Developing the skills of their most valued employees is good for the individuals and also at least in the long run for the organisation. In NFPs, most training and development directed towards the talents was on-the-job training. However, the link between good performance and opportunities to engage in training and development is not straightforward, since the criteria for judging performance are complex; more so than in MNCs where the ‘bottom line’ is always a basic fallback. For both kinds of organisations, of course, there are subjectivity issues. As McDonnell and [24: 59] noted, social capital—‘the ability to build and sustain relationships and networks’—determines who is labelled a talent and therefore is provided with developmental opportunities.
Retention is one of the major challenges of TM. Preece et al.  found that a combination of factors including high turnover created talent shortages in Chinese subsidiaries of some MNCs. While NFPs rarely find it difficult to attract talents, because of their missions, retaining them in the long run can be more of a problem —particularly in the NGO sector. Even when talented people are initially satisfied, they may later look for other opportunities and options. Many sectors of the private sector experience similar problems. Money is not always the answer: NFPs attract and retain talent even though their salary and benefits are low compared to MNCs.