Talent Acquisition and Gaps As Nimble Storage's business model began to solidify in 2013, the organization engaged in rapid employee growth as they hired "30 new employees with a recruiting team of two). Most of their new hires admittedly came from employee referrals. They also incorporated managers into the human resources (HR) team by making them part of the recruiting team. Managers were trained and engaged so they could be the driving force (Bahrami, 2015) in recruiting efforts. The organization strongly believed that managers were responsible for hiring their own "high- perfonning team" with HR assisting them and keeping the engaged in the process. Does this support the organization's geocentric focus as they continue to enter global markets? Not necessarily so. There is a gap in this rhetoric because HR needs to ensure that their global counterparts are following the same process in global offices. Nimble Storage has no stated plan on their global human resource management (HRM) teams or how they are managing global talent acquisition. The reason this is a gap is that in most organizations HR usually "does not have adequate information" (Quelch 8: Bloom, 1999) about candidates for their overseas subsidiaries and that HR's lack of multicultural managerial talent can incur high training costs and staff turnover through bad hiring selections (Quelch & Bloom, 1999). Even though they are