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In the study the next finest practice noted was giving HR the charge of monitoring implementation reported more success at developing high potentials. With regards to high potentials they recommended that the differences between potential, performance and readiness has to be considered and it needs mentoring and personalised development plans to build key skills to take an employee from potential to readiness.

Retention and Motivation

In terms of retention and motivation of high potential the study revealed, giving challenging assignments and provide extra perks was effective. This argument was touched upon previously by McKeown (2002) where he mentions that only some organisation recruit for retention where an employee is hired using all hiring models to the new employment contract. In order to identify potential future leaders he also suggests conducting talent reviews of employees. Apart from attractive perks and development opportunities Barnett and Hall (2001) proposes reduction in the working hours to win this war for talent. The authors mention an interesting finding from their research that 80 percent of the professionals were dissatisfied with long working hours.

In addition to the above approaches Budhwar and Bhatnagar (2009) suggests competency framework for talent management where people who fit for the organisation are recruited with a positive employment brand. It also conveys the need of rewarding the potential employees and having a HRIS (Human Resource Information System) in place. This relationship will be then mediated by psychological contract. However I feel since this framework is conceptual it can be used in my research. Berger (2004) came up with a talent management model called TalentReservoir to provide structure to implement practices which will lead to potential employees contributing to organisational performance through designing and building a solution, capture the solution is software then implement it. He even emphasises that involvement of CEO is a must in managing talent.

The following model shows how the finest talent management approaches leads to an overall organisations performance.

Adapted from Bhatnagar and Budhwar (2009)

With a talent management strategy in place these days companies choose talent management technology and solutions in accordance with the company's needs. In the past decade rapid evolution of IT and the arrival of the Internet in particular, has an impact on the process of recruiting and retaining talent (Harris, 2000). Berger (2004) states it is high time organisations realign their approach on talent management and explore the role played by technology in attracting and retaining talent. The rapid growth of the internet and an increasing use of talent management tools and software are increasing to measure employee's performance and using software solutions to integrate talent management practices in an organisation. He suggests organisations to deploy and understand technologies to address future labour market conditions and remain competitive. Moreover, he even emphasises that technology can be used to gather data as long as the human interaction is not ignored.

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