In the modern business environment, competition has shifted from product and price to talent acquisition and retention. The success of a business organization is heavily dependent on its people, who set the structure, business model, and operational strategies. Effective talent management and leadership development are crucial for attracting and selecting the right individuals to drive the company forward. This chapter explores the concept of "talent" and its attributes, emphasizing the importance of both hard and soft skills, as well as ethical values. The chapter discusses the challenges of attracting and retaining talent in Asia, particularly in China. It highlights the unique cultural, economic, and political landscape of the region, which complicates the talent acquisition process. Surveys and case studies from companies like Lafarge Cement illustrate the importance of corporate reputation, ethical values, and a positive work environment in retaining talent. The chapter also delves into the sources of talent, including expatriates, locals, and "hybrid" workers, and provides insights into retention strategies. It emphasizes the need for proper training, career paths, and cultural understanding to retain and develop talent. Finally, it outlines a framework for talent management and leadership development, emphasizing the importance of a strong corporate culture and ethical business practices in attracting and retaining top talent.In the modern business environment, competition has shifted from product and price to talent acquisition and retention. The success of a business organization is heavily dependent on its people, who set the structure, business model, and operational strategies. Effective talent management and leadership development are crucial for attracting and selecting the right individuals to drive the company forward. This chapter explores the concept of "talent" and its attributes, emphasizing the importance of both hard and soft skills, as well as ethical values. The chapter discusses the challenges of attracting and retaining talent in Asia, particularly in China. It highlights the unique cultural, economic, and political landscape of the region, which complicates the talent acquisition process. Surveys and case studies from companies like Lafarge Cement illustrate the importance of corporate reputation, ethical values, and a positive work environment in retaining talent. The chapter also delves into the sources of talent, including expatriates, locals, and "hybrid" workers, and provides insights into retention strategies. It emphasizes the need for proper training, career paths, and cultural understanding to retain and develop talent. Finally, it outlines a framework for talent management and leadership development, emphasizing the importance of a strong corporate culture and ethical business practices in attracting and retaining top talent.