New and Innovative Ways to Achieve Strategic Talent Management: A Study on Marks and Spencer

This study explores the ways of strategically gaining talent management in an organization. It identifies understanding organizational goal, prioritizing employee needs, planning, and clear objectives as ways to strategically gaining talent management.

Talent Management
(New and Innovative Ways to Achieve
Strategic Talent Management. A study on
Marks and Spencer)
1

Contents
Abstract............................................................................................................................................3
Chapter I: Introduction.....................................................................................................................4
Aim.........................................................................................................................................4
Objectives...............................................................................................................................4
Rationale of the study.............................................................................................................4
Significance of the research for stakeholders.........................................................................5
Research questions.................................................................................................................5
Chapter II: Literature review...........................................................................................................6
Introduction............................................................................................................................6
Body.......................................................................................................................................6
Talent management conceptual framework............................................................................6
Retain Top Talent...................................................................................................................7
Career Management................................................................................................................7
Strengthen HR planning.........................................................................................................7
Developing talent....................................................................................................................8
Conclusion..............................................................................................................................8
Chapter III: Research Methodology.................................................................................................9
Research philosophies............................................................................................................9
Research Approaches.............................................................................................................9
Research Methods and techniques..........................................................................................9
Research Instruments (Gantt chart, Case Studies, Checklists, Interviews, and Surveys or
Questionnaires......................................................................................................................10
Gantt chart............................................................................................................................10
Research design....................................................................................................................12
Data collection......................................................................................................................12
Sampling methods................................................................................................................13
Ethical Issues........................................................................................................................13
Data Analysis and Interpretation..........................................................................................13
2

Chapter IV: Findings and discussions............................................................................................14
Advantages and Pitfalls of data collection approaches........................................................22
Discussion......................................................................................................................................23
Understanding the goal of the organization..........................................................................23
Prioritize employee needs.....................................................................................................23
Planning ahead......................................................................................................................23
Clear objectives and development aspiration.......................................................................24
Chapter 5: Conclusion, Recommendation and reflection..............................................................25
Conclusion............................................................................................................................25
Reflection.............................................................................................................................25
Recommendation..................................................................................................................25
References......................................................................................................................................27
Books and journals...............................................................................................................27
3

Abstract
Talent management plays important role in any organization for it to gain success. This
study aims to explore the ways of strategically gaining talent management in an organization.
For this research descriptive research design is followed and data are collected through both the
primary and secondary sources of data collection. The research identifies understanding
organizational goal, prioritizing employee needs, planning, and clear objectives as ways to
strategically gaining talent management.
4

Chapter I: Introduction
Talent management refers to the systematic approach of determining the vacant position,
recruiting the right person and generating knowledge and skills of the person to match the job
description, and retaining a particular person to gain long-term organizational objectives. The
talent management process model helps to achieve talent individuals for organizations through
the strategic process of hiring Tansley, (2011). Talent management is solely a strategic procedure
followed by an organization to point out the actual vacancy, recruiting the right person at the
right place, excel the needed capability and skills to be fit for the particular position, and hiring
him to obtain longer period business goals. Talent management nowadays is not used as a term
for simple human resource elements but it is used as a whole term to hire, develop and retain the
most skilled and capable individuals in an organization. Any organization practicing the process
of selecting employees in terms of remarkable experience, having the capability of greater
accomplishment, good organizational citizenship, poses the skills required for the job and
commitment for long term service. This research study undergoes the various ways of achieving
strategic talent management in any business organization. Also, this study comprises various
methods and research approaches for gaining talented individuals in the organization. This study
further carries out the critical evaluation of research methodologies.
Aim
“To identify the need for new and innovative ways of working to achieve a strategic
approach to talent management.” A study on Marks and Spencer.
Objectives
 To identify new and innovative ways of working in talent management.
 To assess the current practices to a strategic approach.
 To be able to recommend better strategies of talent management within Marks and
Spencer.
 To examine the challenges faced by managers of Marks and Spencer while implementing
talent management best practises.
Rationale of the study
Talent management nowadays is not used as a term for simple human resource elements
but it is used as a whole term to hire, develop and retain the most skilled and capable individuals
5

in an organization. The core focus on developing talent management is becoming continuous to
generate attention and recently talent strategies have changed the way an individual thinks, takes
action, and performs business. Globally retaining talent and capable people for the organization
has been increased, organizations are looking forward to alternative ideas and strategic ways to
retain employees winning competitors. Due to this changing pattern of organization, people need
to gain a strategic retaining approach to talent management.
Significance of the research for stakeholders
The significance of this research is that it will helps the researcher in enhancing their
skills and knowledge. It will be helping for students in knowing about the informations and
benefits of having talent management within business environment. Further, for organisational it
will be helpful to enhance their employees productivity and innovation something new and
creative way within their business environment.
Research questions
 Can innovative ways be purposeful to achieve talent?
 What role strategic approach plays in talent management?
 What innovative ways are needed in talent management strategy?
 What are the challenges faced by managers of Marks and Spencer while implementing
talent management best practises?
6

Chapter II: Literature review
Introduction
Literature review is the overview of the previously published articles. It also uses books
and published articles in order to generate true and reliable data and information. In this literature
review there is a discussion of talent management.
Body
Talent management conceptual framework
According to the Lewis and Heckman (2021), talent management is all about recruiting the
right people, balancing with the right job, at the right time doing only the right thing. It is having
one model which starts with planning, attracting, developing, retaining and transitioning.
Planning phase includes making of job description. Then attracting includes attraction of top
talents towards the brand. Further, developing includes training and developing programmes and
performance management programmes. Further retaining includes through rewards and
motivation. At last transitioning is planning of retirement and exit interviews etc.
Figure 1: Model of talent management
Source: Model of talent management, (2021)
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From the above mentioned conceptual framework, it has been interpreted that talent
management is an effective process of managing talented employees within an organisation
(Collings and Mellahi, 2019). There are different steps that are included in talented management
model such as planning, attracting, selecting, developing, retaining and transforming. These are
effective steps that helps in retaining talented employees at workplace for longer time period.
Retain Top Talent
Berger and Berger (2011) affirm that retaining capable employees reduces the cost of
turnover and other soft costs that consists of productivity, decreased engagement, costs of
training, and cultural impact. Retention of an intelligent workforce that meets the company's
needs always strengthens productivity and efficiency in the long run. Organization's recruitment
process is centered on strengthening only the graduate hiring process, more time investment in
training programs and launch of you can policy which figured less of employees turnover. To
avoid weak decision-making, organizations have to use the corporate brand for communicating
with appropriate signals to make it easier for catching only specific and capable staff.
Career Management
According to Hitesh Bhasin, 2020, career management can be referred to as the strategic
planning which involves choosing the right career of the personal choice. It is a long term and
lifetime process which involves drawing, choosing and selecting the strategies in order to
achieve the personal objectives. Talent management can bear a competitive advantage
permanently. More than 73% of top-level executives agree on the positive bond between
business strategy and talent management for any company to be successful. If a company wants
to be successful it must be ready to invest in the talent management of its workers for a good
business environment. The sustained competitive advantages of a company depend on how the
company plans, attract, organizes, develops, retains, manages motivates, and rewards the talent
of individuals for productive output.
Strengthen HR planning
As per the opinion of Alida H, 2020, the HR planning involves the talent management as it
is an essential approach in order to retain the skilled and talented employees. Talent management
is a continuous process for attracting future talents and the requirement for successful companies,
it is more tending to be an art that involves leadership, communication, commitment. Talent
8

management in any retail company is an integrated process followed by HR professionals to
retain people with skills and potentials to meet the existing and future aims of organizations.
Talent management fulfills the gap between the talent factory and needed talent. Most companies
practice learning and developing pathways to increase the potentiality of employees. As HR
involves hiring and selecting the best employees so hiring alone be the successful approach for
business rather, it requires talent management in order to retain them for longer time period. By
bringing best methods of managing talent such and rewards, recognition, etc. the company can
do talent management.
Developing talent
According to Mona, Momtazian, 2021, it is essential for the companies to have the best
strategy of talent management so that there is continuous development in employees and their
talent is further developed. Developing talent is one of the core talent management strategies that
aim to enlarge individual potentiality to meet the organizational demand. Developing skillful
individuals in organizations through systematic investments in producing human capital will lead
to organizational success through effective productivity. Talent management strategy focusing
on the development of employees tends to have greater employers attractiveness. If companies
make better communication with the workforce regarding talent management in the organization
will have greater chances of overviewing as employee preferred organization. Through this
strategy of talent management employees can have a higher level of job satisfaction,
organizational citizenship, more trust among the leaders, inspiration to work more effectively.
Developing talent in the organization can be conducted by formulating various strategies,
policies, training, and actions.
Conclusion
From the above it is concluded that talent management is helping companies in
developing talents and creating something new and unique in their business environment. It
provides new innovative ways in order to develop more effectively.
9

Chapter III: Research Methodology
Research philosophies
It incudes positivism and interpretivism philosophy. In this positivism philosophy is used
because it helps in collecting quantitative information.
Research Approaches
The research approach refers to the plans, and patterns to perform the research activities.
Mainly two types of research approaches are practices by researchers. They are inductive and
deductive research approaches. The deductive research approach is defined as the theoretical
approach which measures earlier researches, theories, article, and journals to conduct the
research. Whereas the inductive research approach is based on generating new theories to
conduct the research. Besides this inductive research, the approach aims at finding broader ideas
and information about the subject matter while, the deductive research approach is opposite to
that, it considers reliable points from past theories. Also, the inductive research approach
involves experimental observations, theorizing the important information for research purposes
similarly deductive research approach sets hypotheses from relevant theories, existing patterns,
and gathering data and information’s to undergo the research.
In this research paper, both inductive and deductive research approaches are used to
explore new patterns of talent management and evaluate the trends of competitors. Using the
inductive research approach, the probable strategies for the future are developed and through the
deductive research approach, the past trends of managing talent in an organization are
determined.
Research Methods and techniques
Research procedure refers to the particular procedures or patterns that are applied to
determine, select, process, and analyse the required information about the research topic. In any
research paper, research methodology helps readier in examining the research validity and
reliability in the real form. There are usually two types of research methodology to identify the
process. This research paper employs both quantitative and qualitative methods of research to
find out the various strategic ways of talent management in an organization.
A quantitative approach is used when the aims and objectives of the research are confirmatory,
for instant, it can be used to measure the relationship between two variables this research applies
10

a quantitative approach since numeric data and information are analysed and interpreted.
Qualitative research method is the process that is concerned with gathering, interpreting, and
analysing non-numerical data, for instant language. This research uses a qualitative approach to
analyse and describe the non-numeric data and information acquired for the research questions.
Research Instruments (Gantt chart, Case Studies, Checklists, Interviews, and Surveys or
Questionnaires
In this questionnaire survey is used to collect data and information and also Gantt chart is
used.
Gantt chart
11

12

Research design
Academically research design is defined as the process of making a research framework
or methods which helps researchers easily hone in the other research methodologies. Research
design helps to explain the subject matter through various types of research methods. There are
various types of research design. Some of the common types of research designs are exploratory
research design, experimental research design, and descriptive research design, and so on. In this
study, descriptive research designs are used to generate more information regarding the subject
matter. Research design in any form of research helps to integrate the subject matter logically
and in a coherent way to address the issue effectively. Also, the research design is the overall
blueprint of the collection of data. The descriptive research design refers to the accurate and
systematic justification of total population, any circumstances, or phenomena Descriptive
research design aims at describing any situation in when, how, where, what and why form. In
general descriptive research, the design is defined as the accurate and systematic justification of
the total population, any circumstances, or phenomena. Descriptive research design aims at
describing any situation in when, how, where, what and why form.
Data collection
The primary data collection method is the process of collecting fresh and collected by the
researcher about the research topic. Thus, data and information collected are relevant, accurate,
and up-to-date, which help to achieve the research aims. Primary research enables the researcher
to focus on a particular topic and build question, so they can be addressed correctly and
effectively
Interview in research refers to the qualitative technique of collecting information by asking open-
ended questions to the respondents and gather elicit data about the subject matter. The questions
are pre-planned and made in a series of forms. The interview is conducted in a group of
participants or individuals hiding the identity with confidentiality. Interview is important while
performing research as it gives participants perception towards the subject matter and makes
ways to input the desired details. Questionnaires are purposeful to collect various information,
facts, personal perceptions, or attitudes of respondents regarding any subject matte. In this paper
qualitative questionnaires are used to information as there is no need of collecting exploratory
information to solve the research questions.
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Secondary research is the method of collecting, analysing, and interpreting the data and
information from already conducted sources. It is helpful for the researcher when there is a lack
of resources such as money and time. Secondary research can be helpful when the researcher
unable to conduct primary research in current conditions like global pandemic Covid-19. Under
these conditions, it is impossible to collect the data through the face-to-face interview or using
any technique of primary research. Secondary research provides a researcher proper insights and
guidelines about the research topic, thereby generating a deductive approach.
Sampling methods
Sample size taken is 30 employees of Marks and spencer and in this probability random
sampling is used.
Ethical Issues
Ethics is considered as guidelines and rules established which explain the conduct of the
researcher within a particular study. This research is based on secondary data analysis. Various
journal articles, books, government data, scholarly publications, and various publications of
media have been used as secondary sources. Ownership of original data is acknowledged through
proper referencing style (Harvard) and authorship. Most of the collected data and information are
valid, peer-reviewed, and up-to-date if possible.
Limitation and pitfalls in data collection
The biggest pitfall or limitation in collecting the data is planning the study as it requires
commitment from researcher about its project so that it can collect the relevant data for its study
so that relevant result is drawn. Another limitation is choosing the incorrect number of
respondents as it plays an important role in collecting the data. The right amount of sample size
can lead to better results of research which helps in achieving the research objectives effectively.
As Questionnaire is chosen in this study so there are many limitations which includes
interpreting the responses wrongly or may be drawing the results in incorrect way.
Data Analysis and Interpretation
Data analysis is considered as the process of analysing and interpreting the collected data
from various sources to find the pattern and develop a new understanding. Secondary analysis is
a systematic approach with procedural and assessment process. This research is based on both
primary and secondary data collection techniques which use the data analysis approach by
14

developing the research question, locating data, assessing the relevance of data, and evaluating
the credibility of data, interviews, and questionnaires. In this researcher is using frequency
distribution table to collect a data and information and which uses graphs and charts.
15

Chapter IV: Findings and discussions
Questionnaire
Q1. What talent management refers?
Refers to the systematic approach of determining of the vacant position, recruiting the right
person and generating knowledge and skills of the person to match the job description.
Q2. Does Marks and Spencer have adopted any specific talent management
initiatives?
Frequency
Yes 20
No 10
Interpretation
From the above, it is interpreted that out of 30 members, 20 said yes their organization
have adopted any specific talent management initiatives. The other 10 people said no their
organization have adopted any specific talent management initiatives.
16
Yes No
0
5
10
15
20
25
Frequency

Q3. Are talent management initiatives a top priority in M&S? Frequency
Yes 22
No 8
Interpretation
The above graph said that out of 30 members, 22 said yes talent management initiatives is
a top priority in M&S. The other 8 people said no talent management initiatives is not a top
priority in their organization.
Q4. How does Marks and Spencer identify talent? Frequency
Based competencies 10
Based on results 12
Based on potential 8
17
Yes No
0
5
10
15
20
25
Column J

Interpretation
From the graph it is being analysed that out of 30 people, 10 said M&S identifies talent
which is based on competencies. The other 12 people said organization identifies talent which is
based on results. The rest of the 8 people said organization identifies talent which is based on
potential.
Q5. What aspects does the Marks and Spencer organization need to improve in terms of talent
management initiatives?
Aspects
Assess candidates skills during the hiring process 10
Aligning employees with the organization’s mission and vision 4
Creating a culture that makes employees want to stay 8
Creating policies that support career growth and development opportunities 8
18
Based competencies Based on results Based on potential
0
2
4
6
8
10
12
14
Frequency

Interpretation
From the above graph, it is being analysed that out of 30 people, 10 said Assess
candidates skills during the hiring process is the aspect does the organization need to improve in
terms of talent management initiatives. The other 4 people said Aligning employees with the
organization’s mission and vision is the aspect does the organization need to improve in terms of
talent management initiatives. The other 8 people said Creating a culture that makes employees
want to stay is the aspect does the organization need to improve in terms of talent management
initiatives. Rest of the 8 people said Creating policies that support career growth and
development opportunities is the aspect does the organization need to improve in terms of talent
management initiatives.
Q6. Who is responsible for recruiting, developing, and retaining employees?
Department heads 4
HR staff 8
Internal coach 5
Outside consultant 5
Others 8
19
0
2
4
6
8
10
12
Column E

Interpretation
From the table, it is analysed that out of 30 members, 4 said department heads is
responsible for recruiting, developing, and retaining employees. The other 5 people said internal
coach is responsible for recruiting, developing, and retaining employees. The next 8 people said
HR staff is responsible for recruiting, developing, and retaining employees. The next 5 people
said outside consultant is responsible for recruiting, developing, and retaining employees. The
remaining of 8 people goes with others.
Q7. Does Marks and Spencer have staff who are responsible for overseeing
talent management initiatives?
Yes 20
No 10
20
Department heads
HR staff
Internal coach
Outside consultant
Others
0
1
2
3
4
5
6
7
8
9
Column F

Interpretation
From the graph, it is said that out of 30 people, 20 said yes M&S have staff who are
responsible for overseeing talent management initiatives. The other 10 people said no Marks and
Spencer have staff who are responsible for overseeing talent management initiatives.
Q8. What are Marks and Spencer organization’s talent retention initiatives?
Acquisition of new talent 8
Retaining current talent 8
Leveraging existing talent 14
21
Yes No
0
5
10
15
20
25
Series1

Interpretation
From the above table, it is analysed that 8 people said acquisition of new talent is the
Marks and Spencer organization’s talent retention initiatives. The other 8 people said retaining
current talent is the Marks and Spencer organization’s talent retention initiatives. The rest of 14
people said leveraging existing talent is the Marks and Spencer organization’s talent retention
initiatives.
Q9. What kinds of talent management activities are conducted by Marks and
Spencer organization?
Coaching 5
Workshops 10
Action learning 5
Projects 8
Others 2
22
Acquisition of new talent Retaining current talent Leveraging existing talent
0
2
4
6
8
10
12
14
16
Series1

Interpretation
From the graph, it is analysed that out of 30 people, 5 said coaching is the kind of talent
management activities are conducted by Marks and Spencer organization. The other 10 people
goes with workshop is the kind of talent management activities are conducted by Marks and
Spencer organization. Next of 5 people said action learning is the kind of talent management
activities are conducted by Marks and Spencer organization. Next of 8 people said projects is the
kinds of talent management activities are conducted by Marks and Spencer organization. The last
2 people goes with others.
Q10. Which job description is most critical to attract and retain talent in the
M&S?
Sales 15
Marketing 10
Business development 5
23
Coaching Workshops Action learning Projects Others
0
2
4
6
8
10
12
Series1

Interpretation
From the table, it is analysed that 15 said sales job description is most critical to attract
and retain talent in the M&S. The other 10 people answered marketing job description is most
critical to attract and retain talent in the organization. The rest of 5 people said business
development job description is most critical to attract and retain talent in the organization.
Advantages and Pitfalls of data collection approaches
Data collection approaches Advantages Pitfalls
Qualitative Helps in gathering in-depth
and secondary information
easily.
Require maximum time and
not helps in getting valid
outcomes.
Quantitative Helps in collecting numerical
information from larger
samples.
Not helps in collecting in-
depth and secondary
information.
24
Sales Marketing Business development
0
2
4
6
8
10
12
14
16
Series1

Discussion
Understanding the goal of the organization
With the pace of business demand and responsibility of HR on retaining competent
employees are growing rapidly. Leaders of talent management have started working according to
the goals and objectives. The top-down approach of business should be started with the
alignment of the goals of the M&S. After hiring employees, they should be made aware of the
goals of the organization for productivity and efficiency. M&S goals for any organization are
made strategically to outline the expected employee’s efforts for profitability and accomplish the
organizational mission (Jung, 2011). It is found that for innovative strategic talent management it
is important for employees and M&S to be aware of the goals.
Prioritize employee needs
One of the most challenging tasks of talent management leaders is retaining a great
workforce. Retention of employees is directly related to the experience of employees, which is
tough to evaluate, challenging to track and hire accordingly. For the innovative strategy of talent
management in M&S prioritizing the needs of employees with that of M&S performance is
important. Developing employee motivational programs, training, workshops, seminars are some
of the innovative strategies of talent management (Dugguh, and Dennis, 2014). These sorts of
programs can be initiated by prioritizing the needs and demands of the employee. One effective
way of talent management is focusing on employee’s development with soft skills across
companies.
Planning ahead
The role of talent management is to support the workforce to be successful, for
succession and future stability planning ahead is one of the crucial parts of the M&S. To
determine potential candidates, succession planning plays a great role. Planning refers to the
consideration of learning and development opportunities as well as the distribution of knowledge
(Bryson, 2018). Planning of workforce is another strategy of innovative talent management.
Workforce planning refers to the pattern of putting a finger on the pulse of your industry. Process
of evolving supply and demand, trending skills and services, analysing gaps between company
and skills of employees is an important part of talent management. It is found that those
25

organizations have proper planning of future, retention of employees have greater talent
management.
Clear objectives and development aspiration
One of the best ways for effective talent management is to uphold the M&S goals and
mission with individual development aspirations for current and upcoming talents. For any
organization strategy of talent management is acknowledging the personal aspirations of
individual talent, despite adjusting them with organizational templates without aligning the
overall business strategy. The organization must have distinct and clear objectives matching
them with the intelligence of employees. M&S generally evaluate, the effectiveness of potential
individuals through performance appraisal, different aspects of individual performance, and
evaluations. Talent management trends in various companies are moving forward as the
identification of competencies among individuals. Performance of employees in an organization
with particular objectives, where both seniors and subordinates coordinate on work duties
achieving targets in a certain period. If a M&S has good judgment procedure of employees
reviewing the quality of work, effectiveness of output, behavioural aspects then talent
management of individuals will grow up with expected productivity intelligent employees tend
to perform better if they are placed at right place
26

Chapter 5: Conclusion, Recommendation and reflection
Conclusion
It is concluded from the above that Talent management is solely a strategic procedure
followed by an organization to point out the actual vacancy, recruiting the right person at the
right place, excel the needed capability and skills to be fit for the particular position, and hiring
him to obtain longer period business goals. The core focus on developing talent management is
becoming continuous to generate attention and recently talent strategies have changed the way an
individual thinks, takes action, and performs business. Retention of an intelligent workforce that
meets the company's needs always strengthens productivity and efficiency in the long run. If a
company wants to be successful it must be ready to invest in the talent management of its
workers for a good business environment.
Reflection
I have used this research paper which employs both quantitative and qualitative method
of research to find out the various strategic ways of talent management in an organization. In this
research study, descriptive research design becomes an appropriate choice to analyses talent
management as it is purposeful to determine various characteristics, trends, categories, and
frequencies. In this paper qualitative questionnaires are used to information as there is no need
of collecting exploratory information to solve the research questions. Also, I have enhanced
some of the skills like communications skills and time management skills.
Recommendation
It is recommended to the company that Globally retaining talent and capable people for
the organization has been increased, organizations are looking forward to alternative ideas and
strategic ways to retain employees winning competitors. Retaining capable employees reduces
the cost of turnover and other soft costs that consists of productivity, decreased engagement,
costs of training, and cultural impact. If companies make better communication with the
workforce regarding talent management in the organization will have greater chances of
overviewing as employee preferred organization. Through this strategy of talent management
employees can have a higher level of job satisfaction, organizational citizenship, more trust
among the leaders, inspiration to work more effectively. If a company has good judgement
procedure of employees reviewing the quality of work, effectiveness of output, behavioural
27

aspects then talent management of individuals will grow up with expected productivity
intelligent employees tend to perform better if they are placed at right place.
28

References
Books and journals
Berger, L.A. and Berger, D.R. eds., 2011. The talent management handbook: Creating a
sustainable competitive advantage by selecting, developing, and promoting the best
people. New York, NY: McGraw-Hill.
Bryson, J.M., 2018. Strategic planning for public and nonprofit organizations: A guide to
strengthening and sustaining organizational achievement. John Wiley & Sons.
Dugguh, S.I. and Dennis, A., 2014. Job satisfaction theories: Traceability to employee
performance in organizations. IOSR journal of business and management, 16(5), pp.11-
18.
Jung, C.S., 2011. Organizational goal ambiguity and performance: Conceptualization,
measurement, and relationships. International Public Management Journal, 14(2),
pp.193-217.
Tansley, C., 2011. What do we mean by the term “talent” in talent management? Industrial and
commercial training.
Lewis, R.E. and Heckman, R.J., 2021. Talent management: A critical review. Human resource
management review, 16(2), pp.139-154.
Collings, D.G. and Mellahi, K., 2019. Strategic talent management: A review and research
agenda. Human resource management review, 19(4), pp.304-313.
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