Defining talent can be a difficult task. Many organizations don’t bother to manage talent at all, and many that have talent management practices in place sometimes manage it with little direction. "If your organization feels the urge to perform talent management just because others do it, without any objective, without any commitment—then don't waste your time and your budget doing it at all," said Pattamawalai Rattanapl, chief people officer and chief operating officer at the Minor Food Group. Before a talent management program can be put into place, the term itself should be defined. There are three distinct classes of workers in any organization: talent, high performers, and employees. Employees are the day-to-day workers. They come in and do their jobs adequately. High performers are those who work well and learn fast. They do an excellent job, but rarely feel committed to the overall success of the organization. Talent is the group that has potential to help the organization grow and develop. These are the individuals that must be groomed, cared for, and given the tools necessary to succeed.