This article presents a systemic approach to talent management (TM) that reflects the interplay of 6 core human capital processes needed to build leadership capability. Faced with the pressure of meeting an aggressive growth plan, the Yale New Haven Health System (YNHHS) commissioned its O.D. group to help mitigate the potential threat that a weak leadership bench, unanticipated departures of key talent, and impending retirements posed to the company's future growth strategy. The team developed a TM model that drew the link between various human capital processes that enabled the organization to more effectively identify, develop, and place future leaders in key positions that were needed to execute the company's growth plans. Key factors and challenges that were experienced during the implementation process are discussed.
|Original language||English (US)|
|Number of pages||6|
|Journal||Organization Development Journal|
|State||Published - Jun 1 2007|
All Science Journal Classification (ASJC) codes
- Organizational Behavior and Human Resource Management