Unformatted text preview: om strong internal-development programs by promoting people who have been thoroughly assessed, have
strong connections in the company network, and know the business well. And
high-potential employees, meanwhile, benattract more external
eﬁt by receiving more development opporcandidates by working
tunities. (See the sidebar “Sanoﬁ-aventis
Confronts the China Talent Squeeze.”)
with second-tier External recruiting will always have a role,
especially for young or fast-growing companies. One Indian company in the construction materials market, which has a
goal of growing ten times its size over four
years, faced a severe talent challenge. The
company developed a detailed manpower
Companies can also ensure that they have
model for the next ﬁve years, plotting the
an adequate supply of external candidates
demand and supply of talent for each role.
by expanding relationships with second- and third-tier
For example, for roles in high demand and high supply,
universities, whose top students are oen overlooked.
the company cast a wide recruiting net and built an “onboarding” engine that emulated IT companies. For roles
The Indian IT and business-service ﬁrm Wipro has done
in high demand but short supply, the company instituted
just that by expanding its university-graduate sourcing
cross-functional rotations, a fast-track development proand linking it with a dedicated internal-development
gram for top performers, and on-the-job training. Through
plan to meet its strong demand for new talent.
a combination of initiatives, the company has been able Sanofi-aventis Confronts the China Talent Squeeze
Explosive growth and intense competition have strained
the management attention of pharmaceutical giant
Sanoﬁ-aventis in China in recent years. Like other companies in China, the ﬁrm experienced high employee turnover, which has been particularly challenging in the middle management ranks because middle managers provide
key leadership for a fast-growing organization. To compound the problem, Sanoﬁ-aventis forecast that it would
need to double the size of its China operation within ﬁve
In response, said David Ford, global head of executive talent management, the company decided it needed to devise a strong talent strategy that would identify highpotential employees at each layer of management and
give them opportunities for new challenges and professional development. Sanoﬁ-aventis took several steps:
◊ Forecast baseline revenue and head count by function,
seniority, and future job families.
◊ Deﬁned future talent demand for China on the basis of
global data adjusted for local trends, such as attrition rates. The forecasted demand included the type and
quantity of talent that would be needed year by year.
◊ Conducted interviews and a “talent vision” workshop to
align senior management and the HR function on the
main talent challenges.
◊ Established a dedicated talent center for the Chinese
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