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In a Belbin team role exercise taken by Senior (1998), she has this view that, 'in organisations which increasingly value innovation and dynamism, care should be taken not to overlook people who are not `go-getters', do not have brilliant ideas and are not particularly interested in doing a task themselves. These are the relatively rare oordinators who, on the whole, do not overlap other roles but who are indispensable for keeping the team effort together and on course'.

Hence this research aim to look in to this area of choice between talent pool or the all inclusion talent in an economic downturn in Marriott brands of hotels in UK and will attempt to understand through manager's perspective.

In the early part of 2009 there are signs everywhere of the economic downturn that has been gaining momentum since late 2007. It is impacting both our work and personal lives and is played out and reinforced on a daily basis by unrelenting media coverage of business closures, widescale redundancies and the threat of more to come. It is precisely because we have so many sources of information and media available to us now that we can't escape from all the depressing news of the negative impact on business and employment. The impact is clear to see on the well-being and psyche of the nation.

Rather than a 'war for talent' there currently seems to be a 'war on talent'. We wanted to find out how important organisations consider talent to be when times get tough. Our reason for surveying organisations about the impact of the downturn on talent management practices was not to further contribute to the negative press but rather to focus on some of the positive measures that can be taken to make the best of the situation, grasp any opportunities that present themselves and ensure through their continued focus on talent that organisations are able to bounce back faster and harder than competitors. We are therefore highlighting some of the practical steps that CEOs, HR professionals and all people managers can implement to fight against the likely 'war on talent', help lift us out of this current decline and ultimately contribute to the long-term success and sustainability of our organisations.

Indeed our findings show a number of surprising positives reported in relation to managing talent in a downturn:

Organisations are focusing more of their time on engaging, motivating, retaining and fully using the skills of their existing workforce.

There are increasing opportunities to recruit talent discarded by competitors.

Greater scrutiny is being placed on talent management systems and processes - this seems to be both from a return on investment perspective and also by placing greater emphasis on more robust and transparent criteria for the selection and development of high-performing individuals - which can only be a good thing.

Uncertain times, for the most part, have led to more honest and frequent communications between managers and employees, with individuals having a greater understanding of where the business is, for better or worse, and how their performance can make a differenc本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。