Comprehensive Model Of Talent Management

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1. Introduction
Sullivan (2004) noted that organisations and individuals claim to know what talent management means, however they do not understand this concept fully and cannot seem to distinguish between talent management and recruitment. Talent management has become one of the world’s most important aspects to success as talent are scarce, unnoticeable or organisations don’t have a competitive advantage. Cappelli (2008) further noticed that talent management fails continuously for executives in modern organisations. Talent Management strategies have been dysfunctional and talented employees and skills are scarce which lead to deficits in organisations (Cappelli, 2008).

Cappelli (2008) further stated that large organisations with internal …show more content…

Today one of the main challenges is to attract and retain the most talented people to the executive levels (Cappelli, 2008). The purpose of this assignment is to gain a deep understanding and explanation of what the definition of talent management means by reviewing the literature. It will also describe the challenges that organisations face with attracting and retaining talented employees. Finally a comprehensive model of talent management will be developed and discussed where a conclusion will then follow.
2. Literature review
2.1. What is Talent Management?
The concept talent management cannot be defined by one definition in particular; however several researchers have defined talent management in their own understandings.

Collings and Mellahi (2009) defined talent management as activities that involve key positions that contribute to the organisations sustainable competitive advantage and also the development of high potential employees that are competent and committed to the organisation to fill these positions. Wellins, Smith and Rogers (n.d.) stated that talent management is aligning one’s organisational goals with the developing, recruiting, attracting and retaining of people. Furthermore Sullivan (2004) noted that talent management can be seen as a unified process that organisations …show more content…

Furthermore organisations don’t compare their own talented employees to their biggest competitors to see where they might have a disadvantage. CEO’s and other leaders don’t acknowledge the poor performers and the reasons for their performance, poor recruitment methods and a lack of culture within the organisation. Additionally organisations lack the responsibility and interest to acknowledge the top performers and developing them to rise to the top, but also develop and retaining the B performers (Micheals et al., 2001). Wellins et al. (n.d.) stated that a challenge might arise when organisations are too cautious of de-motivating their top performers. However Wellins et al (n.d.) further stated that good results derived when the employees are transparent in the

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