In the context of defining the term talent management, it should be explained who may be considered a talent. Most of the organisations which do engage in employees' differentiation do not refer to the selected group as talents but may rather use the designation high-potentials or high-performers or a combination of both [24]. Farndale et al. [10] therefore define talents as employees who achieve high performance and at the same time show high potential. Festing and Schafer [1 1] and also Ulrich [29] characterise highly talented individuals using a wide array of characteristics such as competencies, skills and abilities, experience, knowledge, intelligence or ability to train, develop and grow within the organisation. Nijs et al. [20] add that in comparison with other employees they are considered key strategic resources that create a competitive advantage of the organisation, which is also confirmed by Cannon and McGee [3]. Employee development is dealt with by talent management, which is, according to Hunt [15], becoming an increasingly important part of the personnel strategy of every organisation. Therefore, the aim of this article is to evaluate the approach of organisations in the Czech Republic towards employee training and development and the extent of talent management implementation. A partial aim is to examine relationships between the selected qualitative variables. 1 Statement of a problem Working potential increases thanks to continuous training and employee development, which is beneficial to organisations as employee development is positively reflected in all organisational processes. However, it is only one of the reasons why training-oriented human resource management should be the main goal of every organisation conducting business in today's world. In practice, the possibility of training is often connected with carrier growth, career planning and management and is only oriented at talented employees with high potential for the organisation. However, this approach often neglects other employees, who may leave without having their potential exploited. In this connection, Garraldo-Garraldo, Dries and Gonzalez-Cruzc [12] define two fundamental concepts of talent management, a narrower and a wider one. In the narrower perspective, organisations focus mainly on employees in key positions or high-potential employees (these are mostly management or specialist positions). On the contrary, the wider perspective holds that almost every employee has some talent and it is up to the manager to discover, develop and properly position and, last but not least, take advantage of that talent. Iles, Chuai and Preece [16] specifically identified four main perspectives on talent management: . inclusive-people - talents = all employees, . exclusive-people - talents = only a specific group of employees, . skills and abilities of employees in general (social capital), . a specific position (exclusive-position). Similarly, these approaches were characterised in Asset Skills [2] and by Tatoglu, Glaister and Demirbag [26] and Meyers [18]; this includes the following five approaches: The inclusive approach which considers all employees to be part of talent management programmes. 19Tab. 1: The relationship between the implementation of activities related to talent mana ement and the size 0 the or anisation 38 9 55 37.3% 8.8% 53.9% 29.0% 20.0% 25.8% Source: Authors The first null hypothesis states that there is not the relationship between the implementation of activities related to talent management and the size of the organisation. The value of the test criterion chi-square is 47.943 at 6 degrees of freedom and the p-value is 0.000. Therefore, the null hypothesis can be rejected and we can accept an alternative hypothesis. This test showed that there is the relationship between the implementation of activities related to talent management and the size of the organisation. The value of Cramer's V is 0.248 that indicate low strength of dependency. It follows from the above that talent management strategies are in place mainly in large organisations. Talent managementrelated activities in organisations in the Czech Republic are mostly carried out based on intuition. 23 Tab. 3: The relationship between the implementation of activities related to talent management and the sector Do you implement activities related to talent management? Total Yes, Question % Row Yes, according No % Column intuitively to the strategy Primary 10 13 24 % Row 41.7% 4.1% 54.2% 100% % Column 7.6% 2.2% 6.1% 6.2% Secondary 29 14 52 95 Sector % Row 30.5% 14.7% 54.7% 100% % Column 22.2% 31.1% 24.4% 24.4% Tertiary 92 30 148 270 % Row 34.1% 11.1% 54.8% 100% % Column 70.2% 66.7% 69.5% 69.4% Total 131 45 213 389 % Row 33.7% 11.5% 54.8% 100% % Column 100% 100% 100% 100% Source: Authors The third null hypothesis states that there is not the relationship between implementation of activities related to talent management and the sector in which the organisation operates. The value of the test criterion chi-square is 2.759 at 4 degrees of freedom and the p-value is 0.599. We can accept the null hypothesis. The test showed that there is not the relationship between implementation of activities related to talent management and the sector in which the organisation operates. It follows from the above that organisations engage in talent management regardless of the sector. Tab. 4: The relationship between the implementation of activities related to talent management and the operated area Do you implement activities related to talent management? Total Yes, Question % Row Yes, according No % Column intuitively to the strategy Private 92 34 134 260 % Row 35.4% 13.1% 51.5% 100% Operated % Column 70.2% 75.6% 62.9% 66.8% area Public 39 11 79 129 % Row 30.2% 8.5% 61.3% 100% % Column 29.8% 24.4% 37.1% 33.2% Total 131 45 213 389 % Row 33.7% 11.5% 54.8% 100% % Column 100% 100% 100% 100% Source: Authors 25