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Talent Mngmnt

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Journal of Management and Strategy

Vol. 1, No. 1; December 2010

Talent Management in HR
Preeti Khatri (Corresponding author) HCTM, Kaithal-Ambala Road, NH-65, Kaithal, Haryana (136027), India Tel: 099968-56761 E-mail: pkhatri2010@rediffmail.com Shikha Gupta HCTM, Kaithal-Ambala Road, NH-65, Kaithal, Haryana (136027), India Tel: 098131-81836 E-mail: shikha_gupta40@yahoo.com Kapil Gulati HCTM, Kaithal-Ambala Road, NH-65, Kaithal, Haryana (136027), India Tel: 09812-04737 E-mail: kgulati85@yahoo.com

Santosh Chauhan GIMT, 7 kms. From Pipli, Kurukshetra-Ambala Road, Kurukshetra, Haryana (136118), India Tel: 094165-70322 Received: August 13, 2010 Abstract Managing talent in a global organization is more complex and demanding than it is in a national business—and few major worldwide corporations have risen to the challenge. The current business and economic environment is exposing a host of weaknesses in the talent management practices of many organizations, as well as the lack of a comprehensive understanding of skills, capabilities, key workforces and top talent. Talent strategy is, in fact, as important as any other part of an organization’s overall strategy, regardless of the business conditions. Unfortunately, the harsh glare of the downturn has exposed the fact that the talent planning and management capabilities of many organizations are not equal to the challenges that lie ahead. Smart companies will also keep an eye out for skilled workers who in good times may have been too difficult or expensive to attract but who are now available thanks to workforce reductions in other companies. It is easy enough to say that companies that can rally their people will have a better chance to thrive during and after the economic downturn. But effective talent management is not simply a matter of exhortation or charisma. Close, comprehensive and

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