ABSTRACT
One of the most important developments in international human resource management over the past fifteen years has been the increased focus on the effective management of those individuals with high levels of human capital who are central to organizational success, both at home and abroad (Tarique and Schuler, 2010). Ever since the second half of the 1990s, the field of talent management has become a key area of focus for both practitioners and academics. Talent management (TM) can be thought of as a subset of strategic human resource management (SHRM), which concentrates on meaningful techniques aimed at attracting or identifying, motivating, developing, and retaining organization's most valuable employees and ensuring their deployment in those roles that add the greatest value in the organization. There are quite a few factors that differentiate TM from HRM. These factors include: the larger amount of stakeholders that talent management includes; it moves the human resource (HR) agenda beyond the HR function and into the boardroom; it generally has a narrower focus than HR and is generally targeted at employees with high levels of human capital; and a greater differentiation of HR practices to support employees’ needs (Tarique and Schuler, 2012). We will touch upon more precise definitions of and approaches to talent management a little later in this chapter.
