Surrounded by the biggest challenges facing multinational companies is building and sustaining a solid talent pipeline. To learn how leading multinational companies are facing up to the gift test, the team of authors analyzed both qualitative and quantitative data at leading firms from a broad array of sectors. The research drew on 18 in depth case studies, including IBM, General Electric, Procter & Gamble, Siemens, Shell, IKEA, Infosys and Samsung.
The firms the authors examined held two different views on how best to assess and handle ability. One group supposed that some workers had more "worth" or "potential" than others and that, consequently, businesses should concentrate the lion's share of corporate attention and resources on them; the second group had a more inclusive perspective, believing that too much emphasis on the very best players could damage morale and hurt opportunities to achieve more extensive gains. Embracing a "set of principles" rather than "best practices" may challenge current thinking, but the authors assert that best practices are only "best" in the context for which they were designed; what works for one company might not work in another. The principles, by contrast, have comprehensive application.
Six Principles of Effective Global Talent Management case study solution
PUBLICATION DATE: January 01, 2012 PRODUCT #: SMR411-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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