This study is done to find the effect of talent management on organization success. The finding of the study is that the effective talent management does result in the success or development of organization. In this study, organization development is divided into two boarder categories, which are positive or negative growth of organization. Positive growth of Organization development was done by recruitment and selection, training and development whereas negative variables are considered employee retention, skill gap and skill shortage. Our study concluded that every employee has some unique talent which differentiates that employee with others which could be resulted in competitive advantage of organization and if that talent would be used for any other position it may cause for discomfort. The concept talent management is coined by McKinsey & Company, 1997 investigation. McKinney & company exposed the term "war of talent". Later the time book issued by Helen Handfield Jones, and Beth Axelrod. The relationship between human recourse development and organizational effectiveness has been established in the 1970's. During the period of 1970s and 1980s the business function was responsible for employee was called "The Personnel Department". The systems which developed to support of this function were batch payroll systems. The personnel department was a well understand business function. During the period of 1980s and 1990s organizations realized that the HR function was in fact more important and the term "Strategic HR" merged with personnel department. The new concept introduced getting the right people at the right job, training and development of employees, compensation package which includes benefits and serving as a central point of communication for employee health and happiness. Talent management is fast becoming a critical strategic objective for growing organizations. It is very crucial factor which effect on organization success. The idea of this study is to exploring

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