Organizations invest billions in employees learning and development as part of their talent management strategy. Action learning, a development approach, revolutionizes how organizations develop the whole leader. This qualitative, explanatory case study assessed how action learning contribute to effective talent management deployment based on the impact of action learning on participants’ perceive objective career success (promotion and ascendancy (change in power)). Data were collected over five months from 19 participants who participated in action learning between 2008 and 2013. The study found that three (16%) participants had a position upgrade within six to eight months after participating in action learning. The results also showed that twelve (63%) participants experienced one or more promotion dimensions whereas four (21%) experienced no impact on promotion dimensions. All participants improved their competencies, skills and ascendancy. This study indicated the need to understand the cost savings of talent management deployment from using participants in action learning to fill pivotal roles, frequency, and impact on retention. Additionally, the results suggest further research should continue to expand on the contribution of action learning to talent management deployment, investigate the individual’s learning style, and the role of direct leader post-participation. Based on the results, there is evidence that talent management, strategic human resource development and action learning should collaborate on future research.
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