Additionally, talented staff members bring with them expertise on how to improve the quality of the items manufactured. (b) Customer satisfaction -- talented employees lead to improvements in product quality, which subsequently materialize in improvements in customer satisfaction. Additionally, talented employees interact with the customers in a more favorable manner which also increases customer satisfaction.

(c) Finally, talented employees save the company money. Talented employees are easier to retain than average individuals as they invest in their professional formational, are more mature from a professional standpoint and more dedicated. Additionally, with their expertise, these staff members can help create solutions which lead to cost efficiencies.

4. Objective measurement

In order to ensure that the pre-established goals are attained, it would be necessary for Porter Novelli to measure the degree to which the goals have been attained. This measurement could be achieved through the following:

(a) Comparison between the levels of productivity before the talent management programs have been implemented and three months after their implementation has been completed. Elements which could be addressed at this level include the spending with commodities, the consumption of resources, the volume of production or the changes in the quality of the manufactured items / delivered services.

(b) Comparison between the levels of customer satisfaction before the implementation of the talent management strategies and in their aftermath. Elements to be addressed at this stage include customer opinions regarding the quality of the items purchased or the nature of the services and the interaction with the company staff members.

(c) Comparative assessment of the financial result of the company before talent management and in its aftermath. Specific elements which...

Impact of talent management
Similar to the system of benchmarking used by Porter Novelli, the direct impacts of their talent management program are not made available to the public. The company limits its statements to arguing that the program has been implemented and that it has brought the company closer to reaching its vision and its goals (Porter Novelli Website). Based on this, as well as on the theoretically forwarded impacts of a talent management program, it is believed that the following impacts were obvious:

Increased employee satisfaction through training programs; the staff members felt that the company was interested and supportive of their professional formation and their levels of on the job satisfaction increased

Increased levels of employee commitment to the firm, which subsequently materialized in lower levels of employee turnover rates, to as such generate cost efficiencies

Improved relationship between the firm and the customers, which materialized in higher levels of customer satisfaction and as such higher levels of sales revenues

Increased employee performances which consequently led to increased organizational results