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velop and retain talent. If an organisation is to survive, then it will only be through ensuring the continuity of its management and having the right people in the right place at the right time with the right skills. (Cannon,James,talent mangement and successioon planning)

A key challenge in this line of research is to describe the processes that explain the relationship between practices and an organization's performance.Wright and Haggerty (2005) note that the practice-outcome link, as operationalized in research studies and theoretical models, is generally distal and the level of analysis is the firm. In other words, individuals (the 'talent' usually referred to by practitioners of talent management) are omitted from the model. Wright and Haggerty (2005) call attention to the need develop more complete strategic HRM models that account for multiple levels of analysis, the effect of time, and causality.(cited hh.pdf)

No literature was found that examines processes for ensuring that metrics are fed back to decision-makers (hiring managers, supervisors, etc.) regarding the talent decisions they frequently make. The validity of managers' choices to send one person over another to a development program, to hire one person over another, or to nominate an individual for a high-potential talent pool are easily calculated, meaningful metrics that have the potential to markedly improve organizational talent decisions. How these measures can be reported, and the accountability framework needed to ensure action, remains unstudied.

Summary

Researchers have an opportunity to bring clarity and thought leadership to a popular topic that lacks coherence and rigor. TM as it is used is a term without value. By grounding TM in a strategic decision framework that clearly guides talent decisions, developing systems-level models that illustrate the multi-pool impacts of talent choices, and developing reliable, validity, and theoretically meaningful measures researchers can markedly improve the quality of talent conversations in organizations.(cited hh)

OBJECTIVES OF THE STUDY.

The key objective of this research was to find out whether the current economic climate or recession has affected organisational talent management approaches and strategies in the hospitality industry in UK.

Introduction

Talent management (TM) can be defined as a holistic approach to human resource planning aimed at strengthening organisational capability and driving business priorities using a range of HR interventions. These include a focus on performance enhancement, career development and succession planning (Iles, 2007). The concept of TM has evolved into common management practice and while originally focused on recruitment (Michaels et al., 2001), it is now recognised as a much broader concept aimed at attracting, retaining, developing and transitioning talented employees. This paper presents the views of a number of senior managers in the hospitality and tourism sector, and develops a deeper understanding of their perceptions around the value of TM, the approaches they adopt, and the issues and challenges they face in the process.

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