Managing capabilities for talent engagement and pipeline development

Purpose – 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. Design/methodology/approach – A case study of best practice in talent pipeline development is followed using interviews and archival data as shared by the organization. Findings – 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. Originality/value – The present study indicated that a good level of engagement may lead to high retention and grooming of future leaders for the organization.