
retention.
To accomplish this goal, HR can provide value by focusing on five key areas: ensuring
organizational stability,emphasizing employer brand and reputation, developing
integrated talent strategies, supporting multilevel accountability, getting involved in
talent management initiatives and offering opportunities for career and personal
development.
According to SHRMs 2006 Talent Management Survey Report, -the top areas in need
of improvement regarding talent management practices and strategies are:
1) building a deeper reservoir of successors
at every level;
2) creating a culture that makes employees want to stay with the organization;
3) identifying gaps in current employee and candidate competency levels;
4) creating policies that encourage career growth and development opportunities.

To attract and retain talent, hiring for compatibilitythe fit between employer and
employeeis critical. In addition, companies with excellent reputations and strong
brands are well positioned to attract top talent.

2.2 Challenges of Global Talent Management

In todays rapidly moving, extremely uncertain, and highly competitive global
environment,firms worldwide are encountering numerous global talent challenges.
Global talent challenges arise as firms compete on a worldwide stage under dynamic
conditions to ensure that they have the necessary amount of talent, at the appropriate
places, at the right prices and times. Firms that
successfully address these challenges are able to secure and/or create a workforce that
meets the talent needs of the firm in the short term while positioning the firm to also
meet their longer term talent needs.
To successfully address global talent challenges, firms of all sizes can and must take
advantage of a wide variety of human resource management (HR) actions, which
include the development of human resource policies and the design and implementation
of specific HR practices.
Conceptualized broadly, global talent management refers to the use of HR actions to
ensure access to needed talent by multinational enterprises competing in a global
environment; it includes HR policies and practices related to planning and forecasting,
obtaining, selecting, motivating, developing, evaluating, retaining, and removing
employees consistent
with a firms strategic directions while taking into account the evolving concerns of the
workforce and regulatory requirements.
Global talent management is carried out in the context of a dynamic environment.
Among the many factors that shape the specific challenges and responses of particular
firms are several major drivers, which include:
(a) globalization,
(b) changing demographics,
(c) demand for workers with needed competencies and motivation,
(d) the supply of those needed competencies and motivation.

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3.Strategic Talent Management:

Only 17% of all jobs in 1900 required knowledge workers.
In todays business world that figure is well over 60% (Michaels, Handfield-Jones, &
Axelrod, 2001).
In this knowledge economy, the bottom line isnt what it used to be. The bottom line has
shifted from being influenced by financial indicators such as earnings per share and net
profit margin to include intangibles, such as corporate culture, leadership, and an
organizations talent pool, drive corporate performance. The percent of market value
related to tangible assets in 1982 was 62 percent, with 38 percent for intangible assets.
In 2000, the growing importance of intangibles is demonstrated in the fact that only 15
percent of market value is related to tangibles, while a whopping 85 percent is related to
intangibles (Ulrich & Smallwood, 2003).
The argument now is that these intangibles need to be measured and monitored, and
subsequently tied to the bottom line. The bottom line must be redefined to include
intangibles such as leadership practices, organizational capabilities, and the ability to
attract talented people. And as organizations continue to automate business processes
using technology, in order to remain competitive against others that are doing the same,
they must now focus on their talent.
Additionally, though talent can be cultivated and developed, it can also leave the
organization, become sick, demotivated, and perhaps influence others to behave in
ways unfavorable for the organization. Worst of all, talent can deliver the doublewhammy by moving to a direct competitor. Because of this, attracting, assessing,

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developing, and retaining talented people is even more important in todays volatile
knowledge economy.

3.1 The necessity of strategic talent management

The strategic management of talent as such a critical driver of corporate performance
has become more and more important in the last few decades. Several key events have
influenced this new reality.
It began with the onset of the Information Age in the 1980s (Michaels, et al., 2001).
Consequently, the importance of intangibles such as intellectual capital, brands, and
talent, progressed beyond the importance of tangibles such as capital, factories, and
machines.
As we move toward a more knowledge-based economy, the value of highly talented
people continues to multiply. With it, the demand for high-caliber managerial talent also
grows.

Organizations need managers who can meet todays challenges, especially those who
value and develop talent. The prevalence of corporate downsizing in the 1980s,
followed by a swell in job opportunities in the 1990s,resulted in employee job-hopping
being more common than staying
loyal to one, and only one, organization. It is the case now that having only one
company on ones resume is often viewed as unfavorable and instead, multiple
companies on a resume has become more and more acceptable, and
oftentimes a sign of upward mobility. More often, managers are passively seeking jobs,
not by searching the Internet or want ads, but by keeping their eyes and ears open for
the next opportunity.

Because talented individuals are able to essentially write their own employment
contract, decline unattractive employment offers, or leave organizations because of lack
of developmental opportunities or work challenges, organizations must do whatever it
takes to attract and retain top talent.

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The Importance of Strategic Talent

Management

The ongoing war for talent

Negotiating power has shifted from
the organization to the employee
The fluctuation U.S. unemployment
rate
Organizations are outsourcing the
work leftover from downsized jobs.

3.2 Strategic talent management best practices

Strategic talent management is far more than the standard HR role and function of
filling positions and managing paper processes.
Strategic talent management can be defined as ensuring that a sufficient supply of
talent is available across the
organization to achieve competitive advantage, enhanced corporate performance, and
maximizing the productivity of an organizations talent pool. It involves process
consulting which includes forecasting openings and needed resources, using
assessments for selection and development, placing employees onto appropriate
projects, planning for and measuring the return on investment of personnel programs,
utilizing technology advancements, and more. Strategic
talent management spans the entire talent life cycle from entry to exit, from placement
to promotion. Best practices in strategic talent management identified based on several
contemporary experts in the field are described
below:
McKinsey & Companys The War for
Talent
Tulgans Winning the Talent Wars
Berger and Bergers Talent
Management Handbook

3.3 How do you Develop and Implement a Talent

Management Strategy?
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Talent Management is a "forward-looking" function. Not only should talent management

improve your organization's flexibility and performance, it should give you the
information and tools to plan for growth,change,acquisitions, and critical new product
and service initiatives.
A few critical issues we have identified in our research:
1) Talent Management requires integration and communication between existing HRL&D functions.
2) Competency management, a mis-understood and difficult part of training and HR,
has become critical.
3) Software solutions are maturing.

3.4 The Model of Assessment-Based Strategic Talent

Management
A model of assessment-based strategic talent management is presented here. The IPAT
Model of Assessment-Based Strategic Talent Management is comprised of three
dimensions: Discover, Inspire, and Transform. At a bare minimum, the Discover
dimension means to uncover information, whether it is about an individual, group/team,
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or organization. The Inspire dimension encompasses providing the motivation to elicit

change. The Transform dimension means producing, then tracking the changes that
occurred.
The IPAT Strategic Talent Management Model
Dimension Description
Discover
Identify your talent needs.
Find the right people at the right time for the right opportunity.
Help talent determine where they fit in (in the organization and for which position).
Individualized information exchange to orient new talent and allow for rapid
productivity.
Inspire
Coach, mentor, and give performance feedback to high potential talent.
Develop and cultivate leadership capabilities.
Identify high potential leaders and place them on a future track to lead the
organization.
Evaluate talent performance.
Transform
Provide high potential talent challenging training and development opportunities.
Cultivate a culture of feedback and continuous improvement.
Assess organization direction, culture, climate, and values.
Build and develop teams and teamwork.
Drive performance improvement in individuals, teams, and organizations.
Document return-on-investment.
Discover
At its core, Discover refers to finding the right talent at the right time for the right
opportunity. In order to source the right person for the job, the first thing that needs to
happen is a strategic talent needs analysis. Find out what projects are coming down the
pipeline, if the right talent is available internally, and what are the talent needs currently
and for the future. Next, a job analysis is essential to begin to staff the work. A job
analysis provides the basis for allassessment
interventions.
Inspire
Next, Inspire means developing and cultivating high potential leaders and employees. It
also means providing the opportunities to develop and the incentives for employees to
succeed.
By assessing leadership capabilities, individuals can identify areas for improvement
and enlist coaching and mentoring assistance to create and implement action plans.

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Transform
Finally, Transform refers to driving performance improvement in individuals, teams, and
organizations. Transform addresses issues surrounding organizational development,
organization culture, climate, values, and
direction. It also involves impressing a culture of feedback and continuous
improvement onto the organization, as well as team building and personorganization.
Conclusion about this model:
Strategic talent management has already become the competitive advantage
organizations need to succeed in the new talent economy.
Reasons such as the war for talent and the shifting of negotiating power from the
organization to the employee, emphasize the need for organizations to strategically
manage their talent assets.
Assessment-based STM has been a neglected focus of organizations and human
resources professionals, but has the potential to turn strategy and theorizing into action
at the individual level. Assessment of individual and group ability, personality, and skills
will allow organizations to make more informed decisions that will, in turn, impact the
bottom line.
Assessment-based STM provides a method of discovering, inspiring, and transforming
intangibles (e.g., organizational talent) into tangible results.

4.Defining the Talent Management Process

Organizations are made up of people: people creating value through proven business
processes,
innovation, customer service, sales, and many other important activities. As an
organization strives to meet its business goals, it must make sure that it has a
continuous and integrated process for recruiting, training, managing, supporting, and
compensating these people. The following chart
shows the complete process:

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1. Workforce Planning: Integrated with the business plan, this process establishes
workforce plans, hiring plans, compensation budgets, and hiring targets for the year.
2. Recruiting: Through an integrated process of recruiting, assessment, evaluation, and
hiring the business brings people into the organization.
3. Onboarding: The organization must train and enable employees to become
productive and integrated into the company more quickly.
4. Performance Management: by using the business plan, the organization
establishes processes to measure and manage employees.
5. Training and Performance Support: of course this is a critically important function.
Here we provide learning and development programs to all levels of the organization. As
we describe in the Death of the Corporate University, this function itself is evolving into
a continuous support function.
6. Succession Planning: as the organization evolves and changes, there is a continuous
need to move people into new positions. Succession planning, a very important
function, enables managers and individuals to identify the right candidates for a
position. This function also must be aligned with the business plan to understand and
meet requirements for key positions 3-5 years out. While this is often a process
reserved for managers and executives, it is more commonly applied across the
organization.
7. Compensation and Benefits: clearly this is an integral part of people management.
Here organizations try to tie the compensation plan directly to performance
management so that compensation, incentives, and benefits align with business goals
and business execution.
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8. Critical Skills Gap Analysis: this is a process we identify as an important, often

overlooked function in many industries and organizations. While often done on a project
basis, it can be "business-critical."
For example, today industries like the Federal Government, Utilities,
Telecommunications, and Energy are facing large populations which are retiring.
How do you identify the roles, individuals, and competencies which are leaving? What
should you do to fill these gaps?
We call this "critical talent management" and many organizations are going through this
now.

4.1 Problems identifying talent

Talent management is typically portrayed as a neutral and normative activity that is free
of biases where those with the most promise will get the best chances to rise to the top.
However, while there has been no specific study of fairness in relation to the operation
of talent programmes, some of the general problems that can compromise HRM
practices will inevitably apply. The primary practice underpinning talent identification is
the assessment of performance typically through an appraisal scheme. Biasing effects
in appraisal include whether or not the rater was involved in previous appointment
decisions , impression management and interpersonal regard or liking . Appraisal is a
highly political arena , and raters may inflate ratings in appraisals in the best interests of
individual and unit performance to avoid conflict and confrontation. The particular ways
used to appraise and assess people create a construction of the individual that has
meaning for the organisation even though that meaning may involve the relegation of
the individual's distinctive attitudes and behaviour and thus suppress the talents that
they want to demonstrate. Unless individuality fits with some organisational ideal, then it
is, in effect, lost or, at best, subsumed in the organisation. Only when individuality
resonates strongly with the organisational ideal does it stand a chance of being
recognised and praised as talent. Talent recognition is also likely to be compromised by
social and geographic distance, which are particular threats in multinational
organisations.
Another threat to fair identification of talent is the masculine nature of leadership. The
participation of women in corporate boards is about 12% in the United Kingdom, France
and Germany, and although women take a higher share of top jobs in the public sector
in the United Kingdom, it is still only around 25% on average (Equality and Human
Rights Commission ). These raw figures indicate that barriers to the progress of women
create a personal cost in terms of equality and equal opportunities and the suppression
of women's talent at the top of organisations is probably costing organisations in terms
of creativity and innovation. Deloitte and Touche recognised gender inequalities and
found that the male-dominated culture was a substantial causal factor. Only by tackling
this entrenched culture did the retention of women improve, although the difficulties of
cultural change in this respect can not be overstated
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Leadership potential is a big part of talent search and development, and the popular
picture of leadership itself might be a problem for the progress of women. Although
leadership theory continues to evolve, it has traditionally been described in masculine
terms , elevating the value of characteristics such as being tough, competitive,
analytical, unemotional and task-oriented characteristics often thought more likely to
be displayed by men. The way we talk has a bearing on this because microlinguistic
practices influence our success by influencing how we are perceived, and the context of
where we talk influences a person's perceived fit in that context and hence their
perceived talent. Research shows that women use different speech practices to men,
and in leadership situations, their speech is more likely to adjust to reflect and
accommodate the concerns of others much more than men would do. As leadership is
seen as a masculine construct, and since leadership potential is a constant ingredient of
talent searches, then talent searches appear to have an in-built bias towards men.
Organisations need to be careful that they are not seduced by heavily gendered views
of leadership when they are looking for future talent.

Another problem affecting the recognition of women's talent is that talent is usually
sought in a context of full-time, permanent jobs and long hours. Indeed, long hours can
be a proxy measure for energy and drive which usually appear in organisational
definitions of talent. Since a high proportion of part-time jobs are held by women, this
seems another barrier to talent recognition that needs to be dismantled to accelerate
movement towards greater numerical equality of women in positions of power and
influence in the United Kingdom .Traditional thinking that sees talent only through a
mindset of full-time jobs and long hours has to be reconsidered in organisational talent
searches. Finally, a range of personal factors influences individual success over and
above relative performance. Personal attractiveness influences success across a range
of occupations. An attractive personality and high standards of personal grooming also
make a difference. The implications for organisations in this respect are clear to
recognise sources of bias and to put in place systems and procedures to counteract
them as much as possible.

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Real managers put people before numbers for the simple reason that
it is talent that delivers numbers.
Success comes from those who are able to extract meaning from
events and the forces affecting a business,and are able to look at the
world and assess the risks to take and the risks to avoid.

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1. Illustrative cases

Talent management strategies also provide the context for diversity

and inclusion. Proctor and Gamble, for example, feels that getting the right mix of
people is a major part of talent management and hires many of its leaders as university
recruits.
Talent management is also driven by the anticipated skills shortage in the coming years.
While not all organizations, industries and professions will experience a lack of skills,
organizations are already competing for talent.
Moving talent management initiatives forward, however, requires organizational buy-in.
That is, all levels of management must be on board with the importance of talent
management strategies.
When the board is involved, the value of talent management is apparent and has high
visibility.
Yet to be successful, the value must be understood throughout the organization. In highperforming companies, for example, senior management also is responsible for the
success of talent management. At the same time, for talent management initiatives to
be effective, organizations need
formal processes, with many people involved and with strong links between leadership
and talent to translate into specific organizational value-based behaviors.

We cannot afford to ignore talent management in our organization today,if we wish that
you stay in business tomorrow. At The Sergay Group, we have helped many
organizations to structure effective, efficient and super-charged teams that deliver from
top to bottom!
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Thanks to its varied programs, Bosch offers exciting employment opportunities for
skilled young people. For example, we have continually increased the number of
internships, degree theses, and doctorate grants in the last few years. We intend to
continue doing so in the future and to make contact with suitable candidates as early as
possible. Last year, more than 4,800 students in Germany took up internships at Bosch
to link academic theory with business practice. A successful internship is the best
recommendation for going on to complete a final-year project or for starting a career at
Bosch. That's why we stay in contact with promising interns during their subsequent
studies via our students@bosch program. We use this program to provide support for
students who have excelled during internships at Bosch.

6.Conclusion:
Companies that engage in talent management are strategic and deliberate in how they
source, attract, select, train, develop, retain, promote, and move employees through the
organization. Research done on the value of such systems implemented within
companies consistently uncovers benefits in these critical economic areas: revenue,
customer satisfaction, quality, productivity, cost, cycle time, and market capitalization.
The mindset of this more personal human resources approach seeks not only to hire the
most qualified and valuable employees but also to put a strong emphasis on retention.

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Bibliography

1.Talent Management:Driver for Organizational Success,By Nancy

R.Lookwood,SPHR,GPHR,M.A,Manager ,HR content Program,pages 2-4;
2.Strategic Talent Mangament:Assessment As a Foundation Next Generation Strategies
In The Ongoing Talent War,by Noelle K.Newhouse,M.S.;Barbara O.Lewis,Ph.D,pages 13;
3.Talent Mangement:A critical review by Robert E.Lewis,Robert J.Heckman,Personnel
Decisions International,USA,page 139.
http://www.forbes.com
http://www.mercer.com
http://the-tma.org/

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