Fundamentals of Human Resource Management 6th Edition by Raymond Noe, John Hollenbeck, Barry Gerhart,Patrick Wright

Exercise 21

" Talent Management Sounds Great, but... "
"We don't have time for it." At least, that seems to be the thinking at many companies.
Many managers agree that it sounds wise to plan for the kinds of people needed to carry out the organization's strategy, just as they would plan for every other resource. And it makes sense that managers would set goals for and measure the success of employee selection, training, performance feedback, and retention.
However, when the consulting firm Right Management surveyed hundreds of managers, the researchers found that only 12% have established and implemented a strategy for talent management.
Companies are much more likely to treat HR activities as separate processes disconnected from business objectives. In spite of that, about half the managers claimed that their company's leaders consider talent management a top priority. Even worse off may be the companies where 38% of managers said talent management is not a priority.
How might a company that uses talent management gain an advantage over a competitor that treats HR tasks as unrelated activities