To better understand the nature of talent acquisition planning and strategies, illustrate how and why HR managers behave in the procedure of talent retention. The basic premise of the study is that this self-absorbed concept requires a classification of the development of a rigorous model. To date, the researchers have provided the literature related to the process of talent identification from a perspective of talent management.
Also, the concepts of this study have been recognized and provide discussion for the need for additional factors that may influence decision making in talent decision making. Consequently, the context of this study is also addressed in the context of previous research regarding the talent identification process in general and talent decision making in general. Based on the theory discussed in the last chapter, the researcher developed and presented a theoretical model which identifies many factors that may influence the perception and experience of potential determinants of talent in the talent retention strategies.
Talent management is the capacity to make and utilize the talent to accomplish the targets of the organization. The term is a demonstrated routine with regards to utilizing interconnected HR procedures to give a typical central advantage to any organization overseeing talent, covering a wide scope of talent, for example, specialized talent, management talent, etc. The term talent management alludes to various things to various organizations. For some it is tied in with overseeing costly or talented individuals, in others, about how talent is dealt with, all in all, that is, all individuals have talent that ought to be recognized and communicated.
Because of the absence of consistency of definitions and hypothetical structures, TM is assessed as a grapple that joins human resource management (HRM), inventory network management, vision and practice in an assortment of fields of view and resource theory. While a few customs are hypothetical examinations directed in theory, occasion-based investigations separate the way of the TM field.
Most investigations in the TM field bolster the resource-based view. Besides, these examinations, which are important to the resource-based methodology, if profitable outcomes for looking at the job of HR in accomplishing an upper hand. Because of properties, for example, value, irregularity, and certainty, HR can be a significant wellspring of the upper hand.