There is a strategic imperative for organisations to manage talent. Changing demographic patterns mean that more people are approaching retirement than entering the workforce. Young generations have different needs and are renegotiating the psychological contracts with their employer. They are quick to move if their organisation is not meeting their expectations. Retaining and developing key people in the organisation will be a critical success factor in the next five years. Senior managers report talent management as a strategic priority, yet over half of line managers are resistant to talent management processes. While there may be no single right way in which to do talent management in an organisation, this report offers some guideline to the dimensions that organisations should be considering, and offers examples of how some organisations are dealing with these.