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Successful Talent Management Strategies Business Leaders Use to Improve Succession Planning Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2020 Successful Talent Management Strategies Business Leaders Use to Improve Succession Planning Louai Damer Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Business Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral study by Louai Damer has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Brandon Simmons, Committee Chairperson, Doctor of Business Administration Faculty Dr. James Glenn, Committee Member, Doctor of Business Administration Faculty Dr. Diane Dusick, University Reviewer, Doctor of Business Administration Faculty Chief Academic Officer and Provost Sue Subocz, Ph.D. Walden University 2020 Abstract Successful Talent Management Strategies Business Leaders Use to Improve Succession Planning by Louai Damer MBA, University of Leicester, 2014 BSe Engineering, University of Jordan, 1999 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University August 2020 Abstract Surveys on organizational training and development expenditures in the United States showed a total spend of $83 billion in 2019; however, 40% of new leaders still fail in the first 18 months. Managers need to devote attention to improve talent development programs since employees who receive talent training in organizations are 75% more likely to succeed in senior positions and future leadership roles. Grounded in transformational leadership theory, the purpose of this multiple case study was to explore successful talent development strategies that support succession planning. The participants were 6 business leaders holding different corporate positions such as managing directors, business unit leaders, HR managers, and learning and development managers in 6 multinational manufacturing corporations (MNCs) in the Southeast Asia region. Data were collected through semistructured interviews and organizational documents and policies. Thematic data analysis identified three main themes: organizational culture and its importance for talent development, talent identification and development strategies, and strategic human resource management for succession planning. Business leaders who deploy the appropriate talent management strategies may help their organizations manage succession planning efficiently. The development and deployment of successful succession programs may have a positive social change in local communities by creating robust employment prospects and job stability. Creating robust employment prospects and job stability could increase leaders’ morals and develop a personal growth mindset, extending beyond their organizations to support social programs that benefit individuals and communities. Successful Talent Management Strategies Business Leaders Use to Improve Succession Planning by Louai Damer MBA, University of Leicester, 2014 BSc Civil Engineering, University of Jordan, 1999 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University August 2020 Dedication I dedicate my doctoral study in the loving memory of my friend, Maher Anabtawi, who inspired me to take my academic aspirations to a new level and embark on this academic journey. Maher was instrumental in growing my self-belief in this dream; his remarkable support in my first baby steps in this program was unparalleled. Though Maher left us to a better place just after completing my first year in this doctoral program, however, his memory, values, and inspiration were not only present with me throughout the full journey, but empowered me during demanding and challenging times. Maher, my friend, I hereby promise you that I will push it forward and support others to fulfill their dreams, may you rest in peace. Thank you for everything. Acknowledgments I would like to thank God for endorsing me with his grace and blessings; without that, I would not have completed this study. I am thankful for my family for their outstanding support and endless encouragement when I needed these most. Vast gratitude goes to my wife, Natasha, and the boys, Nabil, Hamzeh, and Karim, for their patience and support, they have advanced my DBA on their needs and wishes. Much credit goes to my parents for believing in me and setting me with all-time high aspirations. To my Walden friends, classmates, colleagues, and faculty, I will always value your unwavering assistance and encouragement, a special thanks to Dr. Jim Glenn, second committee member, and Dr. Diane M. Dusick, URR, for their remarkable insights and constructive feedback. Finally, a special acknowledgment to Dr. Brandon Simmons for his outstanding support, devotion, and guidance; thank you for believing in me and never giving up on me. Table of Contents List of Tables .......................................................................................................................v List of Figures .................................................................................................................... vi Section 1: Foundation of the Study ......................................................................................1 Background of the Problem ...........................................................................................1 Problem Statement .........................................................................................................2 Purpose Statement ..........................................................................................................3 Nature of the Study ........................................................................................................3 Research Question .........................................................................................................5 Interview Questions .......................................................................................................5 Conceptual Framework ..................................................................................................6 Operational Definitions ..................................................................................................7 Assumptions, Limitations, and Delimitations ................................................................8 Assumptions ............................................................................................................ 8 Limitations .............................................................................................................. 9 Delimitations ........................................................................................................... 9 Significance of the Study .............................................................................................10 Contribution to Business Practice ......................................................................... 10 Implications for Social Change ............................................................................. 11 A Review of the Professional and Academic Literature ..............................................12 Strategic Human Resources Management ............................................................ 13 i Human Resources Impact on Talent Management ............................................... 16 Talent Development and Succession Planning ..................................................... 19 Talent Identification .............................................................................................. 20 High Performing and High Potential .................................................................... 21 Performance Metrics and Appraisals .................................................................... 23 Performance Assessment Transparency ............................................................... 23 Talent Development Motives ................................................................................ 24 Employer Branding ............................................................................................... 26 Knowledge Management and Retention ............................................................... 28 Succession Planning.............................................................................................. 31 Coaching and Mentoring....................................................................................... 32 Elements of Successful Coaching ......................................................................... 36 Transformational Leadership Theory ................................................................... 37 Learning Organizations Theory ............................................................................ 40 Sustainability Theory ............................................................................................ 41 Transition .....................................................................................................................42
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