1.0 Introduction1.1 History of the concept and practices of talent managementThe evolution of the human resource function is now entering a new domain “the emergence of talent management » while at the same time strategic human resources remain a major concern for certain organizations. Today, talent management has become one of the most important buzzwords in human resources and corporate training (Bersin, 2006). The need of the organization has changed to compete on talent. Organizations with top talent or top priorities tend to stay ahead of others. Talent management was born to meet the needs of the organization and the demand of the sector. In the late 1990s, the evolution of a human resource that was previously called a personnel department engaged in everything related to human capital. According to Martans (2012), human resources gave birth to talent management in the 1990s. It aims to align and achieve the goals and objectives of the organization.2.0 Definition of Talent Management2. 1 Definition 1Talent management is generally a set of processes and does not always rely on an IT system. It is also called human capital management. As defined by Dessler (2011), talent management is an end-to-end process of planning, recruiting, developing, managing, compensating employees throughout the organization, and developing high-potential employees . According to him, employers consider talent management as career management.2.2 Definition 2Person with a particular aptitude, for others “the talent is me, the talent is you” because each person has a lot talents, you just have to discover them and use them skillfully. (Buckingham and Hoffman, 2001). Talent that has not been discovered will become obsolete.2.3 Definition 3“The most sophisticated systems will not succeed, ...... middle of paper entities ......ment. The vision of being among the leading companies in the energy and related industries globally is an eye-opener for them. The mission of committing to excellence in their products and services can be achieved through human capital development. With a workforce of 25,000, TNB offers its staff numerous opportunities to get involved in the flow of business. Tenaga Nasional Berhad also defined talent management as the systematic planning and development of individual training, development and educational needs. This is with the aim of building a competent workforce achieving the vision and mission of the company. The integrated human resources and career development initiative has been the springboard of TNB, in which training, education and development programs are at the same time directly linked to career planning and progression of employees..