Companies have started making executive recruitment and development a strategic priority. Talent management has become established as a recognized discipline. However, we have seen that companies must align their people strategy with their corporate strategy, or risk a business strategy failure. Companies that take the long-term strategic view will typically ask themselves a number of far-reaching questions: Where is the company aiming to be in three, five or ten years from now? In which main markets and fields of business will it operate in future? What do the dynamics of growth and competition look like in those markets? And finally, is the talent pipeline strong enough to deliver the long-term strategy? As dynamics continue to change, executives must constantly rethink the way companies plan to attract, motivate, and retain their employees.
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Read more about our perspective on Strategic Talent Management:
Building a talent pipeline to boost economic value, by Ashley Stephenson and Mark Byford Talent management in China: the challenges of localizing leadership, by Davy Lau Talent management in times of turmoil: exploring individual and team performance in the light of business strategy, by Sven Michaelis and Richard Stark Managers must match the strategy, by Norbert Sack and Bernd Wieczorek Talent management in Latin America, by Gabriel Sànchez Zinny
