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Home Depot has recognized many key factors to ensure that talent is kept in their pipelines. One of these is the embedded understanding that human capital drives talent management. Human resources goals at home depot are directly tied into the overall strategic operating plans of the company with human capital at the heart of all human resource strategies. Home Depot was able to recognize that human capital was vital to their success as they were a company that relied on its employees to give the customer an exceptional experience not only ensuring a sale in the current moment but also the return of the customer for future needs (Roush, 1999).
Home Depot has learned to be successful in managing an ever changing workforce by understanding the demographic changes and increasing diversity and taking advantage of these trends in the workforce. This has been accomplished through the engagement of specific labor pools. For example, Home Depot has focused its staffing...
Home Depot at several points in time had as much as 15% of its workforce over the age of 50 (Lockwood, 2006). These talent management strategies have provided for the inclusion of a diverse workforce that meets current trends in consumer demographics.
References
Chandler, D.E., Hall, D.T., & Kram, K.E. (2010). A developmental network & relational savvy approach to talent development: A low-cost alternative. Organizational Dynamics, 39(1), 48 -- 56. doi: 10.1016/j.orgdyn.2009.10.001
Lockwood, N.R. (2006). Talent management: driver for organizational success. HR Magazine. Retrieved from: http://findarticles.com/p/articles/mi_m3495/is_6_51/ai_n26909340
Pfeffer, J. & Sutton, R.I. (2006). Evidence-based management. Harvard Business Review, 1-13.
Roush, C. (1999). Inside Home Depot: How One Company Revolutionized an Industry through the Relentless Pursuit of Growth. New York: NY, McGraw-Hill.
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