• Identify the types of training and development needed to attract, retain and develop talent. • Identify the skills needs essential to the success of the organization and respond to the commercial strategy. • Develop a plan to link training and development to the business strategy that is understood by employees at all levels and their customers and ensure that senior management publicly supports training and development (Noe, 2013) Training gaps skills: current labor market conditions. In 2014, Emera Maine was formed from the merger of Bangor Hydro Electric and Maine Public Service. In the period before and after the merger, concentrated efforts were made to align as many business practices as possible. This activity resulted in many changes to the way employees performed their jobs, positions were consolidated and procedures were modified. Additionally, some key employees have left the company for new opportunities, leaving gaps in the workforce. The effects of these changes continue today and, as Noe (2013) explains, the loss of key employees causes delays or hinders an organization's ability to take on projects or new tasks. At Emera Maine we continued with few adjustments