Talent Management at Alfred Savills: Challenges & Strategies Assignment

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1. Introduction

This research looks at Alfred Savills, which is a worldwide service provider in real estates and is among the top 350 organisations in the London stock exchange. The firm provides consulting services in conjunction with business premises, residential and agricultural properties, financial property services and wealth management, including investment management to retail or skilled investors, and offers services such as building advisory, project management, landlords and tenants, etc. This study focuses on the identification of talent management policies that attract and retain people in the company. In addition, the report is focused on primary data for knowledge collection that render the study reliable and detailed. Therefore, the study mainly intends to analyse the challenges that business face in retaining talent in their organisation.

2. Rationale for The Chosen Topic

The topic of the research includes identifying the recruitment and selection process at Savills. With regard to the subject at issue, it really should be noted that it is one of the major issues facing each company today because of its high turnover. Therefore, many people change their work repeatedly and this causes a significant challenge for the manager. And when recruiting new candidates, they need training again and again (Pandita and Ray, 2018). The correct choice of individuals is the key factor in order to maintain the company’s growth and guarantee the quality of the job operation. And Savills is chosen because it symbolises professionalism and a very good strategy for choosing the best people on the market, making the company the best service for its customers.

3. Aim and Objectives of the Research

The main aim of the research is to recognise the recruitment and selectionchallenges and obstacles for managing talent in the UK organisation Savills. The objectives of the research are listed below:

• To investigate the issues related to the recruitment and selection process in Savills
• To recognise talent management strategies adopted by Savills for retaining new people
• To recommend strategies to attract people and retain them in the organisation.

4. Research Questions

1. What are the greatest issues for the company to keep employees at work and recruit new people?
2. How is the company going to find talent acquisition tactics for keeping new people in Savills?

• What strategies are recommended to attract and maintain people within the organisation?

5. Scope and Limitation of the Research

Scope: The current analysis shows that there is a larger scope for talent management. It is also useful for techniques considered a talent management program to improve the effectiveness (Beamond, Farndale and Härtel, 2016). This research also encourages companies to recognise strategies to recruit more skilled individuals and keep current employees inside the company. It helps improve the long-term workplace productivity assessment initiative.

The Limitations of the research are:

• Small sample size, because with just four managers in-depth details cannot be collected
• The research uses only one method of data collection which is not enough to provide in-depth information.
• I should concentrate on a specific branch, otherwise, I would need more time to go further and discuss the business selection process in general, making the project more detailed.

5. Resources and Cost Consideration relating to the proposed Research

Analysis cost is calculated as the net costs paid through the researcher for the whole examination. For the analysis as a whole, it is also an important viewpoint for the management of proper costs. In order to manage expenditure, it is important to understand various operations relating to the distribution of resources. It must function well in relation to the finding. It must be done. An expense of 1000 pounds is being made for the current research report. Of 1000, 300 tools, 200 for acquiring stationery, 250 for seeking information and 250 for managing projects are expected. The good research will be consistently monitored cantered on the aforementioned expenditure (Sanchez and Terlizzi, 2017). In this way, through effectively allocating and expending the costs for different kinds of necessary activities for efficiently accomplishing the entire study of the research. Through this, the researcher will be able to provide significant and prominent knowledge to the learners and the future researcher of this relevant topic.

6. Project Planning

6.1 Gantt Chart

(Source: As created by author)

7. Risk register covering the five main risks of the proposed research with mitigation measures

8. Ethical issues approval form

(Mentioned in Appendices)

Chapter 1: Introduction

The management of talents encourages workers to feel committed, qualified and inspired to work in a way that improves customer loyalty and business success. A disciplined strategy to talent administration suggests that there is a comprehensive strategy to recruitment and an internal alignment as services are more streamlined; customer experience rates are typically higher as fewer employees are involved and their demands are met more quickly. Moreover, talent management enables businesses to systematically and consistently decide on workforce progression, which ensures the expertise and growth of workers (Ford, 2017). In addition, where there is a fair growth procedure that aims to raise engagement rates that help firms fulfil their operating needs, workers will be more involved. Additionally, talent management enables organisations to schedule and discuss their workers' crucial and extremely skilled workforce positions with assignments that require essential know-how. The corporation would have a continual staff flow to perform vital tasks in order to allow businesses to operate properly and to reduce additional workloads for others.

In this aspect, the researcher has selected a specific organisation, which is Savills, in order to proficiently demonstrate and provide a piece of in-depth knowledge regarding the importance of having talent management within an organisational culture. Moreover, what kinds of challenges are facing by the organisation during its management of talent within its organisation will be demonstrated in this study of the research. Therefore, to form an efficient and effective research study for evaluating a vast amount of knowledge, a review of literary forms, which gather a vast amount of knowledge from different kinds of credible and legal and ethical secondary sources like peer-reviewed journals, existing research papers, scholarly articles, PDFs, etc. (Meng and Berger, 2018). Through this, the researcher can provide evident and viable knowledge and information regarding the study topic to the learners and the future researchers of this relevant topic.

Moreover, this study of research will be conducted and accomplished by taking the primary qualitative method into considerations. Generally, a semi-structured interview process will be conducted by the researcher during its collection of efficient and authentic data and information from the primary sources. Through this, the researcher will be able to provide potential knowledge regarding its study of the entire research about implementing a project to manage the talents within the organisational culture of Savills during its business operation in both the domestic and the international market (Levitt et al., 2018). In this way by evaluating various significant aspects regarding the research topic, the researcher will be able to provide more effective knowledge to the users and the employers of the company on how to retain and manage talent within an organisational culture.

Chapter 2: Literature Review

2.1 Concept of Talent Management

Claus, (2019) considers that human beings are already a powerful asset in the company in achieving its aims and targets. In this respect, the business performs in using the human capacity to coordinate various types of processes and functions. Various types of skilled workers work together at the organisation and this is the most successful way to achieve the desired workplace outcomes. Talent management may be characterised by hiring the right candidate as a means of attaining the interest of the company. Various types of activities are encouraged to ensure cooperation between many persons. Martin and Ottemann, (2016) argued that perfect talent helps to achieve the efficiency of the company. This is more important than just saying that in the industry there are more professional employees.

 In comparison, talent management is described as the moving ability to convince various types of employees. It's also inspired by creative people for others. In order to promote attraction, growth, retention etc, the company HR expert always focuses on different aspects. Each company has a different objective to execute HR functions. Talent Management Company also focuses on recruiting for a predictable schedule, according to Maylett and Wride's (2017) perspectives. The various programs coordinate the company to inspire the staff to keep employees in the company and to recruit them. It is also an effective aspect of keeping employees on the job for a longer term.

2.2 Challenges Incurred in The Business Towards Retaining the Workforce

Every business must concentrate on interacting with various people which helps create goodwill, as per Wong, Wan, and Gao, (2017). In this regard, the workforce relevant to talent management must have diverse capabilities. The HR manager must focus on achieving corporate goals through the value of all employees. They are thus encouraged to achieve the company's objectives. Flexibility works for example time, donations, incentives, etc.

In contrast, Vitálišová, Va?ová and Šúrová (2020) concluded that talent management is a clear word for workplace assessment. The long relationship between the employees in the business is also successful. This lowers employee complaints that enhance the efficacy of good company activities. Podolsky, Kini and Darling-Hammond (2016) have indicated that the best possible consideration has been talent management. Valuable results show competent officials in this respect. In certain firms, important computer programs in casual mail are also shown in the talent management system. With this approach in the market, HR staff and supervisors are both useful. HR will also strengthen the talent management approach that is an integral aspect. Talented people would like to work for an organisation and in an environment that meets their values. They usually won't work just because they pay quite well and can satisfy the job criteria. These attitudes may be typical of the ordinary person but are actually not enough to cater to the actual talent (Gallardo-Gallardo, Thunnissenand, Scullion, 2020). This may be a risky presumption. Talented workers feel they value better than that and try to align themselves with the organisation (or vice versa) and do more about it. They want a career that's right for work. The fact is, most organisations and executives are not willing or prepared to fulfil their needs and aspirations for such workers. Younger workers (especially millennials) expect a work atmosphere different from their predecessors. Most current grades don't feel like sitting at a desk, performing their job and going home at the end of the day of work. They are searching for positions that offer advantages such as a relaxed, open information policy, agile timing and essential assignments with simple aims. Companies that fail to fulfil at least a few of these requirements can find qualified candidates with much difficulty.

McDonnell et al.,(2017) said that several members of staff had the best ability to hire employees who have the lowest energy. In this case, workers who help to develop a continual program of growth will get different benefits and some extra strength. Often companies slash employees’ advantages that have a detrimental effect on employees to maintain their loyalty. In order to show better working possibilities, it should be pointed out that these issues from the company are important to reduce.

2.3 Talent Management Strategies

To demonstrate the views of Podolsky, Kini and Darling-Hammond (2016), it is good to retain people to make adjustments to the employment opportunities as required by employee dreams. This enhances the size of team members to understand, which is more effective in improving the optimal quality of results. Businesses can quickly reach their places via emails and social media in this respect. This can increase time consumption, as can high advertising costs. Each worker can apply for a specific position, depending on the field of interest. Motivation is the key element for the company's success. Maslow motivation theory says that businesses ought to meet workers' diverse requirements. This will improve employees' productivity levels and enable them to stay with the company for extended durations. McDonnell et al., (2017) contend, on the other hand, that the attraction of more regularly trained workers often is an important element in improving performance. The talent of workers will quickly be placed in the right position in this respect. In fact, offering more benefits is often a more powerful perspective, providing more growth opportunities over a longer time. The balance between work and life is one of the right examples. On the grounds of perfect preparation, employees are often acknowledged with future progress.

According to the views of Gallardo-Gallardo, Thunnissenand, Scullion (2020), people working with interest in the market have the greatest gap. Fewer people want pleasant habits of employment, which continue for a prolonged period of time. They often seek to execute a role in the absolute best way that shows the organisation's best possible recruiting. With regard to the selected working party, it is important to choose the right candidates to commit themselves to the company. Some citizens are not involved in payment, though. According to Podolsky, Kini, and Darling-Hammond (2016) the consistent work done by members of the team on the grounds of the trust in people's needs. The corporation lists these events that are important for the proposal to be carried out. The statement reflects intent among many companies that helps represent the customer to encounter extraordinarily. The vision and mission should be resolved with a clear viewpoint which reveals the workers' choices.

Chapter 3: Methodology

3.1 Research Philosophy

The philosophical view and the analytical alternative must be connected with the philosophical view and examined empirical study phenomena. The research will be prepared and the dilemma can be more closely understood. Several scientific philosophies such as "interpretivism," "positivism," "realism" and "pragmatism" may be adopted. When a researcher thinks the social world is not understandable dependent on beliefs, the principle of interpretative analysis is used. In the philosophy of positivism, the opposite dimension of interpretivism is found. That means the social world is understood critically (Žukauskas,Vveinhardt and Andriukaitien?, 2018). A holistic history of science covers all the specifics and shows that the choice of research philosophy depends largely on the research issue. On the other side, the realistic scientific theory focuses on positive and interpretative science theories. The emphasis here is on how individuals see the social environment. The study is based and focuses on researchers' preferences as per this theory.

3.2 Research Approach

The three methods to a scientific method are deductive, inductive and abductive logic. In the methodological chapter of a dissertation, they have to clarify the main differences between inductive, deductive and abductive processes. Furthermore, the researchers should define the methods for interpretation by dividing the claims into several different perspectives. The important distinction regarding inference and induction for hypothesis testing is the main difference. The deductive method investigates the durability of hypotheses and the inductive way contributes to the generalisation of new theories. For this present study, researchers adopt an inductive approach to analysis aimed at evaluating on the basis of the collected data (Alase, 2017). The wording of hypotheses should not induce. Significant ideas are inductively moved in the reverse direction into general thought and deductive thought. In separate analysis styles, both techniques are applied and it is not uncommon to merge them in one large sample. This starts with questions and thesis objectives that must be achieved throughout the analysis procedure.

3.3 Research Sampling

During the conduction of the entire study of the researcher, the researcher has utilised the semi-structured interview process. Within this semi-structured interview process, four managers of Savills like Reception-Desk Manager, Operational Manager, Security Manager and Housekeeping Manager have been selected. The researcher selected this group of managers since on most working days they work and are accessible (Cha et al., 2018). They are also liable for the method of operation and procurement in this industry.

3.4 Research Design

The study architecture provides an adequate basis for examination. Choosing the research strategy is a crucial determination in the research design process when it determines to what degree expertise is required for research. Nonetheless, many integrated decisions are part of the research design procedure. The study conception may be categorised into three groups, namely exploratory, explanatory and informative, for every review. In an explanatory analysis, the researchers focus on determining the cause and effect of the phenomena. They work to ascertain the causes of this phenomenon and its possible effect. The purpose of a descriptive research design, though, is the explanation of the phenomena without determining why it took place so where no prior analytical research has been performed, exploratory design is attended (Schoonenboom and Johnson, 2017). The aim of this research is to interview managers of Savills to learn how they feel about the management of talent in the organisation. The researcher has followed a descriptive design to clarify and evaluate the importance of talent management in workplaces in this particular analysis.

3.5 Data Collection Process

Two kinds of data are usually dependent on their origins, main and secondary. Secondary evidence is obtained from published articles, websites, online reports and other sources of knowledge that have already been investigated. Observations, photos and pictures and business personnel, such as executives and background workers, by questionnaires, conversations and interviews are the primary data points in the industry's operational atmosphere. Data can be obtained for market research by many approaches, including surveys, interviews and case review. For this article, the main data have been collected. Primary data are collected by interviewing some target populations while secondary data is collected by analysing and examining previous academic publications which provide relevant information about this research subject (Harb and Makhoul, 2017). As this thesis adopted a methodology for the analysis of qualitative data, a phenomenological style of the approach was suited for the sample. A primary qualitative approach, focused on experience from the researchers, is a phenomenological style. In a qualitative approach in this study, participants collected appropriate data to clarify their experiences and viewpoints about talent management in Savills.

3.6 Data Analysis Process

Data analysis is a tool used routinely to describe, explain, condense, recover and analyse information using mathematical and/or logical processes. Data analysis although quantitative statistics are typically performed, different analytical methods, including material, thematic and ethnographic analysis, specifically tailored for qualitative information. Although statistical methods may be used in the qualitative study, the analysis itself develops into a continuously successful process, in which data is almost simultaneously gathered and analysed. The study was analysed on the basis of conceptual principles and researchers focused on developing the topics by closely observing the participants' reactions and analysing primary data gathered from existing papers (Elliott, 2018). In order to classify the models and concepts of the gathered data, the researcher worked toward an adequate interpretation deduction that could satisfy the study objectives. It is therefore difficult to navigate the topical research area since extensive explanations of processes are frequently omitted from such debates and detail on the analysis often falls completely short.

3.7 Ethical Considerations

Ethics may be described as one of the most important facets of the research. The research must include respondents voluntarily. Participants shall therefore have the right to withdraw from the study at any time. The respondents must be able to engage by informed consent. The investigator has since upheld the "Data Protection Act 1998." Researchers are needed in order to be able to understand, reflect, and decide if they should or should not participate without any obligation or compulsion to provide sufficient information and assurances of participation for the theories of knowledgeable acceptance. The use of racist, insulting or other objectionable words were prohibited when concocting issues relating to interview/questionnaire/focus groups (Clark-Kazak, 2017). The most important being anonymity and secrecy. In certain aspects of the study paper, the work of other scholars must be recognised with a referral scheme. It is, therefore, necessary to preserve the highest degree of objective consideration in discussions and reviews.

Chapter 4: Results

Semi-Structured Interview

Q1. What do you think about the talent management system within the organisational culture?

Interviewee 1: Generally, the talent management system is the most effective system to gather a vast number of talented employees with the organisational culture.

Interviewee 2: By effectively managing the talent in the workplace, we can prominently develop and enhance our organisational performance and productivity.

Interviewee 3: With having efficient talent management system, we will be able to proficiently develop employee workability and organisational performance during our organisational business operation in the market.

Interviewee 4: Actually, the talent management system enables us to effectively work with talented employees that also allow our organisation to reach a top place in the market. By this, we will be able to enhance our profitability during the business.

Q2. What is the greatest issue for Savills to manage the talent in the organisational culture?

Interviewee 1: A sometimes little bit of biasness can be seen in the organisational culture that creates a big conflict among the employees.

Interviewee 2: Due to unavailability in digitalised recruitment and selection process, the biasness can be seen by some executive members that render a conflicting situation within the workplace.

Interviewee 3: Lacking in job analysis and verification of candidate’s background during the selection and the recruitment process makes the organisational a store of inefficient staffs, which are not suitable for the job.

Interviewee 4: Discriminating behaviour and arrogant attitude of some employees due to get special treatment from the management and leadership team creates a huge conflict within the workplace.

Q3. Is the issue creating a big threat to organisational performance and growth?

Interviewee 1: Yes.

Interviewee 2: Yes. Of course!

Interviewee 3: Yah, you are right. The issues that my organisation faces are creating a huge threat for our upcoming days.

Interviewee 4: Absolutely.

Q4. What kinds of issues are seeing in the employee recruitment process?

Interviewee 1: Lacking data verification becomes a big threat for the organisation to gather a large number of inefficient employees within the organisation.

Interviewee 2:Biasness during the interview process while the management and the leadership team of our organisation recruiting and selecting staff for our organisational job is rendering a potential hazard for the workplace culture.

Interviewee 3: It is evident that biasness during the interview process of employee selection and recruitment become the big threat, but there are other causes for the ineffectiveness of the organisational culture is prioritization.

Interviewee 4: Unavailability of digitalised recruitment and selection process.

Q5. Is your company has implemented any tactics to tackle these issues?

Interviewee 1: Yes, my company has implemented a strategic approach to deal with these issues.

Interviewee 2: Yes, of course, even due to implementing some strategic approaches we have been able to deal with these issues a little successfully.

Interviewee 3: Yes.

Interviewee 4: Yes, absolutely.

Q6. What kinds of strategic approaches utilised by your leadership and management team for managing talent in the workplace?

Interviewee 1: Generally, our leadership and management team provides a high amount of wages to our experienced and talented employees for retaining them within the organisational culture.

Interviewee 2: We are not only started to providing high amounted wages, but we also have started to provide some extra compensation or cash bonuses to encourage them efficiently to stay in our workplace culture.

Interviewee 3: To evidently say, actually, our organisational leadership team prefers to utilise transformational and transactional leadership approaches to efficiently tackle any kind of critical circumstance within the organisation.

Interviewee 4: Also, our management team utilise different kinds of effective talent management approaches to maintain and retain the talented employees within the workplace by efficiently motivating them towards their job.

Q7. What kind of systems can attract more talented employees within the organisational culture of Savills?

Interviewee 1: Rewarding system can attract more talented employee within the organisational culture.

Interviewee 2: High amount of wages or extra cash bonuses can effectively attract and encourage the retention of talented employees within the workplace.

Interviewee 3: Incentives or any other kind of extra compensation can be the best option to retain and manage and attract talented employees within the organisational culture.

Interviewee 4: Cash rewards can also be the best way to encourage and motivate talented employees to stay with our organisational culture.

Throughout the evaluation of the entire interview process, it becomes evident that all the respondents support implementing different kinds of strategic approaches for retaining and managing and efficiently attracting talented employees within the workplace culture of Savills. Moreover, they prominently discourage the existence of biased behaviour within the organisational culture that prominently hampers organisational growth and performance in the market. In this way, it becomes easy to understand that each organisation aims at retaining the best and most skilled employees in order to increase business productivity and increase ROI. In addition, workers seek enriching job experience, ample corporate visibility and prospects for professional development. The HR division's management of talent is a role that contributes to the long-term interests of the company and the ambitions of employees. Good technique in talent management reduces unexpected turnover to a minimum. Many innovative organisations, through meaningful work, targeting, consistent collaboration and timely acknowledgement, are systematically investing in employee participation.

Chapter 5: Conclusion and Recommendations

5.1 Conclusion

With regards to the current review of the study, it is reported that talent management is the main focus for Savills' development. Companies also face difficulty in managing long-term relationships for retaining employees. Companies fail to recruit the right people on the job as long as possible. This is a problem for the firms to sustain long-term relationships within the market. The importance of talent management in the workplace in a selected company is necessary to understand. This is the best practice for developing new opportunities for development at work. It encourages people to use their skills to manage long-term relationships. In this regard, the market can achieve success in order to thoroughly produce the desired results. However, poor culture and lack of leadership create great difficulties to achieve perfect business talent. The manager faces these issues by not considering perfect contact and systematically evaluating people's skills. This is the most important task to evaluate a person's perfect capability. Therefore, for the conduction of the research, the researcher employed a qualitative primary method for data collection. Therefore, data were mainly conducted by the conduction of semi-structured interviews among four managers of the organisation Savills. The four managers mainly include the Operational manager, Reception-desk manager, Security manager and Housekeeping manager.

An important source of knowledge and a helpful means of finding the best information are interviews with leaders from four agencies. Since looking carefully at the results, it became clear that the management was aware and trained for the most possible applicant to carry out the selection interviews. The report shows how the managers pick Savills and what practices they have employed. With regard to the implementation of talent acquisition in the industry, the company has to expend expenses on new employees. Talent management also consists of managing long-term collaboration with professional people. It means the employees are pleased with a flawless work atmosphere that needs to be consistently implemented. It will contribute to greater trust among people in the business.

 Therefore, the attractiveness of more often trained workers is also a key factor in improving efficiency. The talent of employees will quickly be placed in the right position in this respect. In addition, it will offer various benefits and new growth. For a longer period of time, opportunities are also a more effective prospect. The harmony between work and life is one of the right examples. On the basis of perfect preparation, workers are often recognised with future progress. There are several issues that managers tend to face in talent retention and the interview of the project also reveals that Savills employs effective talent management strategies in its hiring and retention of talent. In spite of its effort to incorporate talent management strategies, the organisation still faces severe challenges concerning its retention of employees. The following recommendations should be considered by the business for effective selection and retention of talents in the organisation.

5.2 Recommendations

Savills need to improve and concentrate on their management plan that is helpful to all employees. It is critical that employees are directed so that efficient operation can be systematically determined. In addition, the company chosen should emphasise creating a positive atmosphere in which all employees can freely exchange their opinions and ideas. It is helpful if qualified workers are kept at work (Gallardo-Gallardo, Thunnissenand, Scullion, 2020). In addition, the selected organisation must develop a quality of culture. They had to rely poorly on the quality of their jobs in areas of production or processing goods. Rather than building a culture where proposals for changes in the larger and smaller industries and senior management should be always welcome. The business is chosen also uses technologies to connect the supply chain with the global supply chain. In the present market situation, Savills will use these technologies as cloud and mobile devices, the most powerful configuration for any kind of industry. As far as talent recruitment is concerned, the company should spend the costs of hiring young employees in the workplace.

Moreover, companies need to provide training for employees that works together to reach many customers. Talent management also consists of managing the long-term collaboration with professional professionals. It means the employees are satisfied with a flawless work atmosphere that needs to be systematically put (Pandita and Ray, 2018). It will lead to greater trust among people in the business. They work with therefore commitment, which is the key component of the business. Such loyalty will enhance the engagement to help the urgent situation fully. Poor organisational culture has a detrimental influence and the work pattern is not satisfactory to employees.

 It also has an effect on sound communication determination. It is essential that a qualified person has a long-term relationship and uncertainty within the agency. It is important that any member of his or her work environment applies perfect culture to him or her (Beamond, Farndale and Härtel, 2016). It is important to discuss work between different individuals on the basis of expertise. When there is a right way to handle the talents of different individuals, all tasks are efficiently accomplished. Therefore, effective training, as well as appreciation and incentives, should be provided to the talented employees to retain them effectively in the workplace.

Chapter 6: Reflection

1. Description: I’ve been involved with the talent management project and II have learnt a lot about talent management. As I could not communicate with others, I was faced with several problems. For this project, it can be said that it is important to concentrate on its aims in order to fulfil the research goals. The research focused on the hiring and retention of staff in relation to the Savills organisation and, by carrying out the project, I have learned a great number of practical techniques for company talent management. The aim of this study is to analyse the business's selection process and to recognise and prevent potential problems. This is a wonderful opportunity. The project is delivered on time, which was a good point I expected. But because I had problems locating the right tools, which resulted in some difficulties analysing the information, it was also very difficult to perform semi-structured interviews.
2. Feelings: I feel that smooth, wide-ranging analysis is important for any review; I have learned various things about talent management techniques. I was nervous initially, but I knew it could cause problems for me. Using adequate research methods, insight and understated benefit by the researcher can be reported. This allows researchers to assess various challenges and conflicts relating to the implementation of talent strategies at work. I have learned that talent acquisition is an important aspect of achieving corporate growth and strategic development.

• Evaluation: It is essential to reflect on considering perfect preparation and planning that is connected to my own skills. I can also do studies systematically with my own knowledge. The project has helped me develop a number of new talent management tactics that will allow me to implement them in real life in the future. What I've found most about the study must always be prepared for unusual circumstances or plan B.

1. Analysis: My communication must be properly analysed and I must establish a broader perspective in order to find out more about the topic. This research contributes to improving my research-related understanding and expertise. This type of studying also helps to properly handle perfect research.
2. Conclusion: I have to focus on my planning and presentation skills so that I can be a strong researcher in the future. I need to further attain seminars and improve my interpersonal skills to become a better researcher in the future.
3. Action-plan: I will attend courses and workshops to develop my areas of weakness and my skill.

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Appendices