Introduction The concept of talent management has gained much attention since it incorporates a variety of processes necessary for measuring, identifying, and retaining the skills that employers expect from employees. In the context of the evolving business industry, the ability to single out essential features and evaluate whether one has these features has become a crucial element of hiring and working processes (Schiemann, 2014). Scholars note that talented employees are not sufficient to arrange successful talent management development within the industry. Thunnissen (2016) remarks that there are at least two constituents responsible for talent management: the gifted employee and the organisation. Because these actors have different perceptions of talent management, it is important to reach a unified understanding of each particular case. Team development is also a decisive element in this process (Balzac, 2014). Emerging issues in talent management include employee retention, uncertainty management, and strategic job investments (Cappelli & Keller, 2014). The present paper offers an overview of the theoretical background of talent management. Further, the analysis of issues that Google faces in connection with talent management techniques is performed. Finally, recommendations are given on the improvement of current approaches. Theoretical Background Measuring Talent Measuring talent is one of the most complicated tasks in organisational psychology. The problem is that a conclusion about an employee’s performance is contingent on the measures used for the assessment (Sutton, 2015). Another difficulty is that it is not always possible to define clearly who should evaluate one’s performance: the manager, colleagues, or clients (Sutton, 2015). Still, measuring the talent of people already working for an organisation is relatively simple compared to that of an applicant. Usually, there is too little time during the recruitment process to adequately measure one’s talent. As a result, a person who could benefit the company may not be hired, and vice versa: a firm may employ a worker who will not prove to add any value to performance. Moreover, Nijs, Gallardo-Gallardo, Dries, and Sels (2014) argue that it is not sufficient to measure one’s talent only in the given position. Scholars deem it necessary to perform the analysis of an employee’s potential in larger roles. To make the process of talent measurement simpler, such methods as talent assessment and talent performance may be used (Griffiths & Washington, 2015). Starr-Glass (2017) emphasises that organisations should acknowledge talent as a “living and vital asset” that is constantly evolving (p. 50). Sutton (2015) singles out several competencies to be considered when assessing one’s talent. They incorporate, among others, the abilities to lead, analyse, perform, interact, organise, execute, conceptualise, support, and cooperate. Ribeiro and Gomes (2017) note that measuring talent is crucial for the organisations’ success since talent is an exceptional source of their competitive advantage. The main psychological measurements of talent are validity and reliability (Sutton, 2015). Identifying Talent The identification of the necessary qualiti