Talent plan has three components: talent gaps mean HR works with business management levels. Once a year to identify which leadership, management and functional skills are needed, how those roles and responsibilities and whether the talent processes are producing people who will be able to solve these skill gaps; talent supply means most of the focus is on management trainees and a smaller porportion of people who are recurited mid-career; talent development means recruiting high-potential individuals at the start of their careers and taking them through a structured development programme.Talent strategy means how senior leaders can identify the capabilities that help achieve the company's strategy strategic objectives and provide a competitive effort. These capabilities are not just tactical or operational skills, which although important, do have as much of an impact on business performance and profit. Operational management or senior levels and the talent management team then break down each capabilities into parts, such as specific skills, knowledge and expertise. They look at how these skills sets enable each business unit to deliver their part of the strategic plan.This analysis should indicate the roles where knowledge and expertise are needed for maximum business value. There are not automatically senior leadership or management values. They also extend to technical and specialist roles or to previously overlooked roles, e.g. positions within the organization that help sure that expertise from one part of the business. Part of review many necessitate a fresh look at knowledge management processes across the business. The HR team should also review its own ways of working and thinking o make sure that its processes for recruitment, selection, learning and development, appraisal, reward and recognition and concentrates on the skills, cultural values and behaviors most critical to business performance.Talent review aims to assess how well employees are performing currently in the critical roles, identified by the strategic review, and their potential to move into more demanding roles. Some of the required data will be held centrally by HR, but almost certainly, the team carrying out the review will need to speak directly to operational and line managers to get feedback about the performance and potential of key individuals.At part of the review, gap analysis will help identify gaps in skills necessary to carry out the business's strategy and plans and whether any critical roles are unfilled. Succession planning is a important factor here as it may well be that insufficient numbers of potential successors have been identified for certain critical roles. A talent based gap analysis main aim is to focus on hiring and/or training needs as part of a talent strategy, it is the company's strategic planning process. It draws ona wide source of data, both internally and externally. It looks at strategic needs both current and future, and makes judgements about operational needs.This analysis determines whether the right talented people are in the right position at the right time. These three factors will influence whether talent planning needs to be improved. For example, right people, but wrong time, it means that people who might not be being used currently because of ao downturn in markets, but who the organization does not want to lose as it takes too much time and money to replace them when demand increases. The organization must therefore determine its strategy for retaining and motivating them; wrong people means that people are not employed to perform the work .