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Managing talent and meeting future talent needs are crucial responsibilities, central to both a company’s day-to-day operations and its future. When the C-suite gets seriously involved in talent planning and ties it to business strategy, that’s a good start. When mid-level managers are taught to implement talent management tools and processes, and compensated for doing this well, they can spread the word and the practice. Along the way, it will become clear that not all employees should be managed the same way. In the end, robust talent management is a predictor of employee engagement, brand strength, and corporate performance.