The majority of firms with robust talent-management processes manage their top talent from HQ. They do this to avoid talent-hoarding among business units. In this video, learn about Pepsico’s hybrid approach that blends various categories of mobility with different levels of potential. It avoids locking people into specific categories and it recognizes that business and individual constraints may change quickly.
- It's reassuring to believe that every business unit…has the best and most prepared talent possible.…Yet the fact is that the level of talent, quality,…and readiness will vary across different units.…Not every business unit will produce or require…the very best, most ready talent,…nor will it need to be fully prepared…for an uncertain future.…In practice, the relative needs and levels of talent…across business units will change over time…as strategic challenges change.…
In this video I'll share a new approach…to strategic workforce planning…that they're using at PepsiCo.…A recent study of large organizations…reported that more than 60% manage some elements…of their top talent from headquarters,…and only 15 to 20% leave it to local business units.…Smaller organizations may be better able…to construct talent management processes…that include all operating units…because talent visibility is easier…when the talent pool is small.…
In contrast, larger organizations have more opportunity…to optimize talent across units,…
Wayne reviews what SWP is and how it delivers value to companies large and small. He steps through how to build a talent inventory, forecast the internal and external supply of labor, and approach succession planning. Plus, he explains how to tackle global talent management effectively.
- What is strategic workforce planning (SWP)?
- How does SWP deliver value?
- Building a talent inventory
- Forecasting the internal and external workforce supply
- Succession planning
- Evaluating the usefulness of SWP systems
- Who owns talent development?