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Jerald L. Monson, MBA, believes that the current economic landscape affords companies the opportunity to fully develop leadership talent against a backdrop of genuine challenge and tangible uncertainty, which are attributes integral to an effective action-learning program. In this audio podcast of the Graziadio Business Review, he discusses the research he has done on this topic, related to the paper he co-authored with Kevin S. Groves, PhD, entitled “Leveraging Action Learning as a Talent Management Strategy during Economic Uncertainty.”
- What is action learning, and how does it relate to talent management?
- How did you become interested in this topic?
- How has Boeing incorporated action learning into their talent management process?
- How is this period of down confidence and uncertainty possibly a good time for companies to be pouring resources into developing talent for the long-term?
- What are some of the key success factors that you have identified?
- What should companies make sure NOT to do when implementing an action learning program?
Monson is a third-year law student at Pepperdine University where he is currently participating in the school’s London Program. He is involved in Christian Legal Society and serves on the editorial board for the Journal of Business, Entrepreneurship and the Law as Lead Articles Editor. Jerald also completed his MBA at Pepperdine and is a member of Beta Gamma Sigma. He graduated summa cum laude from Carthage College earning BA degrees in Business Administration and Marketing. Prior to returning to graduate school, Jerald spent four years working in human resources. His professional experience includes work in Central America, Africa, and Southeast Asia. In his free time, Jerald enjoys traveling with his wife, working with the non-profit he helped establish in rural South Africa, and playing Xbox 360.
Read the full article, “Leveraging Action Learning as a Talent Management Strategy during Economic Uncertainty” in Volume 14, Issue 3 of the Graziadio Business Review!