Make your company a talent factory

1. Make Your
Company
A Talent Factory
Submitted by:
1. Rizowana Arbina 1507009
2. Mahmudul Hasan 1507030
3. Mohammad Jubairul Hoque 1507031
4. Hanifur Rahman 1507044
5. Arpita Barua 1507054

2. Causes of talent shortage
 Insufficient pipeline
of high potential
employees to fill
strategic positions.
 Companies' talent
development
strategies
are out of sync with
their strategic goals.
 Senior executives lack a deep-seated commitment
to talent management.
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3. Result
An astonishing
Number of Companies
Are struggling to fill
Key positions. This
Talent shortage is
putting an Enormous
strain on their
potential to expand
into new markets.
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4. Methods used by leading companies
Ready and Conger
identify the methods
used by HSBC and
P&G to win the war
on talent by
implementing
functionality and
vitality to retain and
develop internal
talent.
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5. Methods used by leading companies
 Functionality:
Rigorous talent
processes that
support your
company's
strategic objectives.
 Vitality: A passion for talent cultivation
among executives.
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6. Building Functionality
Processes to help
You put the right
people with the
right skills in the
right place at
the right time.
 Help people understand your
strategic objectives.
For example, financial services giant HSBC
holds conferences to educate employees
about the firm's strategy for increasing cross-
unit collaboration and to highlight
collaborative initiatives.
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7. Building Functionality (Cont…)
Groom people for complex, challenging jobs.
Consumer products
company P&G's
growth strategy was
winning the emerging
markets. To help
high-potential
employees advance,
the company moves
them through a
portfolio of senior-level
jobs categorized
according to strategic challenges,
size of the business, and complexity of the market.
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8. Fostering Vitality
Build commitment to talent development.
P&G hires 90% of its
entry-level managers
straight from
Universities and grows
their careers over time.
It also sponsors a
college intern program
that offers participants
chances to assume real responsibility by working
on important projects.
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9. Fostering Vitality (Cont…)
Encourage engagement.
HSBC requires each unit to have a talent
implementation strategy. These plans
explicitly link a unit's growth objectives to its
people development activities. The corporate
head of talent works closely with each unit to
develop its proposed strategy and presents
the aggregated plans to the group head office,
highlighting any talent gaps that could
threaten the firm's growth objectives. This
process keeps talent management high on the
agendas of line and corporate leaders, and
prevents them from getting distracted by
seemingly more pressing problems.
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10. Fostering Vitality (Cont…)
Ensure accountability.
Hold all managers and
executives accountable
for doing their part to
make talent processes
work. For example,
P&G's CEO A.G. Lafley
claims ownership of
career planning for all
the general managers, vice presidents, and
talent pools involved in the company's top 16
markets, customers, and brands.
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11. Major Findings
The secret weapon
to internal talent is
to focus your
talent management
processes on a
specific strategic
outcome and to
embed passion for development in the
organizational culture.
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12. Major Findings (Cont…)
 The vitality of an organization is a product of
commitment, engagement, and accountability.
 Ultimately, talent management is not just a
leadership responsibility, it is a core business
practice.
 While the up-front costs of creating HR
processes and aggressive development
initiatives may be daunting for some, the cost
of not building a talent factory can significantly
impede organizational growth and success.
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