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

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" 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.
Why do you suppose half the managers say talent management is important at their company but only 12% say their company is doing it In other words, what is missing when people fail to do what they say is important