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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 Companies can 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 universities. 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 years. 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 mark...
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