In corner offices and boardrooms across the globe, a new weapon is reemerging in the executive arsenal with powerful implications for driving and even predicting business success: Talent Management. Variously called human capital management, employee relationship management and workforce management, among others, talent management is not a new concept, but one that in the past corporations haven't been prepared to embrace. In most companies functions such as recruitment and succession planning, workforce planning, compensation and other HR or training functions have often been sequestered in departmental silos. While important individually, these programs are usually a loose conglomeration of HR initiatives with little connection to each other, little alignment with the organization's vital few business goals and little real way of measuring their bottom-line impact.
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