| 001
"The CEO's Role in Talent Management"
Examine why talent management now features prominently on
CEOs' agendas. Once only the concern of human resources (HR) departments, it is
now among CEOs' most pressing responsibilities -- taking more than 20% of their
time. The Economist (2006)
"The CEO's Role in Talent Management" (244 KB).
Our Server
Preface
The CEO’s role in talent management: how top
executives in ten countries are nurturing the leaders of
tomorrow is an Economist Intelligence Unit white
paper, in co-operation with Development Dimensions
International. DDI is a global human resources
consulting firm specialising in helping multinational
organisations identify and develop exceptional
leadership talent.
The Economist Intelligence Unit bears sole
responsibility for this report. The Economist
Intelligence Unit’s editorial team conducted the
interviews, wrote and edited the report. The findings
and views expressed in this report do not necessarily
reflect the views of the sponsor. James P. Rubin is the
author of the report.
Our research drew on desk research and in-depth
interviews with CEOs and COOs across a range of
industries. Our sincere thanks are due to the
interviewees for their time and insights. We would also
like to thank Lucy McGee and her team at DDI for their
support during the research process.
May 2006
EXECUTIVE SUMMARY
The CEO’s role in talent management
How top executives from ten countries
are nurturing the leaders of tomorrow
The CEO’s personal priority
The management of a company’s pool of talent is now
too important to be left to the human resources (HR)
department alone and has become the responsibility
of the top executive. This is the main finding of a study
by the Economist Intelligence Unit in co-operation
with Development Dimensions International (DDI).The study consists of interviews with 20 corporate
leaders. All 20 corporate leaders interviewed for the
study said that talent management is their
responsibility. Of the 18 chief executive officers (CEOs)
and two chief operating officers (COOs) interviewed,
seven say they spend 30–50% of their working time on
talent management,and a further seven executives
estimate their time commitment to be about 20%,a
substantial percentage, given a top executive’s
crowded agenda.
The remaining executives say it is a priority and
either spend 5-15% of their time on talent
management or could not provide a time estimate. In
the words of Tom Wilson, the COO of Allstate Corp.:
“The most important thing I have to worry about is
people.” And John Swainson, the CEO of CA Inc., says:
“I would say on a long-term basis, as the CEO,I have
primary responsibility for the issue of organizational
health and ensuring that the management team
remains vital, relevant and refreshed, and that we
create a process to nurture and facilitate our own
succession. That is one of the two or three most
important things that a CEO must do.”
Almost all the companies whose senior executives
were interviewed generate at least US$1bn in annual
revenue and possess strong brand recognition. They
cover a broad cross-section of industries, including retail, manufacturing,
financial services, energy,
technology,consumer goods, real estate, consulting,
pharmaceuticals and medical devices. The 20 corporate
leaders interviewed are located in ten major industrial
countries, including the US, the UK, Japan,Australia
and India. The firms include CA (formerly Computer
Associates) of the US, which was founded just 30 years
ago, and the Co-operative Group, a UK-based
conglomerate with roots in the mid-19th century. One
company, Johnson & Johnson China, is a subsidiary of
the New Jersey-based pharmaceuticals giant. Two others are respectively units of
the Swiss-based
Bossard Group, a maker of fasteners, and US-based
Delphi Corp., a provider of mobile electronics,
technology and transport components (see corporate
leaders’ profile box).
The executives come from diverse backgrounds.
Mark Zesbaugh, a former chief financial officer and
accountant, was just 37 in 2001 when he became CEO
of Allianz Life Insurance Company of North America, a
division of Germany’s Allianz Group. Shiv Nadar
founded the Indian company he leads, HCL
Technologies, in 1991. Lars Josefsson of Vattenfall of
Sweden had previous CEO experience and was an
engineer by training.Cindy Lau, the only woman in the
group, became the managing director of Johnson &
Johnson China a year ago, after 11 years as head of
marketing at her company.
“If their [employees’] attitude isn’t
strong about the culture,
ultimately that will undo you.”
Robert Care, the CEO of Arup Australasia, a
division of Arup Group.
Key features of CEO-led talent
management
Despite the variety of backgrounds, all the
interviewees share a similar understanding of the
importance of talent management in identifying and
grooming employees at all levels of the company so
that they can rise faster up the
corporate ladder. Talent
management consists of many
elements including performance
evaluations to identify potential; psychological testing and
assessment centers to determine
capability gaps;training and development programmes, relocations,
project work and job
experience to accelerate development.
However,few of the executives appear to have a
strategic approach to talent management of the same rigour as other business planning processes. One who
does is Martin Beaumont, the CEO of the Co-operative
Group, who sets clear targets. The Co-op wants to
generate about 70% of its promotions from internal
candidates; at present, the company uses headhunters
to find about 80% of its executives.
All of the firms evaluate executives annually or
more frequently using scores and documenting the
outcomes. CEOs hold follow-up meetings to discuss
results and determine what programmes and job
experience their subordinates need to improve their
weaknesses. HR advises on what programming is most
appropriate from a range of options, including off-site
retreats, classroom and Internet learning, executive
coaching and formal mentoring. Most of the
executives mentor their direct reports and others on a
more informal basis.
Good talent management promotes people based
not only on their performance but also on the manner
in which they have made their mark. “If I have a leader
who’s getting results but is damaging the organization
because of the way they’ve achieved results, that’s not
okay,” says Mr Zesbaugh. And Robert Care, the CEO of
Arup Australasia, a division of Arup Group, remarks: “If
their [employees’] attitude isn’t strong about the
culture,ultimately that will undo you.”
Talent management was traditionally the domain of
HR and the role of the CEO and COO was intermittent
and distant. Two factors largely account for increased
CEO involvement in the past few years: the shift in
focus towards intangible assets such as talent, and
increased board scrutiny in relation to both ethics and
performance. Now it is a strategic necessity for these
executives not only to keep abreast of the latest
developments in the company’s talent programme but
also to plot strategy, own associated initiatives and
regularly participate in events related to talent
management.
“The competitive advantage of any company comes
from excellent execution,” notes Maarten Hulshoff,
the CEO of Rodamco Europe. “The execution of
strategy is driven by the behavior of the leaders.”
Says Thierry Porte, the CEO of Shinsei Bank in Japan:
“Very specifically [my responsibility] is to be working
with the senior team in developing their capabilities
but also to assist them in coming up with ideas, concepts, procedures,
policies
to develop their
workforce all the way through the organization. It is
one of the most important things that I can do.”
Driving competitive advantage
The leaders in this paper say, in a nutshell, that talent
management is a source of competitive advantage.
They find that talented executives plan and execute
strategy better and create a positive work
environment. They believe that good talent
management leads to greater productivity, and even
faster revenue growth, although the exact impact is
hard to quantify. “We’ve been able to show that
there’s a definite correlation between high leadership
scores on our leadership scoring process and success,”
explains Ken Glass, the CEO of First Horizon National
Corporation. “We have a whole lot of confidence that
that’s just not soft and fuzzy stuff. It’s performance
related.”
“We’ve been able to show that
there’s a definite correlation
between high leadership scores on
our leadership scoring process and
success. We have a whole lot of
confidence that that’s just not soft
and fuzzy stuff. It’s performance
related.”
Ken Glass, the CEO of First Horizon National
Corporation.
Mr Zesbaugh backs this up: “Our ability to execute is
a direct function of a performance culture that we have
in place.”
According to the interviewees,developing their
most senior executives is especially important. If these
leaders have the right skills and experience, their
direct reports and middle managers below them will
thrive.
“Our ultimate financial results are a reflection of
the success or lack thereof of our development
programme,” admits William Hawkins, the COO of
Medtronic. “At the end of the day, what differentiates
us from some of our competitors is the quality and
capabilities of our people.” Medtronic’s sales have
increased from US$6.4bn to US$10bn between 2002
and 2005, and net income has almost doubled from
US$984m to US$1.8bn.
The executives interviewed say that good talent
management increases job satisfaction and improves
retention rates. The latter is particularly challenging
in Asia where, according to regional CEOs, competition
for strong managers is fierce.
It is expensive to recruit and train new executives
and estimates of the cost vary widely. Wayne Cascio,
the U.S. Bank Term Professor of Management at the
University of Colorado, Denver, says the cost of hiring
and training an executive is about twice the recruit’s
annual pay. Some executive
recruiting firms believe the cost is
closer to 150%. Others estimate
that it is even higher.These
estimates include the cost of lost
productivity while positions go unstaffed and new executives learn
their jobs—which may take up to a
year. Mr Swainson explains:
“Companies that have strong
management development and
succession processes in place tend
to have smoother transitions. When executives move
on to other roles or leave the business altogether, that
ultimately has a cost. Companies with sound talent
management don’t wind up paying headhunters. But
business continuity is the most important reason for
strong talent management. The fact that people are
prepared to move into positions rapidly and can
assume those positions is an important thing.”
Yet it is becoming more difficult to keep people —
this is the response of all 20 corporate leaders
interviewed for this study. Employees who feel that
their career path is blocked are more likely to leave
and these employees have an increasing number of
companies from which to choose. “People need to be
lifelong learners,” says Scott Erker, the senior vice president
of selection solutions for DDI. “Companies
have to provide them with opportunities to learn and
develop and to further their careers without
organization-hopping. It is important for creating a
positive work environment and full engagement.”
Meanwhile, increased pressure to deliver results is
already shortening tenures.“The one thing that I
probably underestimated was the short-term focus
that public companies now have to deal with in terms of Wall Street,” admits
Bill Zollars, the CEO of YRC
Worldwide. “I knew it was crazy, but I had no idea how
crazy it actually is. It’s really gotten to the point where
long term to most analysts is next week.”
“Talent management is about
making sure that you have the right
people in the right places for both
themselves and the organisation.”
Michael Wilkins, the CEO of Promina.
The result is that organizations are paying closer
attention to training and job
assignments, creative changes in
responsibility or an accelerated
career track that may keep aspiring
or existing executives in their
positions longer. “If you’re
developing a leader pipeline, you
are helping to empower the individual,” replies Sharon
Allen, the chairman of Deloitte & Touche USA. “In the
end, it helps retention.”
In fact, talent management is so important that
some firms are even tying compensation to it. At least
one-half of the firms interviewed cover employee
development in annual performance reviews that
determine pay increases.First Horizon National
Corporation,for example, calculates part of its senior
leaders’ bonuses on their ability to meet certain
development goals. They must provide training and
assignments for their most promising managers and
report to the board on their progress.
The hands-on CEO
In the wake of legislation over the past five years
requiring board members to scrutinize their
companies more carefully, boards themselves have
become involved in talent management. In most of the
companies in the study, directors expected the CEO or
COO to take charge of talent management and to
update them regularly on individual executives. Mr
Zollars has allocated as much as 40% of board
meetings to talent management, and some of the
executives wish they could spend more time on talent
management.Other executives regularly discuss
talent management both at formal meetings and in
more casual settings. “People follow behavior more
than they do strategy, and leadership is about
mobilizing behavioral change,’’ says Mr Hulshoff.
The CEOs and COOs interviewed oversee the
company’s talent management activities. They carve
out specific times to discuss talent management with
senior staff and their boards but also refer to the topic
at regular meetings. The amount of time they spend on
talent management can sometimes be considerable.
Messrs Hawkins and Care say they spend about 50% of
their time on talent management; Majdi Abulaban, the
managing director of Asia Pacific Delphi Packard,
Electric Systems, and Mr Nadar and Mr Beaumont say
they allocate about one-third of their time to this.
“[Talent management] is about making sure that you
have the right people in the right places for both
themselves and the organization, and needing to
make sure that you as the chief executive are taking
responsibility for the development of your leadership
talent,” adds Michael Wilkins, the CEO of Promina of
Australia, an insurance company. “It’s one of the best
legacies that you can leave any organization.”
All of the interviewees regularly evaluate their
direct reports as a basis for top-level talent decisions,
often with written performance evaluations. Their
companies conduct at least one lengthy formal
assessment of top executives each year. The reviews
combine written feedback and a scored section
covering several leadership categories. Johnson &
Johnson China measures people in several areas.
Medtronic uses a similar rating system. Allstate asks
employees to assess their managers in a quarterly
survey.
All 20 executives interviewed for this study
personally participate in at least one activity intended
to develop talent, including off-site retreats and
leadership programmes. Colin Reed, the CEO of
Gaylord Entertainment, addresses small groups of
incoming executives and meets them individually. Mr
Hulshoff, facilitates group leadership exercises and
speaks on strategy at these events. Ms Lau signs one year
contracts to help three promising executives at a
time. Mr Porte, who meets regularly with executives, plans to teach a weekly
leadership class that will run 8-
12 weeks and would like other senior executives to do
the same. Michael Critelli, the CEO of Pitney Bowes,
attends forums where employees of the provider of
business machines ask executives to respond to even
the most controversial topics. Mr Critelli says these
meetings allow him to see how well his executives
communicate with their employees.
Most of the interviewees acknowledge the role
mentors play in the development of their own careers.
All of them mentor subordinates one or more levels
down the organization. A number of executives help
their subordinates to address pressing issues and
provide career advice. “With mentoring, I’m looking at
the people in terms of discussing their job content,
discussing what to do next month and evaluating what
they have done,” notes Mr Hulshoff.
In other cases, mentoring overarches immediate
job challenges and helps mentees navigate the
organization. Ms Lau held two one-on-one
conversations late last year to persuade a talented
executive to remain with Johnson & Johnson. The
executive had received an offer at a higher salary from
another firm before Ms Lau persuaded her that job
satisfaction and opportunities for promotion were
more important. The executive is now in line to fill one
of Ms Lau’s seven senior jobs.
But much of the involvement of top executives in
talent management occurs on an ad hoc basis. All of
the interviewees say they are available to their direct
reports and executives well below that rank for casual
coaching conversations about business issues and
career decisions. At Pitney Bowes, Mr Critelli takes
questions at his company’s forums. Executives at HCL
Technologies occasionally stop by Mr Nadar’s office to
confer with him about business problems. At Delphi,
Mr Abulaban uses a conference room as an office so he
can meet with groups more easily. Mr Care at Arup
holds question-and-answer sessions at his company’s
eight offices and meets managers individually. “A lot I
would characterize as me sitting with individuals, the
people that report to me in a wider leadership group
and talking to them about how things are done,
matters they’re dealing with and how they might
address them, do better,” he explains. “To me that is
all part of leadership training.” Mr Glass of First
Horizon answers e-mails from executives seeking
career advice. Mr Hulshoff at Rodamco Europe likes to
share ideas with executives and outside leadership
consultants over a glass of wine.
“With mentoring, I’m looking at
the people in terms of discussing
their job content, discussing what
to do next month and evaluating
what they have done,”
Maarten Hulshoff, the CEO of Rodamco
Europe.
Tying talent to overall strategy
The interviewees say talent management must be
aimed at supporting their overall business strategy. Rodamco Europe recruits and develops executives who
can manage rapid growth. The company has been
aggressively acquiring shopping centers in major
European cities. Gaylord and Allianz seek to promote
people obsessed with customer service. First Horizon
requires managers to be strong at execution. “A lot of
people have the same strategies we have but we do
better in some businesses than our
competition because our managers
are very good at execution,” states Mr Glass. Inchcape, a UK-based
automotive distributor, has
different leadership strengths in
different countries.
The trend is that CEOs realize
that one constant style of
leadership does not meet all necessities.The type of talent must align with the direction in which the
business is heading. In a few cases, executives help to
design and drive a strategic approach to talent
management which links to the wider goals of the
business. Johnson & Johnson’s method is among the
most systematic, designed to support rapid expansion,
and starting with selecting the best recruits: “The J&J
strategy includes first how we expand the pool of
talent from recruitment, second how we can expand
the competency of the existing talent, and third is the
retention of talent,” explains Ms Lau.
A company’s needs will change with time, too, as
business strategy shifts. One of Mr Glass’s
predecessors excelled at formulating strategy but
another was better on the people side. Mr Glass had
more of a financial background. “Every leader takes
that leadership position at a different point in time in
a company’s development and so different qualities
are needed,” he says.
Mr Zesbaugh says Allianz Life’s parent company, the
Allianz Group, has been making a more concerted
effort to have an internationally diverse group of
executives. Allianz Group has companies and offices in
70 countries. Some firms have been trying harder to
incorporate more women and minorities into their
leadership ranks in order to service increasingly
diverse customers. Nevertheless, as shown by this
collection of interviews, organizations have a long way
to go in this area. The glass ceiling may have some
cracks, but it is not yet shattered.
“Empowering is something we do
very well. I see my role as how do I
create multiple CEOs within the
organization.”
Shiv Nadar, the CEO of HCL Technologies.
The importance of succession
All of the executives interviewed say that succession
planning is a crucial part of talent management and
that transparency in this regard motivates employees
to perform at a high level, thereby fostering stability.
“You need to be able to justify and
communicate to people why they
are on a list or not on a list. If you
articulate why you have the views
that you do, you lose fewer
people,’’ responds Mr Care.
According to most of the
interviewees, firms that allow workers to languish
without hope of advancement could lose them. About
four in five of the Co-operative Group’s senior
executives were recruited from other organizations. Mr
Beaumont found that ratio unacceptable when he
became CEO in 2002 and has overhauled the
company’s talent management approach. Bob Rogers,
the president of DDI, says companies are focusing
more on succession partly because of pressure from
investors. “You don’t want the investment community
to think there’s a lack of potential successors.”
Consequently, all the firms had multiple succession
plans to address different levels of leadership. All but
one could identify their potential successors now and
several years into the future. All could name potential
replacements at other key positions. “Empowering is
something we do very well. I see my role as how do I
create multiple CEOs within the organization,” says Mr
Nadar of HCL Technologies.
A strategic role for HR
As talent management has grown in importance in
recent years, so has the role of HR departments. This is
positive news for senior HR professionals who have
long been seeking greater involvement in matters of
strategic importance. All of the interviewees say that
HR departments are responsible for executing talent
management strategy, being custodians of the talent
management process and often provide guidance and
fresh thinking about talent management programmes.
They coordinate recruiting, help set job goals and
compensation, introduce new development
programmes, as well as monitor and report on
individuals’ progress. Allstate’s head of HR vets
candidates for leading executive positions and has a
voice in selection.
Mr Zesbaugh expects HR to track talent
management trends and programming at other
companies. “I don’t always have the luxury of seeing
everything. What I look to them to do is come up with
innovative ways to move our leadership to the next
level.” At Arup Australasia, HR serves as a sounding
board for employees about development and their
careers. Shinsei Bank works with a chief learning
officer.
All but one interviewee say their director of HR is
part of their inner circle, along with C-level executives.
At YRC Worldwide, the head of HR is “my consigliere,”
says Mr Zollars.
Accelerating leaders’ development
The firms interviewed provide increasingly structured
opportunities for executives to improve their
leadership acumen through formal programmes, often
off-site. Pitney Bowes conducts week-long retreats for
vice-presidents. The events cover strategy, execution
and personnel issues. Inchcape has created a
leadership academy with Loughborough University in
the UK. Executives may even pursue an MBA at the
school. Medtronic designs its own curriculum for two and
three-day training events. It will soon require its
leading executives to spend three separate weeks at
different business units each year.
Asia Pacific, Delphi Packard Electric Systems sends
senior executives to a two-week programme created
with the University of Michigan and other shorter
programmes. “As the executive progresses in the
organisation from one level to another we have them
go through specific leadership development training,”
says Mr Abulaban
All of the companies use mentoring, executive
coaching or both. At Inchcape, Peter Johnson, the
CEO, mentors his eight direct reports and four
executives below that level. Rodamco Europe uses
coaches to help bring under-performers up to speed.
Mr Nadar helps executives at HCL Technologies to pick
through problems and tries to meet with them often
outside of work, “In a lot of ways, a CEO’s job is chief
mentor,” he says.
But many interviewees say that on-the-job
experience is also critical. When choosing and
promoting managers, they prefer the person to have a
broad background rather than expertise in one or two
areas. Their firms encourage executives to pursue
opportunities in unfamiliar settings, including
international assignments and project work designed
to hone new skills.
Mr Zollars recently named a rising star as US chief
integration officer overseeing acquisitions and placed
him on the China development team. The company has
been looking to expand in China through a series of
joint ventures. Mr Zollars believes the new
assignments will help this executive to improve his
inter-cultural effectiveness and global acumen.
Johnson & Johnson sends Chinese executives to
Europe and the US for one- to two year
stints, where they can learn
key account management, an
established practice in these
countries but less well-known in
China. According to Mr Critelli,
“The best kind of development is
putting someone in a job that tests
them where they haven’t been
tested before.”
Michael Critelli, the CEO of Pitney Bowes.
“The best kind of development is
putting someone in a job that tests them where they
haven’t been tested before.”
When Mr Wilson was chairman and president of
Allstate Financial, he named a manager from inside
the organisation to become treasurer, although the
individual lacked experience. But to ensure he
blossomed, Mr Wilson named two more-seasoned
financial professionals to support this executive. “I
was convinced that not only would he be able to learn
the skills required to do the job but he would show the
organisation that (enabling someone to grow into a
position) was a good thing and it was rewarding in
your career if you were a continuous learner.”
Challenges and risks
Companies must anticipate their future needs in order
to ensure they have the skills to match them, for
example, marketing and sales experience may be more
important in two years’ time than a comptroller’s
background. Many of the executives interviewed say
that they have made good progress in developing a
talent strategy that achieved this, but acknowledged
several significant challenges in this regard. Most
respondents believe that succession planning in
particular is a delicate process requiring foresight and
considerable diplomatic skill. They say their
companies monitor progress and regularly revisit their
succession plans to ensure that they remain future facing.
Other interviewees are of the opinion that timing
promotions is difficult. If the process is too slow, there
is a risk of losing a talented executive to a rival
company—occasionally after a candidate has been
developed for years. But promoting someone too
quickly represents a risk to the business and can create
resentment and job vacancies that cannot be filled
lower down. Several respondents say it is difficult to
promote executives over the heads
of less-talented superiors.
“Figuring out how to manage
where you put that individual and
where you make room for the
people under them that truly do
have the potential to get to the
next level is by far the biggest
[talent management] challenge we
have,” says Mr Critelli.
“The global way is how well people
and teams respond to that leader.
The true mark of an effective leader
is whether the people are following
the leader. Is his organisation
delivering?”
Majdi Abulaban, the managing director of
Asia Pacific Delphi Packard, Electric
Systems.
Mr Wilson says it is difficult bypassing an executive
to promote a more junior manager. The higher-level
individual may be affronted and decide to move on.
But Mr Wilson believes candor is best in these
instances. Strong talent management requires him to
make tough decisions. “The way in which I give myself
the emotional strength to do that is to tell myself that
for the good of the organization we need the best
leaders in place and that if I’m not willing to make it
uncomfortable for somebody who just is doing an all
right job but just isn’t going to take it to the promised
land, then I’m doing the rest of those people a
disservice. You have to do what’s good for the team.”
According to a few interviewees, setting the right
tone and mix of learning activities and promotions is
also difficult. Mr Porte has had to adapt programmes
that have worked in other countries to Japanese
business culture. He says that convincing executives
why talent management is important and getting them
to participate is also a challenge. “There are a number
of challenges. Of course, one is creating the right
structure for it and making sure that it’s not just
something that people see as a burden, but really as
an opportunity both for personal growth as well as for
making a contribution to the company.” Mr Zesbaugh
adds that he’d like to develop executives faster.
Developing tomorrow’s CEOs
Most of the executives say their approach to talent
management is influenced strongly by their own
development. Ms Lau spent more than a decade as a
marketing officer. She favors this role as a springboard
to her position. Mr Zollars spent five years in Europe
and a year in Japan earlier in his career. He now
encourages executives to spend time overseas. Mr
Hawkins moved around as an executive with another
firm. He believes his experience, including a stint as a
division CEO, was good preparation for the COO job at
Medtronic. Both Mr Johnson and Mr Josefsson were
CEOs before assuming their present roles. Mr
Josefsson says that his previous experience prepared
him well.
A number of the executives believe that no single
job provides the perfect preparation to become the
CEO. “What I look for isn’t necessarily the technical
competency but the leadership competency,” replies
Mr Zesbaugh. Indeed, according to Mr Abulaban,
certain leadership qualities are universal. He says that
it is easy enough to measure how effective leadership
skills are, anywhere in the world. “The global way is
how well people and teams respond to that leader. The
true mark of an effective leader is whether the people
are following the leader. Is his organization
delivering?”
Conclusions
Despite the variety of experience and opinions of the
executives profiled in this study, a number of common
themes emerge.
● Strong talent management leads to greater
workforce productivity and other benefits. Indeed,
companies are increasingly realizing that they cannot
be successful unless they have a good strategy for
developing talent.
● Given its importance, the strategy needs to be
driven from the top. CEOs and COOs should oversee
talent management strategy rather than delegating
it to HR departments. HR, in turn, should be made
responsible for supporting the strategy and
executing it.
● Talent management should be explicitly linked with
overall strategic planning and deliver the quantity and
quality of leaders the company will need in the future
to achieve its goals.
● Formal processes for identifying top talent,
including performance evaluations, and strategic
reviews of key talent should occur at least annually
and incorporate written feedback to buttress scored
categories. There are many other components required
in a good programme, and a rigorous approach to
obtaining reliable performance data is essential.
● Smart companies communicate effectively about
the importance of talent management. By publicly
recognizing and rewarding deserving candidates with
promotions and other awards, companies can cultivate
an environment in which talent flourishes.
● A varied business background is the best grounding
for the CEO and COO roles. As today’s corporate leaders
face such diverse challenges and opportunities, firms
are looking for people with wide experience in terms of
function, role, and, increasingly, geography.
● Talent development programmes should combine
both theory and practice in the form of structured
learning experiences and off-site meetings, as well as
the proper business experience. They should be
supported on a daily basis by coaching and mentoring
activity.
|
