With talent management becoming an area of growing concern in the literature, this paper seeks to investigate talent management, employee engagement and talent pipeline development.
A case study of best practice in talent pipeline development is followed using interviews and archival data as shared by the organization.
The findings of the case looked at interventions of employee engagement and dialogue. Establishing talent pools and identification of talent through talent matrix is highlighted. A basic HR architecture is emphasized. Global managerial diversity with rotational assignments in different markets is another finding of the case which grooms future leaders for the organization.
The present study indicated that a good level of engagement may lead to high retention and grooming of future leaders for the organization.
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