THE IMPACT OF TALENT MANAGEMENT ON RETENTIONVictor Oladapo, StrayerUniversityJournal: Journal of Business Studies Quarterly2014, Volume 5, Number 3ISSN 2152Talent Management and RetentionC' There has always been a shortage of workforce talent in any organization. On the one hand there is the problem of retaining talented workers and possibly replacing existing workers with an equally or more talented workforce. Organizations will need to attract talent, cultivate it, engage it and retain it after selecting it. This is all part of talent management and therefore a critical factor for employee retention. Organizations having best practices for employee retention is considered a strategic issue. They prioritize the skill set of employees they want to retain and who is best suited for which role. Methodology: The authors wanted to identify a relationship between retention and talent management and used a causal comparative method and for their quantitative research they used the survey technique where the sample included senior HR personnel from 36 organizations. Many open-ended questions were asked to get a subjective response from the audience. Findings: In many cases, organizations have been found to have many important factors under control for retaining valuable employees. The lack of a solid business strategy was cited as the main reason why the organization did not have a strong talent management program. There is also a perception that talent management is not worth the costs. The authors believe that the entire organization must have a management mindset for it to be effective, since if the senior management of an organization accepts the concept, then it will become engraved...middle of paper....they also lend themselves to change according to changing conditions. The path to a game-changing talent strategy is ambiguous, begging the question: How could execution and strategy be consistent? How can policies be durable and yet agile enough to be open to change? To achieve this, strategic orientation must be balanced with operational efficiency, the need for individuals to build careers versus the need for communities, etc. We need the best talent to be hired to implement an innovative business model, but this is easier said than done. The authors found that employing the right people for the right roles is what has kept BlackRock ahead. Black rock has a human capital committee consisting of 35 senior leaders from various aspects of the company and only one member of this group belongs to the HR functionality. The HCC has the following responsibilities: