This phenomenological study focuses on the talent management strategies being administered by a large investor-owned utility company based out of Southern California. Talent management is linked to a host of activities involving planning for key leadership transitions within an organization. Talent is the force that drives business success and brings value to an organization.
This study examines the workforce challenges facing this large investor-owned utility company, to determine how talent management strategies are being developed and deployed, in the wake of new market forces, shifting demographics, and the anticipated loss of institutional knowledge from the baby-boomer generation, the largest segment of the current U.S. workforce.
Three research questions are addressed in the study: 1. What are the lived perceptions of the HR professionals who create talent management strategies; senior executives and managers who support these strategies; and managers who have been identified in the succession planning pipeline at this large investor-owned utility company? 2. Are the current programs satisfying the need and demand for developing a pipeline of talent? 3. Are the current programs in place delivering on its promises in preparing candidates in assuming higher level positions?
Through the process of data collection, answers to those questions provides insight into the lived perceptions of talent management strategies being developed and deployed to confront a changing landscape of the 21st Century being experienced by this large investor-owned utility company.
The essential recommendations that come from the analysis of the data are to: 1. Motivate, develop and mentor high potential employees to build a healthy talent pipeline. 2. Integrate and collapse talent management strategies at all levels. 3. Build a talent management competency to target managers for value added training to aid the department in meeting its challenges in learning how to effectively navigate through a new utility landscape of the 21st Century. 4. Establish effective communication channels with a simple and repeatable message that is: a. Effective b. Strategic c. Integrated 5. Engage in the war for talent and devise effective tactics to compete in the 21st Century.
|Commitee:||Allen, Mark, Cohenno, Thomas, Schmieder-Ramirez, June|
|School Location:||United States -- California|
|Source:||DAI-A 73/12(E), Dissertation Abstracts International|
|Subjects:||Educational leadership, Management|
|Keywords:||Talent management, Talent management strategies, Utility|
Copyright in each Dissertation and Thesis is retained by the author. All Rights Reserved
The supplemental file or files you are about to download were provided to ProQuest by the author as part of a
dissertation or thesis. The supplemental files are provided "AS IS" without warranty. ProQuest is not responsible for the
content, format or impact on the supplemental file(s) on our system. in some cases, the file type may be unknown or
may be a .exe file. We recommend caution as you open such files.
Copyright of the original materials contained in the supplemental file is retained by the author and your access to the
supplemental files is subject to the ProQuest Terms and Conditions of use.
Depending on the size of the file(s) you are downloading, the system may take some time to download them. Please be