This thesis examines talent management (TM) and the role of leader-member communication through a case study of employees at MAN Diesel & Turbo. The thesis defines TM as identifying each employee's talents and helping them develop skills to maximize performance. It views TM as a relational process requiring effective leader-member exchange (LMX) communication. The study investigates how employees make sense of their LMX relationships and how communication practices shape these relationships. Through qualitative interviews, it finds evidence that high communication frequency, authoritative yet open communication, and recognitive issue-oriented communication help build high-quality LMX relationships that motivate employees and improve performance. The thesis provides guidance for practitioners while emphasizing the continuous and contextual nature of TM.