The following year in 1998 'talent management' was entered in a paper. The term was coined by McKinsey & Company following a 1997 study. Firms found they were both attracting and losing experienced employees at the same rate and needed to explore new ways of retaining and nurturing incumbent employees. As a result the hiring of outside talent largely replaced the internal development schemes seen in businesses earlier in the century and by the late 1990s had reached its limit. Recession throughout the 1980s saw large increases in unemployment as firms restructured, placing less importance on internal development. Poor business forecasting of economic downturn in the 1970s combined with no-layoff policies for white-collar workers resulted in corporate bloat. An overemphasis was placed on the training and evaluation of managerial positions creating an excess supply of middle-management talent. The precursor to 'talent management' seen extensively in firms during the latter part of the 20th century was centered around internal talent development. A talent-management strategy should link to business strategy and to local context to function more appropriately (Tyskbo, 2019) Everything done to recruit, retain, develop, reward and make people perform forms a part of talent management as well as strategic workforce planning. Talent management is the science of using strategic human resource planning to improve business value and to make it possible for companies and organizations to reach their goals. Talent management in this context does not refer to the management of entertainers. Michaels, Ed Handfield-Jones, Helen Axelrod, Beth (2001). The field has been growing in significance and gaining interest among practitioners as well as in the scholarly debate over the past 10 years, particularly after McKinsey's 1997 research and the 2001 book on The War for Talent. Talent management (TM) refers to the anticipation of required human capital for an organization and the planning to meet those needs.

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