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faced by hospitality industry, that of how to attract and retain talented people during the down turn especially given the fact it is one of lowest wages paid in industry in UK.(www.cipd.co.uk) It will focus in exploring the manager's view on challenges and opportunities around in UK Marriott group of hotels during the current recession and its implication to the long term human resource strategy and the business strategy as a whole.

It will also consider the impact of the down turn on managerial and developmental concept of talent management in the context of the weak labour market attributes of the hospitality industry in UK.

The other important issue the research will look in to ongoing debate of talent management, whether it is for the high potentials only (talent pool) or is for everyone in the organisation?

Research Context :

The key differentiator between good and great organisations is their ability to find, develop and retain talent. If an organisation is to survive, then it will only be through ensuring the continuity of its management and having the right people in the right place at the right time with the right skills. (Cannon,James),talent mangement anmd successioon planning)

The 'exclusive' mode of talent management is characterised by a concentration on those in one or two segments (or talent 'pools') of the workforce who are either at the top or who are identified as having the potential to get to the top by demonstrating high levels of potential or performancehttp

Our work so far has shown a variety of different approaches to talent management. What is clear is that there is no single 'blueprint' for effective talent management that can be applied to all organisational contexts. Each organisation will have different resourcing requirements for its current and future talent pipeline, and also different issues concerning how best to meet these requirements. It is these that should determine the talent strategy that an organisation develops (Reflection on talent Management0

Talent management additionally implies a level of strategic integration (i.e. a set of talent management activities that are integrated and aligned with internal organizational systems and external environmental factors), sophistication (i.e. the development of integrated data management and information systems) and broad-based accountability (for all managers and supervisors) that HRM has traditionally not engendered (in practice if not in theory). In this way, talent management presents the opportunity to elevate the practice of HRM to its theoretical potential, with evidence, shared responsibility and a supportive culture being key cornerstones of its practice(Talent management

The value of a tailored, organisation-wide talent management process is that it provides a focus for investment in human capital and places the subject high on the corporate agenda. It can also contribute to other strategic objectives, including:

building a high performance workplace

encouraging a learning organisation

adding value to the employer of choice and branding agenda

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