Introduction
Organizations, instead of running themselves, require employees with a diverse mix of “abilities, intrinsic gifts, skills, knowledge, experience, intelligence, judgment, attitude, character, drive, and ability to learn and grow; collectively called talent” (Michaels et al., 2001, cited in Beechler & Woodward, 2009, p. 274)” to do the same. However, “sustaining this talent is more challenging than creating it, considering the dynamically complex and perilous global business environment, that most of the companies operate in, thus, necessitating a carefully crafted talent strategy or talent management process, on their part, that precedes every other organizational strategy, 24*7, regardless of the prevalent business conditions” ( ...