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Talent Management Strategies
How to recruit, manage and retain critical talent for competitive advantage

Best Practice Case Studies

Talent Management features eight international, in-depth case studies and numerous shorter case reports. Organizations representing a cross-section of industries reveal how they are dealing with the issue of talent management, allowing you to benchmark your own organization against best practice within your own industry.

Use the links below to see an abstract from each case study.

St Luke's Communications
First Data Corporation
Agilent Technologies
Carter Holt Harvey
Manpower Plc
International Paper
South African Breweries Plc
ST Microelectronics

St Luke's Communications, a leading performer in the UK advertising industry, has a reputation for attracting, retaining and motivating creative talent. Unlike its peers, the agency is very unconventional – in being completely co-owned as a co-operative and in continually challenging the status quo. It has the lowest talent turnover rates of any comparable company.

US electronic payment and Internet commerce provider, First Data Corporation, has built its successful global business over the last few years on systems and operational excellence. But, given a newer solutions focus within and fundamental change in financial services markets, it has been rethinking its talent management strategy and programmes. These shifts are as much the remit of organizational development executives as those in HR.

Agilent Technologies, a spin-off of Hewlett-Packard (HP), is a world leader in talent management practices. This is partly based on HP’s track record of over 30 years, but more recently, based on the work of its 15-person new HR global talent team and extended global talent network. Talent management is positioned strategically in the organization and directly integrates business and diversity strategies.

Founded in 1899, forest products group, Carter Holt Harvey (CHH),is a leading employer in New Zealand with over 11,000 people in 33 separate businesses across the southern hemisphere. Such has been the group-wide impact of its HR function on people and performance improvement programmes over three years, that it was spun-off from the group in spring 2001 as a stand-alone business called Mariner7. CHH talent management directions/interventions are now provided by the outsourced former department, in addition to the development of a range of on-line tools.

Staffing and employment solutions organization, Manpower plc, has established a reputation over four decades for best employment practice in the UK and currently employs two groups of people – 1500 operations staff and, in the course of 12 months, around 200,000 contract workers, all of whom are on its payroll. But, despite its reputation, the company is rethinking talent management practices to sustain its market leadership.

The diversified manufacturing company, International Paper, has built a reputation over 100 years in North America and globally as a growth business and stable employer. It now has a global penetration in more than 50 countries. Since 1997, however, the corporation has been systematically rethinking its interpretation of talent management, which is leading to wide-ranging innovations in its positioning, talent practices and a in more compelling value proposition based on employee engagement.

SAB Ltd is the South Africa Beer Division of South African Breweries plc, South Africa's leading brewer. It enjoys a 98 per cent market share from 16 brands, in addition to strong business growth and a reputation for equitable employment and people practices. Despite continued success and some innovative talent management practices, SAB faces talent challenges driven by socio-political, economic and internal circumstances.

Over two decades or so, semiconductor industry leader ST Microelectronics has become used to the pace of change and the breakthroughs that characteristically reinvent the sector, or introduce ‘un-thought-of’ applications for its chips and integrated circuits. Despite complexity, the company has flourished and is in the world’s top industry players. However, business/economic conditions are causing a rethinking of the position of talent management, its strategies and practices.


 

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