A globalized and highly volatile labor market requires higher levels, as well as different combinations of acquired competencies and qualifications. Apart from the basic set of skills, the market seeks talents with more flexible and transferable competencies appropriate for every business situation. Talents are the ones that can contribute most to the development and achievement of goals and the creation of added value for a business. That is why talent management is far more than mere putting the right people in the right positions. This paper systematizes theory and analyzes the best practices of strategic talent management at Euroherc Insurance Plc. aimed at strengthening the company's competitiveness. Talent is defined as all abilities possessed by a person, their skills, knowledge, experience, intelligence, judgment, attitudes, character, motives and capacity to learn and grow. In Euroherc Insurance, the term talent is perceived from several aspects. All the literature speaks, and practice confirms that talents are the employees with great or special skills, knowledge and abilities, great potential for learning, development and ability to contribute significantly to development and success of a business. These people make a difference when it comes to success either through their direct contribution through sales results or by demonstrating the highest potential in the long run. Essentially, these are employees with a broad base of knowledge that represent a source of competitive advantage in today's global and highly competitive environment. Key talents are employees that contribute in a major way to the successful business performance, and provide above-average value for consumers and shareholders, possess highly developed skills, carry out duties that exceed their job description by going above and beyond to contribute to the company's success. Managing talents requires a high level of clarity in determining the type and quality of talent as well as quantity of a particular talent necessary in achieving excellent results. Accordingly, Euroherc Insurance differentiates between talents in sales, technical talents and managerial talents, and uses this differentiation to manage their careers. The desired proportion of talents in the company is 70% of talents in sales, 20% of technical talents and 10% of managerial talents. Today, more than ever, the way in which sales are run proves to be of a great importance. For that reason, in 2018 Euroherc Insurance conducted an analysis of the work of supervisors, as they are the key factor in creating lasting profits and working environment that attracts, focuses and retains talented employees. The role of management in the company is to staff each job position with responsible and capable employees, as well as to ensure that every individual has an opportunity to achieve their maximum potential and individual goals. For these reasons, effective human resource management in the company is of great strategic importance. The business is aware that the key for any system to be used to its full potential are the people leading it, and the people performing tasks placed before them. Professional qualifications of the staff and education in human resources management is one of the preconditions for achieving this. Organized education program of employees of Euroherc Insurance starts from the moment of employment (i.e. from their entry into the system). Specifically, all sales trainees are exposed through targeted training seminars to basic information about insurance types as well as information on more demanding segments that are typical for this segment of financial industry. Exceptional organizational and corporate culture and its adaptability to external trends is a key differentiator of Euroherc Insurance from other insurance companies. Consequently, education of employees is tailored to the fullest to the needs of the company. The company pays special attention to building a unique corporate culture that recognizes diversity and promotes team spirit and sense of belonging. By creating a healthy and stimulating working environment, the company allows the employees to experience more than a mere job and rewards excellence. The aim of the paper is to explore the notion, significance, peculiarity, appearance and the multidimensional influence of talent management on company competitiveness. Working hypothesis of the paper is that effective talent management in insurance sales can result in distinctive market competitiveness of a company, more frequent introduction of new or refurbished products and services, higher level of customer satisfaction, and greater return on investment.