In the current business scenario, talent management is known as a popular retention strategy for talented employees, but how talent management leads to greater employee retention is an unexplored terrain. Based on an extensive literature review, the present article suggests a theoretical framework that introduces job embeddedness as an intervening variable for exploring how talent management practices influences employees intention to stay. In addition, it discusses the influence of talent management practices on various dimensions of job embeddedness. The multiple propositions suggested provides HR practitioners with insights to strive for retention of talented employees through talent management, by focusing on various initiatives that increase the link, fit and sacrifice dimensions of embeddedness.