Summary: Aimed at professionals within Human Resources (HR) and Strategy function, this book identifies the challenges faced by organisations in managing talent from a strategic context. Written against a backdrop of the complete transformation of HR's function, and its strategic impact on organisations effectiveness, this book explores the challenges faced by HR professionals in managing talent, establishing their identity as a strategic function, and the challenges faced by HR professionals in India and the United Kingdom. This book discusses the key themes that emerge as a result, and finally, looks at the various aspects of strategy development and HR management, and reviews the key techniques for successful implementation of strategy and policy. The Author: Dr. Ram Raghavan is the Managing Director of Talengene UK, a management consultancy firm that specialises in linking strategy and behaviour using biological models. An electronics engineer by qualification (with an MSc. in Robotics and Control), Ram started his career in India as a Research and Development Engineer before moving into the sales and service functions. Ram was managing the business in several countries for a pharmaceutical company before moving to the UK. Ram completed his MBA specialising in business strategy, and now specialises in developing and customising measurement tools to profile people, performance and processes. Ram is the creator of CUBE (Client Understanding of Behaviour and Experience) technology for strategy. His solutions are currently used by organisations like JLT, Liverpool One and ABC in the UK. Readership: Aimed at managers, and students at all levels, with the necessary principles, approaches and tools to respond effectively and efficiently to the volatile talent market, both in general and within the of HR and Strategy profession in particular. Contents: Introduction: The changing nature of human capital; The fundamental shift: Land of a billion opportunities; Employability; Challenges; Is it strategic?: Employees are not your assets; Work-life balance; Engagement; The connected talent; Practical HR: Whose agenda is it?; Ill-equipped or unprepared?; Why should it be everyone's agenda?; Earn respect; Introduction to practical HR: Practical HR; Value addition and value protection; Outsource or retain; Stress and 'toxic' behaviours; Three-dimensional approach to measurement; Train, retain, retain; A new breed; Strategies to manage talent: ERM-employee relationship management; Knowledge mapping; Talent benchmarking; The three Rs-recognition, retention and reward; Talent pool: Generation x; Generation Y; Conclusion; Appendix: The concept of value; Knowledge management-a case study; self-questionnaire.