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Argues that cloud computing will have a vital role to play in the effective management of organizational talent and human resources over the next decade.

Draws on personal knowledge of the latest developments in information technology and experience of planning, developing, delivering and supporting applications and technology platforms that help organizations to manage their human resources. Identifies potential pitfalls in the adoption of cloud computing and provides advice on how to ensure that the organization secures the best solution for its needs.

Reveals that cloud computing will enable organizations and individuals to automate and standardize key processes, as well as gain access to and generate a greater volume of timely and useful information, thus helping to maximize the organization's talent‐management strategy in a cost‐effective manner.

Argues that when an organization uses an integrated suite of talent‐management applications, hosted in the application provider's “cloud”, it benefits from more frequently updated, high quality and flexible functionality. It also saves the organization the cost and effort associated with maintaining the hardware and software necessary to run the applications and store the data in‐house.

Demonstrates how opportunities to develop skills and careers can be improved through the use of new technologies.

Draws on the author's breadth of skill and experience to demonstrate how cloud computing can be used to improve the practice of talent management.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Change is a constant factor in today's business world. Technology continues to play an important role in driving change and in helping organizations operate successfully in the wake of ever‐intensifying competition. The demand for talent has naturally soared as a result, making it imperative to identify, nurture and manage top‐performing employees more effectively. In many firms, the response has been to increase the emphasis on mentoring. Leaders are increasingly utilizing this strategy in their quest to achieve knowledge transfer, leadership development and succession planning objectives. Of course, it's rarely that simple. Setting up any mentoring program involves the often arduous job of finding suitable applicants, then matching them with the right mentors. Program content must be appropriate. Ditto its goals. Then there's the necessary evaluation to ascertain the program's effectiveness. And all this must be customized to fit the requirement of the company in question. Sure sounds a pretty daunting challenge.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.