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Presents research-based, practical solutions to help people in organizations develop talented women Describes what organizations and individuals need to know about leadership competencies, personality, and leadership styles Explains gender-related issues that affect the behaviors of both women and men at work Integrates first-hand accounts by high-achieving women and men from major US companies and universities about their leadership experiences Separate chapters addressed to CEOs and Human Resource executives, managers, and women offer practical suggestions to implement in their organizations, using examples from some 'best practice' companies Has relevance across the range of all organizations including Fortune companies, academic institutions, non-profit organizations and small businesses Has significance for every aspect of society — business, government, law, families, careers, and health.
Her book, Executive Coaching: Anna Marie has made numerous presentations at professional conferences and can be reached via her website, http: Permissions Request permission to reuse content from this site. Practical Suggestions for Organizations, Managers, and Women 4. Present and Future Leadership 7.
What Does the Future Hold? However, that level of executive commitment is rare. In a recent survey of chief human resource officers at U. Fortune companies, one respondent lamented that the most difficult aspect of the role was. Creating this type of mindset around leadership and talent is the biggest challenge I face. One of the most potent tools companies can use to develop leaders is to involve line managers. It means getting them to play a key role in the recruitment of talent and then making them accountable for developing the skills and knowledge of their employees.
Unilever, for example, believes in recruiting only the very best people. To make this happen, top-level managers must make time for interviews, even in the face of all their other responsibilities. Line managers can contribute by acting as coaches or mentors, providing job-shadowing opportunities and encouraging talented employees to move around within the organization for career development. The responsibility for talent development extends beyond managers.
Employees need to play an active part themselves by seeking out challenging assignments, cross-functional projects and new positions. However, our survey finds that job rotations across functions or business units are not very common. Although HR managers in our survey saw value in job rotations and new assignments for career development, many companies lack the ability to implement them.
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A possible explanation is the tendency of managers to focus on the interests of their own units rather than the whole organization; 16 this narrowness may hinder talent mobility and undermine the effectiveness of job rotation as a career development tool. For organizations operating in multiple countries, cultures and institutional environments, talent management is complicated. Companies need to figure out how to respond to local demands while maintaining a coherent HR strategy and management approach. For example, Oracle emphasized global integration, with a high degree of centralization and little local discretion.
Matsushita, meanwhile, focused on responsiveness to local conditions and allowed local operations to be highly autonomous. Our study suggests that many companies are moving toward greater integration and global standards while simultaneously continuing to experience pressure to adapt and make decisions at local levels. At the same time, it has to comply with local institutional demands and build local talent pools. Clearly, the challenge for most companies is to be both global and local at the same time.
Companies need a global template for talent management to ensure consistency but need to allow local subsidiaries to adapt that template to their specific circumstances. Shell uses one global brand for HR excellence; each business is then able to take that global brand and apply it locally.
Most companies in our sample have introduced global performance standards, supported by global leadership competency profiles and standardized performance appraisal tools and processes. At IBM, for example, foreign subsidiaries have no choice about whether to use the performance management system; it is used worldwide with only minor adaptations. But subsidiaries may develop other policies and practices to address local conditions and cultural norms. This requires more integration across business units. Shell, on the other hand, has come to embrace HR policy replication across divisions over innovation.
Companies that find a balance between global standardization and integration and local implementation have the best of both worlds.
J. Evelyn Orr (Author of Becoming an Agile Leader A Guide to Learning From Your Experiences)
They can align their talent management practices with both local and global needs, resulting in a deep, diverse talent pool. Attracting talent means marketing the corporation to people who will fulfill its talent requirements. In order to attract employees with the right skills and attitudes, companies need to find ways to differentiate themselves from their competitors.
The companies in our study differed considerably in how they resolve the tension between maintaining a consistent brand identity across business units and regions and responding to local demands. Shell, for example, uses one global brand for HR excellence and several global practices or processes for all its businesses.
This means that rather than having all branding efforts coming from corporate headquarters, each subsidiary receives its own resources to build the brand in accordance with the local market demands and the need for differentiation. Intel takes a different approach. It positions many of its top-level recruiters outside the United States to ensure that the Intel brand is promoted worldwide. For instance, Intel has recently set up a large production facility in Vietnam.
To staff the operation, the company sent a top-level HR manager from its California corporate office to build local awareness of Intel as an employer. To accomplish this, Intel has become involved with local governments and universities to advance education and computer literacy.
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Such investments may not pay off immediately, but they put roots in the ground in countries that see hundreds of foreign companies come and go each year. Infosys has also taken significant steps to increase its name recognition, improve its brand attraction and fill its talent pipeline by combining global branding activities with efforts in local communities. In rural areas, Infosys offers computer awareness programs in local languages to help schoolchildren become more comfortable with high-tech equipment.
Although not initially directed at recruitment and branding, the program has been an effective strategy for enlarging the pool of IT-literate and Infosys-devoted students in India, which may eventually make it easier to find talented software engineers. It invites students from top universities around the world to spend three months at the Infosys Bangalore campus. It is part of an ongoing effort to make the company more attractive to potential candidates outside of India and to tap into the worldwide talent pool.
One way companies are trying to get an edge on competitors in attracting talent is by stressing their corporate social responsibility activities. GlaxoSmithKline, the pharmaceutical giant, offers an excellent case in point. The company capitalizes on its employment brand and reputation through regular news releases and media events at key recruitment locations.
GSK is big in philanthropic undertakings; we spend a lot of money with a very specific goal in mind, such as eradicating a disease. It can make the difference when they have to choose companies — they might pick us because of the effort we make to provide drugs to the greatest number of people regardless of their economic status.
While some of the leading companies in our study see corporate social responsibility as an integral part of their talent management and branding activities, others consider improved brand attraction as a welcome result of their philanthropic activities. In addition to adhering to a common set of talent management principles, leading companies follow many of the same talent-related practices. Although our survey showed that global corporations continue to use overall HR management systems that align with their cultures and strategic objectives, the companies are becoming more similar — and also more sophisticated — in how they manage talent.
Several factors seem to be driving the convergence. First, companies compete for the same talent pool, especially graduates of international business schools and top universities.
Developing Women Leaders: A Guide for Men and Women in Organizations
Second, the trend toward greater global integration 23 means that companies want to standardize their approaches to talent recruitment, development and management to ensure internal consistency. And third, the visibility and success of companies such as GE, amplified by commentary by high-profile consulting firms and business publications, have led to widespread imitation. Indeed, the need for alignment — internally across practices, as well as with the strategy, culture and external environment — has profound implications for talent management.
Even with the global convergence in terms of the practices used, companies cannot simply mimic top performers. They need to adapt talent management practices to their own strategy and circumstances and align them closely with their leadership philosophy and value system, while at the same time finding ways to differentiate themselves from their competitors.
Multinational corporations that excel in managing talent are likely to retain a competitive edge. Harvard Business Press, Harvard Business School Publishing, Hutchinson Business Books, Six Principles of Effective Global Talent Management kpk January 19, These principles indeed reflect the additional responsibility that the business community could introspect while going for the best practices.
Very useful reference for the HR leads to carry out Talent alignment effectively to organizational road map. Often though what is not visible is the impact that business dynamics that happen at the next two levels of operational and tactical progress which majorly impact the Strategic direction that the organization decides upon. Thanks for publishing this insightful piece. A critical and sometimes under-emphasized consideration for talent management systems— particularly in global or multi-region deployments — is the extent to which they allow organizations to pursue the optimal mix of local operating preferences and nuances along with established global standards.
From a non-technology perspective, multinationals should consider diversity issues that range from factors related to their industry, operating geographies, culture, pace of growth and growth strategy, other elements of their business strategy including all talent management aspects , sophistication of talent management practices, how people work and manage other people, workforce demographics and composition e.
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These strategies must be specific to the business. This is a step away from the previous focus of boards which was centered on CEO succession and setting compensation for the most senior executives. Boards are recognizing that a business strategy often is a talent strategy. You must sign in to post a comment. Image courtesy of Siemens. The Leading Question What steps can global companies take to ensure that they recruit, develop and deploy the right people?
Align talent management practices with your strategy and values. Make sure your talent management practices are consistent with one another. Sign up Please enter a valid email address Thank you for signing up Privacy Policy.