In the era of globalization and rapid change, talent management (TM) is becoming an increasingly important topic, since it sets direction for companies and the whole economies in general towards success and development. Exploring the phenomenon on the organizational or meso level, talent management techniques are implemented by organizations to attract, develop, engage, keep and deploy employees who are believed to be particularly valuable to them. By utilizing talents in a proper way, companies can increase their efficiency, add value to their brand credibility, and contribute to diversity of their corporate culture. For these reasons, top managers and HR professionals widely consider talent management to be one of their key priorities and invest largely in it. Companies that refuse to employ talent management techniques risk losing their competitive advantage, their market share and consequently their profitability. More than that, such companies remain unattractive to talented experts and cannot boast prominent financial results. This thesis gives a lot of insight into the current state of affairs concerning talent management in Russia and looks into possible problems that can arise in regard to the process of its implementation in Russian context. We found the issue of talent management in Russia to be under-researched at the moment, thus, we decided to make a contribution to the study of the concept. We carried out our research through a multi-level perspective because we are positive that there is a strong interplay between different contexts regarding talent management implementation in Russia. The obtained empirical findings have provided us with the knowledge that there is a number of obstacles hindering development of TM in Russia. More than that, we found that the approach to TM fully depends on the origin of a company.