Main Focus of TM
Organisations can have different reasons for engaging in TM. In MSF, TM started as a way of improving succession planning. This is not uncommon among organisations—succession planning is near the top of the agenda for both NFPs and
MNCs . However, even when NFPs were aware of the steps they needed to take to manage talent better, often cost constraints acted as a barrier, including the fact that NFPs are considerably more limited in the reward packages they can offer employees. MNCs have less constraints and can make large investments to achieve the best results.
The ‘war for talent’ has attracted considerable attention from academics and practitioners, suggesting that there is a shortage of talent so that organisations must compete for the best employees [10, 21]. Arguably, this is self-serving language that deliberately ignores millions of people who do not fit a very narrow model of talent, but both NFPs and MNCs believe that they may be in such competition. Looking from the other side of the fence, individuals want meaningful careers and may be less prepared to do so within their current organisation . ‘Employer branding’  can be a powerful tool for NFPs to convey their HRM policies in terms of career managementand ultimately of talent management.