SHRM(The Society for Human resource Management) is a professional Human resource membership association headquartered in Alexandria,Virginia. The largest association in its field, SHRM promotes the role of HR as a profession and provides education, certification, and networking to its members, while lobbying Congress on issues pertinent to labor management.

In the year 2006,in their quarterly research,SHRM wrote an article on talent management as a driver for success in organizations. This article is about the importance of talent management in organizations, the challenges in implementing and maintaining talents in companies, the key factors affecting talent management and how talent management is directly linked to employee engagement.

In this article there is no direct use of any theory but the two-factor motivational theory by Herzberg is the most applicable. This theory tries to discuss on the factors that motivate employees and how they directly impact on the employee performance and competence in the organization. In reference to the article, we see that effective talent management policies and practices that demonstrate commitment to human capital result in more engaged employees and lower turnover.

Talent management focuses on five key areas; attracting, selecting,engaging,developing and retaining employees. This is just beyond feeling the gaps but finding the right talent that well fit the job vacancy and description. Looking beyond the papers and focusing on the employee potential and the talent or creativity that when well developed will grow the organization beyond its set goals as well grow the employee in terms of experience, confidence in their specific job, critical thinking, and opportunities. When the employees love what they do their driven more by passion that increases their committed to growing that company as their own because they feel accepted and important to the company. When they are fully engaged and their other needs like,safety,health and recognition are met they have no reason not to be highly competed. Employee engagement can make or break the bottom, according to the article; Employees who are most committed perform 20% better and are 87% less likely to resign.

practices that support talent management also support employee engagement (e.g.,work-life balance programsflex time, telecommuting, compressed workweeks, reward programs, performance management systems).Rewards and recognition also help both to retain talent and to improve performance. A Carlson/Gallup study on employee engagement and business success showed that employees who were extremely satisfied at work were four times more likely than dissatisfied employees to have a formal measurement process in place as well as receive regular recognition.

The research questions are;

What is the relationship between talent management and employee engagement?

What is the impact of talent management to employee competence?

What is the role of HR in talent management?

Which are the key practices to effective talent management?

In this article there is use of qualitative research design which is about analyzing and attempting to understand deeper meaning of something with the use of human behavior, experience or emotions. In this case; there is use of theories and past research and an identified problem which is the war for talent in organizations. The researchers observe and also use interviews from different organizations and analyze their different experiences with what they understand about talent management and are able to understand the topic deeper and help organizations in not only implementing it but also maintaining it and improving their competence level.

The SHRM article, has made use of of a few companies and run surveys in getting their information on their research. These companies include;yahoo!inc.,IBM,Procta and Gamble, Home Dept inc.,Human Capital Index report(2005).These companies might have a diverse workforce but their experiences are totally different also with those not represented here. Although some challenges but be similar the location and environment of performance determines a lot as well as the culture, the target market. For example use of IBM shows the importance of identifying and hiring the right talent despise the physical challenges of the employee...focusing on what they have and how it contributes to the organization vision which is a key point, because the biggest challenge in talent management is identifying the right talent and linking it to the organization objectives where most companies are failing, also creating a talent culture in the organization. I think use if these companies and the information given well represents the global companies and their understanding of talent management and their journey in it.

This article expounds that the greatest challenge in workforce management is creating/maintaining companies to compete for talent. With talent been in demand because with the rapid global growth thats what differentiates the company from the rest and maintains their high competence is up to the organization to develop the right strategies in developing and retaining the right talents in the company. Again putting in place the key practices to effective talent management which in this case are;

Develop an integrated, proactive talent management strategy

2. Balance grassroots involvement in talent attraction and retention with management accountability.

3. Know the companys business environment and plans

4.Know what factors contribute to difficulties in attraction and retention:

5.Keep various retention factors in balance,

6. Track turnover

7. Market the company and its brand to current employees as vigorously as to the outside talent pool

The most important information is that talent management is directly related to employee engagement which is a key factor to employee motivation and competence in their performance.

Although this article deeper explains about talent management, it does not clearly point the major challenges that the organizations face in talent management and also how to improve on which is the raised question; what are the major challenges in talent management? And How do managers effectively link employee talents to the organization goals?

CONCLUSION

The SHRM body has a deeper understanding of Human resource management its major functions in the company and its major challenges. From this article understand that talent management is one of the HR and entire management challenge because its the determinant of how well or poorly the employee performs in the workplace. Its not the HR's responsibility or employee but also the CEOs'to be completely involved in implementing and maintaining talent management its about making it a priority and the organization's culture letting everyone understand what it is, how important it is not only to the organization but also the employee and its impact globally.

It is an every day journey just like continuous improvement and employee motivation and customer satisfaction all these work hand in hand.

A failure of one step makes the entire process fail, therefore for the companies a little mistake by hiring the wrong person for the job, its a cost to the organization as well as to the employee. Give a reason to the employees to love their job, expose them to new opportunities and challenges, let them contribute to some decision making in the company let there be a clear flow of information from up-down and down-up.

Effective talent management does not only grow the company but the world as a whole.