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INTERNATIONAL PAPER Abstract The diversiŞed manufacturing company, International Paper (IP), 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 how it is positioned, talent practices and a more compelling value proposition based on employee engagement. This case study details: - The business/cultural context of IP and talent issues Ğ a requirement for different leadership/management capabilities, the challenge of putting the right people in the right job and managing talent are three examples. - How talent is positioned strategically, along with developments over the last four years which have reinforced this position. - How the traditional value proposition in manufacturing Ğ competitive compensation/beneŞts, training, career progression, etc Ğ is being transformed into 'a great place to work' through employee engagement and the use of a Gallup Organization survey tool. - Different HR initiatives and process improvements which improve employee performance and how talent is managed. Insights are provided by IP's director of HR strategic projects whose job is, with top HR executives, to drive talent through the organization and to introduce related initiatives/interventions. Key Talent Propositions and Practices are discussed. If you are a subscriber, click here to read the full case study. Click here to find out how to subscribe. |
