The cornerstone of an organizational performance is identification of high potential talent in the hyper-competitive and increasingly complex global economy. Hence, Organizations exploit diverse strategies for identification of talented people. This article move forward theory of talent identification strategies (TIS) through the practical implication of public sector organizations in Sri Lanka. The principal duet of talent identification strategies (TIS) was hypothesized: Interior talent identification strategies (ITIS) and Exterior talent Identification Strategies (ETIS). The foremost intention of this study is to discern the impact of talent identification strategies on public sector performance in Sri Lanka. The questionnaire survey was conducted for 180 HR professionals in the public sector organizations in Sri Lanka.  In order to analyze data, Kolmogorov-Smirnov test was employed to test for its normality, and Pearson correlation test was used for measuring the relationship between variables and also regression analysis was applied for determining the effect of variables. The results indicate that talent identification strategies are not significant predictors of performance in public sector companies. Internal alignment between talent management strategies and Business Strategy are suggested for future research as crucial to trump organizational performance.

Keywords— talent management, talent identification strategies, interior talent identification strategies, exterior talent identification strategies, organizational performance