Who exactly is your talent? In most companies you will find a whole range, from the simply committed to the outstanding performers who will one day run the organisation. But when it comes to investing in talent in a time of scarce resources, how should the resources be focused?

Two recent reports on talent management take an interesting and entirely complementary look at the whole issue of managing talent in a period of turbulence. One from the Chartered Institute of Personnel and Developmentis briskly left-brain, full of useful statistics, tables and numerical data.

The other from my own company, Maynard Leigh Associates, is heavily right-brain, full of case stories, in-depth interviews and quotations from 20 of the UK’s top management companies.

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