_____________________________________________________________________________________________________ ⱷ Professor; # Assistant Professor; † Director; *Corresponding author: E-mail: sathya4u.s@gmail.com; Asian J. Econ. Busin. Acc., vol. 22, no. 24, pp. 86-104, 2022 Asian Journal of Economics, Business and Accounting Volume 22, Issue 24, Page 86-104, 2022; Article no.AJEBA.93729 ISSN: 2456-639X Talent Management Practices and Its Impact on Intention to Stay in the Organisation S. Sathyanarayana aⱷ* , B. V. Pushpa a# and Sudhindra Gargesa a† a MPBIM, Bangalore, India. Authors’ contributions This work was carried out in collaboration among all authors. All authors read and approved the final manuscript. Article Information DOI: 10.9734/AJEBA/2022/v22i24897 Open Peer Review History: This journal follows the Advanced Open Peer Review policy. Identity of the Reviewers, Editor(s) and additional Reviewers, peer review comments, different versions of the manuscript, comments of the editors, etc are available here: https://www.sdiarticle5.com/review-history/93729 Received: 07/09/2022 Accepted: 15/11/2022 Published: 06/12/2022 ABSTRACT In today’s dynamic business environment, organizations are looking to add new and improved or innovative capabilities to their portfolio of business. To achieve these objectives organizations need to add a very vital component called human resources. Therefore, Talent management is the buzzword in the IT sector to attract and retain a talented workforce. The current research paper aims to explore the attitude of the employees towards the major factors that influence the talent management practices in Indian IT firms intending to stay in the organization. To realize the stated objectives the researchers have collected the primary data from two hundred talented employees across the IT sector. In this context talented means one has consistently been a top performer or received the best employee or star performer reward or recognition from the employer for at least two years in a specific domain. For this purpose, the researchers have identified eight major factors such as quality of supervision, Compensation Management practices, job engagement, innovation Original Research Article