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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.

Researchers identified seven core talent management functions. They were talent planning, talent identification, talent attraction, talent acquisition, talent development, talent deployment and talent retention. The authors found that they influenced each other and operated together to identify, formulate and achieve organizational goals

The briefing saves busy executives, strategists 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.

The aim of this paper is to discuss the importance of talent management to strategic success, to identify the challenges in building talent power and to explore how to overcome those challenges. It summarizes some of the thinking from the book, The Talent Powered Organization

The paper starts by setting the context around today's major HR issues and the importance of talent management. Talent is now the key to strategic success, but is conversely getting harder to find and easier to lose. In tackling these issues, every organization must deal with a world of change and variability. The paper drills down into how to embed and sustain talent power. It explains the importance of understanding and measuring how talent contributes to an organization's performance and goes on to examine the other capabilities and processes required to ensure that talent is not just retained, but is also actively multiplied.

The paper asserts that an organization needs to put in place key processes in order to retain and actively multiply talent. They include: maintaining visible leadership that is focused on talent; encouraging and rewarding line managers for nurturing talent; and modernizing HR and training to identify, develop and deploy talent to the best effect.

The theory is backed up by examples from different parts of the world that demonstrate practical solutions to tackling specific challenges to building a talent‐powered organization, including: Valero Energy; Yahoo!; Campbell's Soup; Unilever; and SKM.

The paper discusses the importance of talent management to strategic success, in order to identify the challenges in building talent power and to explore how to overcome those challenges.

The purpose of this paper is to understand what talent management might need to look like to meet the future needs of organizations and the requirements of the upcoming generation of talented individuals. The author, from specialist consulting and executive search firm Jackson Samuel, shares findings into how organizations can improve their performance by adopting a more strategic and personalized approach to talent management.

Jackson Samuel spoke to senior HR people from 44 companies based in the UK and internationally, and also to 110 talented individuals across the length of the talent pipeline – university students, graduate trainees, middle managers and more senior talented executives. Focus groups and in‐depth interviews were conducted and questionnaires were completed. Analysis involved a combination of both quantitative and qualitative methods and market segmentation.

Businesses can significantly improve their bottom‐line performance by using a segmented approach to talent management.

The research shows that organizations that understand what their most talented individuals want from their relationship with their employer, and then segment their talent population and differentiate the Employee Value Proposition (EVP) for them, deliver up to 66 percent higher total shareholder return (over a five‐year period) than those organizations that do not.

Talent segmentation will allow organizations to get a greater degree of differentiation in the following pragmatic and simple ways: it helps an organization choose who to focus on (key value‐generating talent) and to create definitions for these different populations of talent; and it enables organizations to really understand what the talented individuals within each population want from their relationship with the organization.

With the development of social economy, the problem of female labor force and talent ecology mechanism has become increasingly prominent. They do not assign jobs according to their abilities, but decide their duties according to their interpersonal relationships. The uneven distribution of human resources makes the difference, the impact of the female talent social mobility tends to solidify and the social strata between the contradictions are deepening.

This paper mainly investigates the current situation of female talents social mobility to solve the problem of the social mobility of female talent, and evaluates the main factors that affect female talents social mobility by analyzing the flow of ordinary female labor, enterprise female talents and educational female talents.

Society should pay attention to the social mobility of female talent, carry out comprehensive ecology mechanism in time, take different methods to the management of female talents in different industries, remove the obstacles that affect the social mobility of female talents and create a good ecology mechanism of female talent.

This paper provides corresponding suggestions and countermeasures on the ecology mechanism of female talents social mobility.

The purpose of this paper is to identify the obstacles and challenges of talent management as well as its success factors in Iranian automotive industries.

This research is a kind of discoverer research done by qualitative approach. The methodology to data collection was interview and research sample was 15 manager in automotive industries. Data analysis was carried out by the coding method, and concepts, minor and major contexts were extracted and lastly the conceptual framework was formed.

Based on the findings of the research, framework of obstacles and challenges in talent management was classified into four categories that are structural challenges and barriers, environmental challenges and barriers, behavioral challenges and barriers and lastly managerial challenges and barriers. In addition, the framework of talent management success factors were categorized into three main sections that are structural success factors, environmental success factors and finally managerial success factors.

Problem finding of talent management in automotive industry and identifying obstacles, challenges and success factors in talent management with qualitative approach through interviews with experts from the Iranian industries is the research value.

The purpose of this paper is to identify key new dynamics in the talent pool; identify the role of opportunity in the development of organizational talent; distinguish between the effectiveness of image and leadership behaviors in the attraction and retention of key organizational talent; touch on the key talent management areas which are well managed by successful organizations: employer brand/employee of choice strategy, employee engagement, coaching, project and stretch opportunities, and redeployment/outplacement; and to reiterate the need for senior ownership of the talent strategy, without which most talent strategies are doomed to remain expensive means to an elusive end

The paper is an opinion paper, which draws broadly on a range of talent management experience, and it identifies key acid tests of talent strategy success

Reiterates the need for senior ownership of the talent strategy.

The paper identifies key acid tests of talent strategy success.

Getting the right people in pivotal roles at the right time should be nothing new to HR professionals, but done effectively, talent management can create long‐term organizational success. Here, Lynne Morton and Chris Ashton show how to align talent management strategies to business goals, integrate all related processes and systems and create a “talent mindset” in your organization.

This article aims to explain the why and what of strategic talent development. It shows how top talents in value-creating top positions can make a strategic difference for organizations.

Having established the differences between generic and strategic talent management, this article argues that talent management needs to be aligned with the organizational strategy. The next step is to ensure that the talents and skills of people who fulfill strategic, “difference-making” roles are best developed. You cannot standardize your talent development to achieve greatness.

Strategic talent development is a valuable and priceless investment in the future of the entire organization.

Strategic talent development is an innovative addition to existing talent management practices – not a replacement. An addition that makes the link between talent management and strategy (even) more explicit and can help organizations to make a next step in the realization of their ambitions through a targeted deployment and development of their top talents in key positions.

It may be a cliché of modern business for a company to say that “people are our greatest asset,” but this is one truism that should be taken seriously. Up to 70 percent of a company's value is tied up in the skills and experience of its employees. All too often, however, business executives and Human Resource (HR) departments have very little insight into how to use this asset for better business outcomes. This paper aims to look at the importance of effective talent metrics and to examine the problems organizations face when trying to develop talent intelligence.

The paper discusses the findings of Talent Intelligence: Key to Business Success, an independent research report examining business and HR attitudes to talent metrics and analytics.

Despite the business value that accurate, accessible talent intelligence can provide, the research finds that there are significant differences between those talent metrics that organizations consider important and the data to which they have access. A legacy of disparate technology systems and a focus on measuring efficiency rather than effectiveness are the primary reasons for the lack of talent intelligence among many businesses.

The paper examines the findings of a comprehensive international survey of HR and business managers, identifying the barriers to collecting and analyzing useful talent metrics and laying out the key steps towards generating talent intelligence.

The purpose of this article is to discuss succession management within the context of talent management, with specific reference to the role of talent reviews in the identification, development and retention of potential successors for critical job roles at different organizational levels.

The article utilizes a case study of talent reviews from a Saudi Arabian mining company, explores the different succession management approaches and highlights emerging best practice solutions in the field. In the case study, the primary task was to evaluate a sample of 59 executives and senior managers against the company's leadership competency framework in order to support them in a structured career development process within the context of the company's talent strategy.

The main findings indicate that the sample's strategic thinking ability and leadership skills are generally weak and that the current leadership capabilities might not be aligned with the company's growth strategy.

To enhance the talent review process, companies should: apply additional measures to develop a more complete picture of individual capability; fast‐track the talent review process; create a talent score card; review selection practice; determine retention risk by means of a risk‐criticality analyses; and implement individual conversations about performance and career development.

The article has found that talent review is a powerful intervention tool that helps to identify high‐potential employees and future leaders, determine bench strength at a specific level and identify talent gaps, organizational capability and risks. This study contributes to the practice of strategic human resources management with implications for succession management.