Talent Practices at Home Depot

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Discuss how the leadership at Home Depot intended to use its organizational talent to gain a competitive advantage in the Do It Yourself industry. Home Depot has grown to be a retail leader in home improvement with revenues in excess of $90 billion. Home Depot has been in existence for over twenty nine years and has hundreds of stores locally in the United States and globally in other countries. The leadership at Home Depot recognized the importance of talent management in its continued growth over the years. The company has instituted new programs that have lead to the placement of hundreds of human talent that come from diverse backgrounds. The company uses the selection of candidates who are knowledgeable and possess certain skill sets to strengthen and build new strategies for company growth. Home Depot uses pipeline programs to recruit and develop new talent who will advance into key executive roles. It has learned lessons based on its current talent management process. Chief Officer Robert Nardelli has adopted a military approach to management. According to Businessweek, Nardelli utilizes “ideas and concepts from the military to move Home Dept into a more centralized organization” (Businessweek, 2006). Discuss the key channels that Home Depot developed for recruiting talent. Home Depot used a workforce planning model to identify the types of candidates that were needed to fill key positions in the organization and where they needed to make improvements. Home Depot is a customer based organization so it is critical to recruit individuals who are both service oriented, customer focused and knowledgeable. Home Depot used multiple talent channels to recruit talented candidates. They used the traditional methods of recruitment which included print, media/radio ads, recruiting firms and job boards. They also utilized creative methods to recruit talent by creating strategic partnerships with colleges, universities and other organizations to increase the pool...
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