Strategic engagement and alignment of corporate talent

Abstract

Purpose

The purpose of this paper is to share a methodology for strategic engagement and alignment of corporate talent.

Design/methodology/approach

The methodology is gleaned from 25 years' practical experience in the design and delivery of interventions to leverage leadership and team dynamics to support corporations with the development of progressive strategies for talent management.

Findings

Managers and staff are motivated to add significant value to their organizations when they are provided with the opportunity to co‐create their future and work out how to align their talents to its delivery.

Research limitations/implications

This work is based on practical assignments with clients over a 25‐year period.

Practical implications

Organizations have identified significant bottom‐line benefit from the actions delivered by managers through these techniques.

Social implications

Social benefits lie in two areas. First, when people are provided opportunity to engage with the delivery of their futures this provides opportunity for more democratic and socially acceptable outcomes. Second, these methods have been used by change agents and social entrepreneurs, including the United Nations and British Council.

Originality/value

To the best of the author's knowledge these methods are not used elsewhere. Experiential engagement with future vision and the alignment of talent in this way is novel, efficient and value‐adding.

Citation

Wilson, C. (2012), "Strategic engagement and alignment of corporate talent", Development and Learning in Organizations, Vol. 26 No. 5, pp. 4-8. https://doi.org/10.1108/14777281211258626