REVIEW OF ACADEMIC ARTICLES ON TALENT MANAGEMENT Some of the articles on talent management (TM) and development that have informed my understanding of managing a work environment high performing are as follows: Firstly, Chuai, Preece & Iles (2008) attempted to explore the unique characteristics of talent management (TM) and the need for its adoption by large companies. This highlighted the fact that the HR profession has undergone immense changes and used different methodologies, especially to improve effective personnel management. Chuai and colleagues argued that TM is very different from traditional HRM. TM seems to signal a unique and new method of managing people instead of creating a compendium of old ideas. According to Axelrod, Handfield-Jones and Michaels (2002) indicated that TM extends beyond organizational boundaries. This organization must vigorously seek out highly qualified talent, employ them and compensate them differently. This must be in line with the needs of the organization, which clearly contradicts Garrow and Hirsh's (2008) idea of ​​managing talent pools for specific jobs with the required experience from which they can draw employees as the need arises. Talent Management for Hills (2009) alluded to the fact that TM must be aligned with the business strategy of the organization. Any organization that ventures into changing direction must adequately prepare for the change. In the recruitment and selection process, the organization must emphasize certain key skills. Staff must have the ability to lead, possess the required skills and the right connection, a combination of experience, coaching and formal learning. These skills prepare the staff.DESCRIPTION OF THE SELECTEDThis increased personal growth and at the same time enabled the employees to be effective in their operational area. (Chafkin, 2009) Employees are also expected to be able to pass on their knowledge to new employees or colleagues. For example, new recruits must participate in an intensive one-month training program followed by a series of mentoring programs. Former employees are required to sign a commitment to remain with the organization and use the skills acquired, whenever they are supported by the organization to continue their studies in their line of work. Furthermore and in accordance with (Cardon & Stevens, 2004), one of the most important tools used to attract, retain and motivate talented employees is an effective reward system. This organization, for example, introduced a reward system for top performers, ranging from salary bonuses to gifts. This has helped the organization employ very strong candidates and retain employees with basic knowledge to be competitive in the world of