In a "new organizational career" era, characterized by the shared responsibility between employees and organization, it is crucial to have more and better internal talent. This implies meeting expectations and needs of both. The purpose is to invest in the development of their skills, resulting in their improved performance, allowing the organizations to have return on it, by boosting its results. To that intent, organizations have to segment their talent pool, promoting organizational learning through it, providing different development plans rather than simple training. In this context, it appears the corporate universities having as core goal align talent development with business goals, helping to create the conditions for strategic agility and innovation. However these skills development plans need a maturating process, in order to ensure the retention of this talented workforce in the long-term. The main goal is to guarantee that the talent pool is committed to it, wanting to perform even more and even better for a long time. For that, they need to have a psychological relation with the organization, which is a more informal yet stronger contract. Therefore, this paper argues the relation between two main contemporaneous issues in the academies and organizations: talent and organizational commitment. To answer the main research question "are the talented ones committed enough to be retained?" an complementary research question arises "what type of commitment have more influence in the employees retention process?". In this paper, it is considered the three-component model of organizational commitment - affective, continuance and normative - proposed by Meyer & Allen (1991) and the contextual concept of talent in EDP, the main electricity company in Portugal. It is also presented the skills-development talent programs available in EDP's corporate university Leadership School, including its eligibility criteria. Thus, in this paper, it is present the concepts and relations mentioned above through an empirical study, using a quantitative method. For that, it was applied a scale that allowed to measure the organizational commitment among the talent pool that are allocated to these EDP's programs, showing the results of these data collected. Through them it is possible, in a near future, propose some improvements to the Politics, Processes and Practices in which they are based on, achieving their more likely retention. This could increase the proficiency of organizational succession management and could also give new inputs about the best talent development practices, suggesting guidelines for new academic research.