This phenomenological study focuses on the talent management strategies being administered by a large investor-owned utility company based out of Southern California. Talent management is linked to a host of activities involving planning for key leadership transitions within an organization. Talent is the force that drives business success and brings value to an organization. This study examines the workforce challenges facing this large investor-owned utility company, to determine how talent management strategies are being developed and deployed, in the wake of new market forces, shifting demographics, and the anticipated loss of institutional knowledge from the baby-boomer generation, the largest segment of the current U.S. workforce. Three research questions are addressed in the study: 1. What are the lived perceptions of the HR professionals who create talent management strategies; senior executives and managers who support these strategies; and managers who have been identified in the succession planning pipeline at this large investor-owned utility company? 2. Are the current programs satisfying the need and demand for developing a pipeline of talent? 3. Are the current programs in place delivering on its promises in preparing candidates in assuming higher level positions? Through the process of data collection, answers to those questions provides insight into the lived perceptions of talent management strategies being developed and deployed to confront a changing landscape of the 21st Century being experienced by this large investor-owned utility company. The essential recommendations that come from the analysis of the data are to: 1. Motivate, develop and mentor high potential employees to build a healthy talent pipeline. 2. Integrate and collapse talent management strategies at all levels. 3. Build a talent management competency to target managers for value added training to aid the department in meeting its challenges in learning how to effectively navigate through a new utility landscape of the 21st Century. 4. Establish effective communication channels with a simple and repeatable message that is: a. Effective b. Strategic c. Integrated 5. Engage in the war for talent and devise effective tactics to compete in the 21st Century.

Library of Congress Subject Headings

Dissertations (EdD) -- Organizational leadership; Personnel management; Career development -- Methodology; Organizational change

Date of Award


School Affiliation

Graduate School of Education and Psychology



Degree Type


Degree Name


Faculty Advisor

Allen, Mark;