Executive Summary This is a critical report that offers an objective, yet crucial account of the IHRM matters and tendencies presented in the article, “ Talent management decision-making ” by Vaiman, Scullion, and Collings (2012). The report focuses on assumptions of the article, and their influence on presentation of the article. In this context, the article shows that global talent management is an emerging field thus, lacks a precise definition. Consequently, it focuses on contemporary issues affecting decision-making in global talent management. It also reviews credibility of the authors, literature review, and its quality. This report covers an up-to-date account of the research issues. The report also shows how IHRM practitioners can use its findings to formulate policies and practices for global talent management. It also asserts contemporary issues, which influence decision-making in global talent management. Finally, the report presents strengths and weaknesses of the article. These include a thorough review of literature and its inability to offer precise solution to challenges facing IHRM. However, it calls for further studies to tackle such challenges. Assumptions and their influence on the article Vaiman, Scullion, and Collings conducted a thorough literature review of talent management decision-making. They established that talent management of knowledge workers has become a strategic tool for organisations (Vaiman, Scullion and Collings 2012). The authors argue that the field of talent management is emerging and lacks a concrete definition. Some scholars and professionals define talent management from human capital perspective. Conversely, others view talent management as a business strategy, corporate culture, and key to organisational success. These researchers assumed that the challenge of exact definition of talent management has led to inadequate comprehension in the field of global talent management. However, they adopted a definition of global talent management by Scullion and Collings. It states that global talent management entails “every organisational action for attracting, selecting, developing, and retaining the best employees in the most strategic roles (those roles necessary to achieve organisational strategic priorities) on a global scale” (Scullion and Collings 2011). The global perspective on talent management enables these authors to look at talent management from a global perspective. As a result, they take into account various perspectives based on differences from various countries. They conclude that decision-making in talent management should take into consideration various contexts in which employee management take places. This implies that it should differ from one region to another including the US where the practice and theory emerged. Credibility of the authors The article inspires credibility based on the number of sources these scholars used for the analysis talent management decision-making. Abilities to present issues systematically with logical conclusions and areas of limitations give the article credibility it deserves. The authors carefully base their work on existing works of other researchers. This approach ensures t