right places enables Philips to create a uniform worldwide high performance corporate
culture.
A second example – as remarkably positive as that of Philips – would be Shell Exploration
and Production. Shell EP is currently recruiting its geophysicists worldwide, especially in
India, as early as during their college education. These highly specialised professionals are
the key to the survival of the Shell group: without super specialists locating the oil, it is
impossible to drill for oil.
As a final positive example, I propose the ING Retail Banking Leadership Programme. The
purpose of this program is exceedingly clear: to rapidly develop young talents into future
leaders. The program lasts longer (five years) than the average talent programs that I have
had the opportunity to work with and includes both projects and multiple positions along
clearly established career paths. Ultimately, 80 per cent of participants should reach the
third echelon level: two degrees of separation from board level.
Five key questions to underpin your talent development efforts with a clear and present
organizational need follow:
1. Which succession principle (Lawler, 2008) underpins your talent management efforts?
B Recruitment and selection: talents are recruited outside of the organisation.
B Career development: succession is sought and developed within the organisation.
B A mix of both of the above.
2. To which business strategy should talents contribute?
B Growth.
B Innovation.
B Globalisation.
B Specialisation.
B Diversification.
B Mergers and acquisitions.
B Downsizing.
B Survival.
B Other.
3. In what areas of the organization is succession not available?
B At the top.
B At middle and operational managerial levels.
B On the work floor (with our professionals and specialists).
B Amongst our staff.
B Elsewhere.
4. For which target groups is talent development necessary?
B For executives:
– freshly recruited;
– in the middle of their career; or
– supporting their final promotion.
B For specialists:
– freshly recruited;
– in the middle of their career; or
– supporting their final promotion.
right places enables Philips to create a uniform worldwide high performance corporate
culture.
A second example – as remarkably positive as that of Philips – would be Shell Exploration
and Production. Shell EP is currently recruiting its geophysicists worldwide, especially in
India, as early as during their college education. These highly specialised professionals are
the key to the survival of the Shell group: without super specialists locating the oil, it is
impossible to drill for oil.
As a final positive example, I propose the ING Retail Banking Leadership Programme. The
purpose of this program is exceedingly clear: to rapidly develop young talents into future
leaders. The program lasts longer (five years) than the average talent programs that I have
had the opportunity to work with and includes both projects and multiple positions along
clearly established career paths. Ultimately, 80 per cent of participants should reach the
third echelon level: two degrees of separation from board level.
Five key questions to underpin your talent development efforts with a clear and present
organizational need follow:
1. Which succession principle (Lawler, 2008) underpins your talent management efforts?
B Recruitment and selection: talents are recruited outside of the organisation.
B Career development: succession is sought and developed within the organisation.
B A mix of both of the above.
2. To which business strategy should talents contribute?
B Growth.
B Innovation.
B Globalisation.
B Specialisation.
B Diversification.
B Mergers and acquisitions.
B Downsizing.
B Survival.
B Other.
3. In what areas of the organization is succession not available?
B At the top.
B At middle and operational managerial levels.
B On the work floor (with our professionals and specialists).
B Amongst our staff.
B Elsewhere.
4. For which target groups is talent development necessary?
B For executives:
– freshly recruited;
– in the middle of their career; or
– supporting their final promotion.
B For specialists:
– freshly recruited;
– in the middle of their career; or
– supporting their final promotion.
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