One of the biggest problems faced by multinational companies in creating and maintaining a strong pipeline of talent. To learn how leading multinational companies are facing up to the test of talent, the team of authors considered both qualitative and quantitative data on the leading companies in various industries. Study drew on 18 in-depth studies, including IBM, General Electric, Procter & Gamble, Shell, Siemens, IKEA, Infosys and Samsung.
Firms authors studied had two different opinions on how to better assess and manage talent. One group proposed that some staff were more "value" or "potential" than others, and that, as a result, companies need to focus the lion's share of corporate attention and resources on them, the second group had a broader point of view, considering that too great emphasis on the best players can damage morale and hurt efforts to reach a broader gains.
While organizations should pay attention to recruitment, employee development, performance management, compensation, reward and retention, the authors found that the competitive advantage in talent management does not just come from the definition of the key activities (eg, recruitment and training ), and then implement. "best practices" Rather, they found that successful companies subscribe to the six key principles: 1) alignment with the strategy, 2) internal consistency, 3) cultural rootedness, 4) participation in management, 5) the balance of global and local requirements, and 6), employer branding through differentiation. Adoption of the "set of principles" and not "best practice" may challenge current thinking, but the authors argue that the best practice only the "best" in the context for which they were designed, what works for one company may not work in another. The principles, however, are widely used.
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by G Günter K. Stahl, Ingmar Bj rkman, Elaine Farndale, Shad Morris, Jaap Paauwe, Philip Stiles Source: MIT Sloan Management Review 10 pages. Publication Date: January 1, 2012. Prod. #: SMR411-PDF-ENG
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