1. Submitted By:
Ayush Rai
Parul Khanna
Nitish Mittal
Rishu Raheja
Shephali Karn
Tanuj Shrivastav

2. Major problems in having talent for key roles:
 Insufficient pipeline of high potential employees to fill
strategic positions
 Processes out of sync with the requirements of the
company
 Myth that talent can be obtained by paying a premium
reducing talent management to just a bureaucratic
process
Result:
 Businesses lose out on opportunity to expand due to
insufficient talent to support growth stategies

3. At P&G importance on both managing and
building talent
 Functionality- Processes to support strategic and cultural
objectives
 Vitality-Emotional commitment by management
Result:
P&G takes no time in finding strong potential
candidates for key roles while many
organisations lose out due to lack of talent

5.  Talent management tied to strategic growth. Eg- Focus on
emerging markets like India, China, Latin America
 Built global talent supply chain, with established processes
which are executed locally
 Hiring and promotions done locally while stretch assignments
identified globally
 Technology enables tracking the internal talent of the
organization
 Focus on rewards and recognition system

6.  Challenging assignments to first time managers to prepare
them for a bigger role. Eg – Country manger for a small
country like Taiwan prepares a general manager to handle the
same responsibilities for a much bigger market later
 Formal training and development programs like executive
education programs
 Rotational roles in different verticals of business
 Importance to hiring process which is very detailed and
meticulous

7. Fostering Commitment
 Hires entry level manager from colleges and grows their career
 Importance to college internship programs. A lot of effort goes
into sponsoring, coaching and mentoring interns
Building Engagement
 Active participation of both employee and his manager in
building his ‘career development currency’
 For high potential employees who have shown great performance
and potential ‘destination jobs’ are assigned. This gives a view to
employee to his career development
 To strengthen ties with institures campus programs like fund
research, technology gifts, classroom participation, case study
competition are organized

8. Ensuring Accountability
 Talent factories hold all stakeholders accountable for doing
their part
 All P&G’s managers held accountable for identifying and
developing firm’s current and future leaders

9. HSBC
 People exposed to different cultures to truly have an
understanding of local needs to be the ‘World’s local bank’
 Has strong companywide processes for assessment (360
degrees feedback, psychometric tests),recruiting,
performance and career management
 Global mindset instilled in identified talent which is groomed
by local HR and managers for global roles
 Collective mangement conferences where employees learn
about companies strategic objectives and operations around
the world

10.  GE focuses on developing leaders with help of programs
like Edison Engineering Development Program (EEDP)
for Engineers, Experienced Commercial Leadership
Program (ECLP) for sales and Marketing professionals,
Human Resources Leadership Program (HRLP)
 A challenging rotational program focused on
accelerated development of top potential human
resources talent, with the purpose of creating a pipeline
for HR leadership roles across GE
 Also looks forward to hire Military Veterans at various
levels across different functions

11.  To grow and renew the Tata talent pool continuously, TAS
recruits young postgraduates from leading business schools
each year and puts them through an intensive 12-month
programme.
 The TAS manager has, as his or her career canvas, India's
largest business house, with the widest range of industries
and functions around which to plan and build a lifetime
career of professional and personal growth

12. Mahindra & Mahindra
 senior management personnel moved to different
functions across businesses
 They have a philosophy that in a fast- changing
economic environment and amid growing
competition, the need for leaders with diverse
experience cannot be overstated.
Thomson Reuters
 It initially puts its business school recruits through a
series of 6-month rotations through different units
 After the 6-month period the recruits are attached
based on the matching of their interest and the needs
of the business unit.

13.  http://www.thepracticeofleadership.net/the-
leadership-vacumm
 Make your company a talent factory by
Douglas A Ready and Jay A Conger

14. Thank You!