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The most successful businesses know that developing talent is their top priority. Fortune ranks the companies that do it best.
1. IBM
IBM CEO Samuel Palmisano Kantor Pusat : Armonk, NY Pendapatan : $103.6 billion Pegawai : 398,455 CEO: Samuel Palmisano
This technology giant has deep profiles on 60,000 employees in -- or who have the potential to be in -- leadership roles.
With a workforce of almost 400,000, that's a significant and impressive portion of the company's employee base, and it spans the globe.
Where the average company might offer several hundred employees an international opportunity for two or three years, IBM gives "mobility assignments" to thousands for three to six months. "It's an investment," says Ted Hoff, vice president with the company's Center for Learning and Development. "We want all IBM leaders to have cross-geographic experience."
2. Procter & Gamble
Procter & Gamble CEO Bob McDonald
Headquarters: Cincinnati
Revenue: $79 billion*
Employees: 135, 000
CEO: Bob McDonald
P&G may be known for its stellar management, but it's the new talent that the company really cultivates.
The company hires less than 1% of the more than half million applicants it screens every year. Excluding entry-level positions, less than 5% of P&G's workforce is comprised of external hires, and managers all the way up to the C-suite are involved in the recruiting process.
Thanks to the company's diverse businesses and the markets they serve, Director of Leadership Development Laura Mattimore says employees don't have to leave P&G to continue to grow.
And when top executives aren't out in the field recruiting, they're training the next generation of leaders.Case in point: CEO Bob McDonald and Chairman A.G. Lafley both teach at the company's leadership colleges.
3. General Mills
General Mills CEO Ken Powell
Headquarters: Minneapolis
Revenue: $14.7 billion*
Employees: 30,000
CEO: Ken Powell
General Mills spends a lot of its time thinking about how to turn good managers -- who can retain employees -- into the kind of great managers who really inspire.
That's why all employees (up to and including CEO Ken Powell) create an "Individual Development Plan" that maps out their personal development goals for the year. Leadership training also goes beyond the walls of the General Mills headquarters. The company has built community service into its culture, with 82% of employees doing some sort of volunteer work.
"Your first year on the job you may not get a billion-dollar brand to run," says Chief Learning Officer Kevin Wilde, "but you could have a significant leadership role in the United Way."
4. McKinsey
Dominic Barton, managing director of McKinsey
Headquarters: None
Revenue: More than $5 billion***
Employees: 17,000
When it comes to developing leaders, McKinsey Director of Firm Personnel Michelle Jarrard happily admits that the consulting firm is somewhat obsessive. It likes to think of itself as not just cultivating talent for the company, she says, but also for the public, social, and private sectors beyond McKinsey.
So far, it's got an impressive track record, with many of its 20,000 alumni graduating to leadership positions globally, among them Facebook COO Sheryl Sandberg, newly named Morgan Stanley CEO James Gorman, and Susan Rice, the U.S. ambassador to the United Nations. McKinsey places a big emphasis on mentorship, so much so that partners receive feedback on how many consultants refer to them as "mentors." And Managing Director Dominic Barton leads by example: According to the company, he spends 60% of his time mentoring and developing his staff.
5. ICICI Bank
ICICI Bank CEO Chanda Kochhar
Headquarters: Mumbai
Revenue: $7.4 billion*
Employees: 36,335
CEO: Chanda Kochhar
CICI doesn't just have recruiters trolling for talent outside of the company; it also has 600 employees who act as talent scouts internally, identifying coworkers with leadership potential.
These internal recruiters tap 5,000 candidates a year, and a panel reviews a profile of each prospective leader and assigns a grade.
Top -- or "A" and "B" -- employees complete a four-day residential training program with a set of structured exercises, guest speakers that include the CEO, and screenings of films such as "12 Angry Men." And throughout the year, the company brings in influential leaders such as management guru Ram Charan to share their expertise with the chosen employees.
6. McDonald's
McDonald's CEO Jim Skinner Headquarters: Oak Brook, Ill. Revenue: $23.5 billion Employees: 1.4 million CEO: Jim Skinner
Founded in 1961 to train new managers, Hamburger University might have a whimsical name, but it's a sophisticated operation. At seven locations around the world, employees learn the ins and outs of running McDonald's stores, which each bring in about $2.5 million in sales a year on average. Because of the company's franchise structure, corporate can't mandate that all managers attend, but the results make the program an easy sell: Managers who have been through training run more profitable restaurants.
Besides Hamburger U., McDonald's also operates the Leadership Institute, which focuses on the development of about 1,400 leaders globally at the director level and above.
7. General Electric
General Electric CEO Jeff Immelt
Headquarters: Fairfield, Conn.
Revenue: $182.5 billion
Employees: 300,000
CEO: Jeff Immelt
At GE, leadership development is always evolving. And in the interest of changing with the times, six months ago, the company started to examine what it means to be a leader in the 21st century. GE instituted "leadership dialogues" to look at the issue, and participants ranged from top management to academics. Conversations have focused on the importance of networking, defining company stakeholders more broadly, and inspirational leadership.
And though the results aren't finalized just yet, the company plans to incorporate the findings into its leadership development process.
8. Titan Cement
Titan Cement CEO Dimitri Papalexopoulos
Headquarters: Athens
Revenue: $2.3 billion
Employees: 6,063
CEO: Dimitri Papalexopoulos
Most companies will say that they have a strong set of values. But at Titan, management makes an extra effort to live the mission. As a result, the company doesn't just develop its workforce through training, but uses a suite of growth opportunities. For example, employees early in their careers go through what the company calls the "Career Pre-heater," a one-year program that features 432 hours of training on technological and leadership skills, as well as counseling on how professionals should behave.
"We have a very strongly articulated value system," says CEO Dimitri Papalexopoulos, "which we use as a basis for evaluating not only people but also the way
9. China Mobile Communications Corp. - Shanghai
Headquarters: Shanghai
Revenue: $2.5 billion
Employees: 7,919
CEO: Jie Zheng
For new hires at China Mobile Communications, starting work is a little like going back to school -- in a good way. New employees turn in their homework -- or reports -- at the end of their first week on the job and are sent home with a note from the company, addressed to their parents, thanking them for cultivating such talent. (We're not kidding.)
One lucky employee is hailed as the telecom company's "top performer," and the best staffers get to have dinner with CEO Jie Zheng. It's all part of China Mobile's retention and development plan, which includes "Team Day," a "Spring Festival Party," and better benefits for better performance, all of which serves to motivate the company's 8,000 employees.
10. Hindustan Unilever
Nitin Paranjpe, CEO of Hindustan Unilever
Headquarters: Mumbai
Revenue: $4.4 billion**
Employees: 15,000
CEO: Nitin Paranjpe
This consumer goods company likes to think of itself as a talent factory. And with more than 1,000 alumni sitting on boards globally, it can certainly make a strong case for that. The company uses what it calls a "70-20-10" model for developing its workforce: 70% of learning happens on the job, 20% through mentoring, and 10% through training and coursework. That's why employees go through a job rotation roughly every three years, bosses are measured on how well they coach their direct reports, and all employees take about a week's worth of leadership training and four e-learning courses every year.
The company says that senior management spends 30% to 40% of its time grooming leaders.
Source : Fortune ( Dec 11, 2009 )
Posted : HSFAMES ( Dec 13, 2009 )
