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ccording to their potential and performance (Huczynski and Buchanan, 2007). Thus the means of managing these individuals should also differ by deploying the business resources towards key employees and chosen leaders.

The above discussion about TM and HRM principles and practice reveals that it is inappropriate to conclude that TM is same as HR activities or completely new concept. TM has emerged and evolved under certain contexts and enhancing the existing practices emphasising the needs of the business from its workforce to attain its current and future business requirements.

Evolution of Talent Management

Over the years talent management has evolved with sophisticated and extra responsibilities. Bersin, 2006 demonstrates how talent management has evolves from the 1970 to the current age. Initially the personal department was concerned with the people management. The main job of this department centred on for hiring people and accordingly paying them. Later in the 1990s firms started realising that HR was a broad topic and was more important than just hiring and paying people thus there was an emergence of strategic HR. The role of HR was now about hiring, developing and helping the business to achieve the goals of the business through these people. The HR department played the role of a business partner and accordingly supported the business. Meanwhile there was the emergence of talent management (Fishman, 1998) which concentrates on acquiring efficient and skilled employees with the help of proficiency based hiring process rather than selecting candidates by sorting their resume. The focus is now on developing sustainable talent pipeline, identifying the gap between the demand and supply for talent; identify suitable individuals and successors to fill the vital positions of the organisation (Bersin, 2006; Davis et al 2007; Budhwar and Bhatnagar, 2009). The following figure by shows the evolution of talent management.

Definition of Talent Management

In the review of the existing literature on talent management there is a lack of consensus on the meaning and conceptual scope of the topic. In a study Tansley et.al (2006) noted that only 20% of respondents were aware of a formal talent management definition. Traditionally it was about being good to employees. But now talent management is about attracting, retaining talent who are valuable to the organisation or strengthening employment brand. Although there is a discrepancy in the talent management definition its importance cannot be ignored (Bhatnagar, 2007; Lewis and Heckman, 2006; Scullion, Caligiuri and Collings, 2006; McCartney, 2009). Aston and Morton (2005) in fact believed that there is no single definition of talent management. However, the review of the talent management literature is categorised into a variety of topic and combining all of these together illustrates that the focus of the topic of talent management has been shifted to a critical review from a practitioner influence (Bhatnagar, 2006; Lewis and Heckman 2006). Despite such a criticism, three chief perspectives of talent management were identified in the extant literature.

The first perspective merely believes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。