Most companies in Pakistan like abroad all time active to say that employees are the real assets of the organizations and are their biggest source of competitive advantage. In reality for Pakistan the fact is same as were a decade ago that companies mostly unprepared to find, motivate, and retain capable worker.

In past decade like western countries Pakistan too was invested heavily to implement human resource management systems and processes. As far as talent management is concerned company focuses only on top performers and rest of the employees are being neglected. Companies make a talent management agenda in the form of some training sessions for good performers at the beginning of the year. There is no other plan available for talent management to cope up with the non-performer or even for poor performer.

Human resource professionals in Pakistan working in multinational are too reluctant to take young employees on a responsible position the same is true in China, India, and Malaysia. What the employee lack is a wide variety of skills such as communication skills specifically weakness in English language, Dubious educational qualification, Pathetic team player, reluctant to take initiatives, and other cultural issues.

This is a time of Generation-Y that born after 1980 and whose outlook shaped by internet, information overload, and overzealous parents. Thus these employees demand more flexibility, meaningful jobs, professional freedom, higher rewards, and a better balance of work & life. The story not ends there but actually it commence from here. People belong to this generation see their career as a three to five year plan and believe readily in job switching. This is a major hinder in managing talented people.

The second factor or hinder that reinforce this more is Globalization mean companies expansion to the new international markets. These companies love to work with local people having an international mind-set, who knows local ways of doing best business activities there and inspire local people as they all have same culture and values.

The organizations believe on productivity and profits generating in short-term and thus follow human resource policies matches with this business strategy. Thus, people believe more on short-term incentives than investment in intangibles of talent management. Keeping in all this scenario in mind what human resource professional is doing actually to they trying to raise short term earnings of the employees by cutting the investment on people development.

It is all the art and science of human brains that how he/she deal a particular problem. These twists in human resource policies and investments all are tricks to cater the employees' demands. But above all the question is this it is faithful or unfaithful way of dealing with talent?

Everyone among HR Professional in Pakistan is saying that talent management is a new science of human resource management to grow and develop people than why all human resource professionals are adopting traditional paths to deal with it?

At the end the conclusion is although it is the duty of Human resource professionals to deal with talent strategy but the declining of this and all other policies under human resource is due to lack of top management support of the organizations. The senior executives should see talent management a new strategic goal, fresh approach to deal with human capital and a new competitive edge only after making new plans and allocate separate investment budget to run it in appropriate direction.