Introduction The success of a firm’s productivity depends on the organization of the human resource management. Reflectively, labor as a factor of production, determines the gross output, performance, and goal achievement at optimal resource use. The Stamford Hospital has organized its human resource management to accommodate the aspects of employee maintenance, equity, training, and rewards as part of its talent management strategies. Thus, this reflective treatise attempts to explicitly analyze thematic areas that have positive influence on the hospital’s talent management strategies. Background of the Stamford Hospital Founded in 1896, the Stamford Hospital is one of the oldest nonprofit private health centers in Connecticut. The hospital offers heavily subsidized trauma care within its 305 bed capacity. The facility also offers other medical services to patients within the region of Connecticut and beyond. The hospital has been successful in specialized care and currently has more than 2,400 employees. The hospital has employed 73% of female out of the total workforce and 27% are male. Among the talent management strategies employed at the Stamford Hospital include proper remuneration, structured employee growth and development, healthy work environment and culture, attractive pension plan, and series of employee benefits such as free parking, free child care, free shuttle to the train station, and active wellness programs. The talent management plans are discussed in the next section. Talent Management at Stamford Hospital Staffing at Stamford Hospital Staffing is an essential part of firm’s value orientation. Value in a firm emanates from the employees’ satisfaction level since they develop loyalty. The satisfaction of the employees results from quality management practices, policies, and support services that enable them to satisfactorily serve customers. At the Stamford Hospital, there is special leadership tool that emphasizes on employees’ satisfaction, customer satisfaction, and quality management practices in the staffing procedure. Therefore, proper staffing has established the correlation between employees’ capability perception and customers’ satisfaction at the hospital (Bohlander & Snell, 2007). The Stamford Hospital has designed a staffing appraisal procedure that is all encompassing and it reflects the actual performance by the staff members since it involves both the departmental managers and the staff members. Also, there is comparison of the actual and expected performance and any variances are noted and actions in form of trainings, development, and disciplinary measures are taken to improve on future performance. At the Stamford Hospital, the hierarchical order is active and has the link to coordinate professionalism between the workers and the management team. The preferred approach to personnel selection at the Stamford Hospital includes a general written test that establishes a standard for work experience among the candidates, cognitive ability tests, and personality testing to obtain a clearer picture of the applicants. When selecting a potential employee, the hospital offers a job opening opportunity to its curre