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Talent management has dominated management literature for several years but organizations approach implementation in many different ways. This article suggests that the two key dimensions that require careful consideration are those of "focus" and "fit." "Focus" relies on a clear strategy for how talent management will contribute to organizational objectives, what parts of the organization and which job roles will be priorities and where talent pools will be sourced. "Fit" ensures that talent management processes support the strategic objectives, resonate with but possibly also challenge the organizational culture, take into account the psychological contract between employer and employee and sit well with existing HR processes.

Women in the UK do not achieve promotion into management as readily
as men. Their careers are slower even at early career stages. This
appears to be due to a range of factors including the concentration of
women in support functions and in specialist roles. Women may also be
less likely to put themselves forward for promotion and to suffer
discrimination through a combination of implicitly male role models,
explicitly "male" selection criteria and subjective
assessment methods. The trend towards defining management criteria more
rigorously and assessing them less subjectively may be an important step
towards promoting more women. Monitoring the retention and career
progress of female employees is still undertaken only by a small
minority of employers, and is a powerful step in the change process.