The New Language of Talent Management - eBook

The New Language
of Talent Management

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Capital is being superseded by creativity and the ability to innovate—and therefore by human
talents—as the most important factors of production. If talent is becoming the decisive competitive
factor, we can be confident in stating that capitalism is being replaced by “talentism.”
From 20th Century Capitalism To 21st Century Talentism
Competitive advantage in the 20th century industrial economy was
driven by access to capital, economies of scale and the ruthless pursuit
of production efficiencies. Employees were often seen as cogs in the
industrial machine.
In the 21st century connected economy businesses in every sector are
being disrupted as technology, globalization, and greater access to capital
have removed the barriers to entry that once protected market leaders.
Start-ups, driven by a new millennial mindset, are becoming billion dollar
companies overnight with instant access to global markets.
From Efficiency Inc. To Creativity Inc.
Innovation has replaced efficiency as the driver of competitive advantage in
the connected economy. Business leaders around the world recognize that
innovation is driven by recruiting, developing and retaining the best talent.
PwC Study Shows Human Capital Issues Top-of-Mind For CEOs
• 63% said availability of skills was a serious concern
• 58% are worried about rising labor costs in high- growth markets
• 93% recognize the need to change strategy to attract and retain talent
Talent management will define the winners and losers of the connected
economy. But in the same PwC study, only 34% of CEOs said that HR
is well prepared to capitalize on the transformational trends that are
impacting their business.
What You’ll Learn From This Report
Talent Management programs built for the industrial economy will no
longer suffice. This report focuses on six areas where the transformational
trends of technology, globalization and the millennial mindset can be
used to create a talent management program to meet the needs of the
connected economy.
Introduction
- Klaus Schwab, Founder of the World Economic Forum

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Six Pillars of Talent Management
From:
bureaucratic annual reviews
From:
check the box,
corporate-driven org.charts
From:
show me the money
From:
finding clones to fill retirees’ shoes
From:
extracurricular activity
To:
dynamic business drivers
To:
outside the box,
employee-focused experiences
To:
a life of fulfillment
To:
opening up the multicultural boardroom
To:
strategic recruitment and development tool
From:
square pegs for square holes
To:
game-changers who can shape the futureRecruitment
Learning
Management
Career
Development
Rewards &
Compensation
Goals &
Performance
Succession
Planning

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81% of CEOs say that their business always looks to equip employees with new skills
Recruiting for Agility And Collaboration
Recruitment in the industrial economy was
driven by the principles of the mass markets
it served. Templates were developed in the
form of rigid job descriptions. Candidates
were judged on trust and efficiency based on
a résumé of standard accomplishments. Skill
requirements for specific jobs were well-defined
and paramount. Ability was measured in years of
experience.
In the connected economy, the ability to learn
and collaborate are as important as current
experience and individual skill-sets. CEOs are
looking for agile workforces who can adapt to
fast-changing market conditions, learn on the job
and collaborate to create new solutions.
From square pegs for square holes to
game-changers who can shape the future
Future-Proofing Your Workforce
Establishing minimum standards for specific
job skills is still a critical part of the recruitment
process. But the ability to look beyond current
abilities and assess the capacity to learn and
adapt are critical in hiring a workforce for the
connected economy, as Google’s senior VP of
people operations, Laszlo Block explains:
If it’s a technical role, we assess your coding
ability, and half the roles in the company
are technical roles. For every job, though,
the number one thing we look for is general
cognitive ability, and it’s not I.Q. It’s learning
ability. It’s the ability to process on the fly. It’s
the ability to pull together disparate bits of
information. We assess that using structured
behavioral interviews that we validate to make
sure they’re predictive.
Recruitment:
From square pegs for square holes to game-changers who can shape the future
- PwC 2015 Global CEO Survey

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If you recognize that, and you manage a global team, it can be a huge
advantage to have some team members who see the forest while others
see the trees. But if you’ve hired the people who are the most similar to
your own culture, then you lose out on the advantage of diversity.
Treating English Fluency Like Any Other Job Skill
While globally diverse teams increase innovation and creativity, as well as
bringing you closer to your local markets, they can also present challenges
for workforce communications.
Progressive global businesses treat English fluency like any other job skill,
with English assessments becoming an integral part of the recruitment
process. As with other skills, benchmarks for minimum standards should
reflect the communication needs of the initial position, while integrated
learning programs can broaden the potential talent pool. Candidates with
inadequate English can bring their skills up to standard with on the job
training.
Jumping Into The Global Talent Pool
In the industrial economy only the multinational giants could play on the
global stage. In the connected economy, start-ups are becoming billion
dollar companies overnight because of their access to global talent as well
as global consumers.
As business becomes more globalized recruiters need to appreciate
the value that global candidates can bring in terms of cultural diversity
and local market knowledge. But as INSEAD Professor, Erin Meyer, told
Strategy+Business magazine, this means having the courage to step
outside traditional comfort zones:
One problem that arises—and this often happens with U.S. companies—
is that they have a strong American culture in their organization. When
they’re in China, for example, and are hiring Chinese employees for their
company, they’re choosing the most “American” Chinese talent they can
find.
Internally, that makes things easier. But it has two clear disadvantages:
First, it may make it more difficult for these firms to be close to their
customers. Second, people in various parts of the world are trained since
childhood to see things differently.
Recruitment:
From square pegs for square holes to game-changers who can shape the future
71% of participants say they actively search for talent in different geographies
- PwC 2015 Global CEO Survey

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“Our candidates today are not looking for a career… they’re looking for an experience”
Learning Management Is Now A Boardroom Issue
In the industrial economy learning at work was an extracurricular activity
that took employees away from their “real work” and disrupted the lives
of colleagues around them. A classroom-dominated approach delivered
abstract learning conditions, with employees often struggling to apply new
skills back in the workplace.
Learning programs were driven by the needs of the employer and often
aimed merely to establish conformity across the workforce.
To meet the changing needs of the connected economy learning programs
need to play a central role in developing an agile workforce. Blended
learning approaches—where the majority of learning happens on-the-job—
ensure newly-developed skills are immediately benefiting the business, as
well as employees and the colleagues around them.
Senior business leaders increasingly see shortages of skills as a major
impediment to executing their business strategies. As the economy
improves, and the market for high-skill talent tightens even further,
companies are realizing they cannot simply recruit all the talent they need,
but must develop it internally.
- Global Human Trends 2015 by Deloitte
Making Learning A Two-Way Street
Learning programs that are driven equally by the needs of the employee
and the employer can also play a major role in the recruitment and
retainment of talent. Today’s millennial workforce places great value on
continuous learning environments. In survey after survey, their message is
clear—if they’re not learning, they’re leaving.
Aligning a learning management program closely to the recruitment
process meets both the desires of millennial recruits for a continuous
learning environment, and the needs of connected organizations to build
and develop agile workforces.
Learning and development issues exploded from the number eight to the
number three most important talent challenge in this year’s study, with
85 percent of survey participants rating learning as a “very important” or
“important” problem.
- Global Human Trends 2015 by Deloitte
One-third of Millennials ranks training and development opportunities as a
prospective employer’s top benefit.
- Millennial Branding and Monster.com
Learning Development:
From extracurricular activity to a strategic recruitment and development tool
- Bersin by Deloitte

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Technology Transforms Learning
The advances in technology that are helping
drive the connected economy can also enable
talent management programs to revolutionize
the area of learning management. Technology
can reduce costs while bringing greater
personalization, flexibility and efficacy to learning
programs.
But as Deloitte discovered, this is an opportunity
that many organizations still need to take
advantage of:
While employees now demand a personalized,
digital learning experience that feels like
YouTube, many companies are stuck with
decades-old learning management systems that
amount to little more than a registration system
or course catalog.
Research shows that less than 25 percent of
companies feel comfortable with today’s digital
learning environment.
Peer-to-Peer Learning Still Adds Value
While technology can transform learning
programs, it needs to be combined with the
value of personal mentoring, coaching and
teaching. Even technology-driven companies
like Google ensure they unlock the value of their
own experts as part of their overall learning plan
with its Googler-to-Googler program. Giving
employees teaching roles makes learning
a natural part of the way employees work
together, avoiding the potential abstraction of
“HR sessions.”
Learning to Fix Your Weakest Links
In the industrial economy, power and decision-
making typically lay in the hands of the few. In
the connected economy, power comes from
collaboration, and in an agile workforce everyone
needs to be trusted to make the right decisions.
This means today’s learning programs can’t
be focused around the “chosen few.” Every
employee must become part of a continuous
learning culture.
From extracurricular activity to
a strategic recruitment and development tool

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The Best Places To Work Know How To Learn
The importance of focusing on every employee was highlighted by Fortune
magazine as one of the three key trends exemplified by companies on its
2015 list of Top Places to Work:
Each of the 100 Best Companies has leaders who genuinely listen to their
employees and craft distinctive policies and programs that suit today’s
workforce. The perks listed in our brief descriptions of these firms are
only the tip of the iceberg in workplace cultures where every employee is
considered important.
We like the observation of Scott Scherr, founder and CEO of Ultimate
Software: “The true measure of a company is how they treat their lowest-
paid employees.”
Zappos Makes Learning Part Of The Culture
Online shoe retailer, Zappos, lists learning as one of its 10 cultural values—
#5. Pursue Growth and Learning.
ZapposU is available to every employee, with training subjects dictated by
employees as well as the company. Teams are encouraged to take classes
together to help translate classroom learnings to on-the-job improvements.
Different departments throughout the company teach classes, and the
company regularly invites guest speakers and thought leaders to “expose
employees to different kinds of thinking.”
Employees are also given the opportunity to develop individual skills with
direct access to online content and training aids. ZapposU classes are
offered on-site during the work day with just one stipulation—Zappos
employees must be on the clock while attending a class!

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Finally, one can only hope that 2015 will see the death of the “annual performance review.”
These bloated, over-engineered, mandatory rituals are a waste of time, are hated by everyone
and actually do nothing to foster high performance.
Replace Annual Appraisals With Continual Check-Ins
Performance reviews in the industrial economy were an annual ritual, often
despised by employee and manager alike. A backward-looking system
would seek to align past performance feedback with current value. A single
score often determined a year’s compensation. Forced-ranking systems
outweighed future potential.
Performance reviews in the connected economy are characterized by
regular check-ins, not an annual event. Forward-looking discussions are
focused on future improvement, as part of a continuous learning program.
Ongoing check-ins make performance—not compensation—the focus of
discussions.
• 58% of executives believe that their current performance management
approach drives neither employee engagement nor high performance
• 89% of executives recently changed their performance management process
or plan to change it within 18 months
- Global Human Capital Trends 2015 by Deloitte
Performance Management Serves Greater Cultural Objectives
Many talent management programs are recognizing the importance that
performance reviews can play in driving company culture and employee
engagement, both of which are assuming greater importance in the
connected economy.
Performance management is being reinvented for a new, forward-looking
purpose: to serve as an efficient, focused business process that improves
employee engagement and drives business results. They tend to focus
less on evaluation and more on agile goal setting, regular feedback,
coaching, and development. They shift the focus away from forced
distribution rankings and much more toward helping managers coach
people to succeed.
Goals and Performance:
From bureaucratic annual reviews to dynamic business drivers
- Patty McCord, chief talent officer at Netflix from its inception through 2012

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Focus Employees On Performance not Pay
Annual reviews also tend to be directly linked to compensation decisions.
Inevitably this means that discussions are focused primarily on an
employee’s level of pay rather than on useful feedback, coaching, and
performance improvement.
Informal Check-Ins Deliver Real-Time Improvements
Many companies are finding regular and less formal feedback to be more
effective than scheduled reviews. Employees appreciate the opportunity to
provide ongoing input, while any performance issues can be identified and
addressed in real time.
High-potential young employees want regular feedback and career
progression advice, not just “once and done” reviews. And companies
are finding significant gaps in leadership and capabilities that need to be
addressed.
In a separate study, Gallup found that employees whose managers hold
regular meetings with them are almost three times as likely to be engaged
as employees whose managers do not hold regular meetings with them.
Great managers don’t just tell employees what’s expected of them and
leave it at that; instead, they frequently talk with employees about their
responsibilities and progress. They don’t save those critical conversations
for once-a-year performance reviews.
- Harvard Business Review:
What Great Managers Do To Engage Employees
From bureaucratic annual reviews
to dynamic business drivers

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Checking In With Adobe
In 2012, Adobe abolished its performance review system after Donna
Morris, senior vice president of global people resources, noticed that
voluntary attrition always spiked in the months after review time.
Adobe’s new check-in culture revolves around clear expectations, frequent
feedback—both positive and constructive—and no ratings or rankings.
Different parts of the business can even determine when they should hold
check-in conversations. For example, if engineering is on a schedule of
eight-week development sprints, managers might decide to hold check-ins
every eight weeks.
Voluntary attrition has decreased substantially, suggesting that employees
who are performing at the top of their game feel valued, and employees
who have room to improve feel supported and encouraged. Managers can
make their own decisions about salary increases and are trained on the
most effective ways to make those decisions.
According to Morris, the change has also had a dramatic impact on
corporate culture: It’s liberating people. It has really helped to create
teamwork instead of individualism, which is critical in a creative company.
This is an opportunity for us to not just say that our people are our most
important asset, but to actually live those words.
Agile And Transparent Goal Setting
OKR (Objectives and Key Results) is a system originally developed by
Intel and subsequently adopted by companies such as Google, to bring
simplicity, transparency and efficacy to the practice of goal-setting and
evaluation.
Google sets OKRs at a company level, team level, managerial level, and
personal level. They all work together to keep the company on track. All
OKRs from Larry Page on down are public within the company to help
employees understand what colleagues are focused on and build a sense
of shared purpose and commitment across the company.
The grading process is designed to take only a few minutes, with the
emphasis being on the benefits of the process rather than the scores
themselves. OKRs are not used by management to determine promotions,
instead they provide a simple and straightforward list of items to help
employees focus on doing their job.

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The CEO and the Strategy group determine the plan beforehand, and Finance keeps score after the fact.
Everything in between depends on the people in the organization. That’s where HR can exert influence, both
directly and indirectly. By attracting and retaining talent, by developing people to their fullest potential and
especially by creating the right environment.
Developing An Agile Workforce
In the industrial economy, career development was driven by tenure
with the exception of the few favored high potential employees. Career
development meant reaching the next rung on the corporate ladder.
Progress meant managing the people who do the job you used to do.
In the connected economy, it has become vital to maximize the output of
every employee. Providing opportunities and support for the “masses in
the middle” to advance is as vital as grooming the people at the top. Agile
workforces require constantly evolving skill sets, with career development
plans that often create brand new roles to meet the needs of employer
and employee alike.
Good talent managers think like businesspeople and innovators first, and
like HR people last.
- Patty McCord: Chief Talent Officer, Netflix, 1998-2012
Align Career Development With Business Requirements
Career development in the connected economy is about identifying the
rapidly changing needs of the business, and then creating development
opportunities for employees to meet those needs, as Lisa Buckingham,
EVP, Chief Human Resources Officer, Brand & Enterprise Communications
at Lincoln Financial Group explains:
Before the beginning of each year, we sit down with the business leaders
to talk about what they see as the emerging skills and the talent gaps.
The leadership team spends a great deal of time in those conversations.
It’s a little about workforce planning, but it’s more looking inside, looking
at our skill sets and performance reviews to identify any trends. Do we
need to create development plans to address those trends? Or customize
programs if we see a skills gap?
Career Development:
From check the box corporate-driven org. charts to outside the box employee-focused experiences
- HR and Marketing: Power Partners - Patricia Nazemetz & Will Ruch

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Connect Career Development To A Greater Purpose
According to author Dan Pink in Drive: The Surprising Truth About What
Motivates Us, we are all looking for careers that offer a certain amount of
autonomy, the chance to develop and exhibit mastery, and the opportunity
for our work to serve a greater purpose than we could achieve alone.
Talent managers who put these motivational drivers—purpose, autonomy,
and mastery—at the center of their programs will appeal to the millennial
mindset’s greater expectations for career development.
Millennials, who now make up more than half the workforce, are taking
center stage. Their expectations are vastly different from those of
previous generations. They expect accelerated responsibility and paths to
leadership. They seek greater purpose in their work. And they want greater
flexibility in how that work is done.
- When Millennials Take Over:
Jamie Notter and Maddie Grant
Tours of Duty
Some companies are going so far as to rethink the entire employee/
employer relationship. In their book, The Alliance, Reid Hoffman (co-
founder of LinkedIn), Ben Casnocha, and Chris Yeh present a model of
employment where the organization and the employee negotiate a series
of “tours of duty.”
For each tour, the employee and the company clarify what each side gets
out of the relationship, offering a number of different types of tours to
guide employees at different stages of their career. This perfectly reflects
the digital mindset’s emphasis on offering more to what they call the
“middle class” of employees.
Companies have long devoted resources to crafting personalized roles and
career paths for their stars. Companies such as General Electric rotate
promising young executives through a series of assignments to help them
gain experience in different functions and markets. Yet it is possible—
indeed, necessary— to extend this personalized approach to all employees
using the tour of duty framework.
As the world becomes less stable, you can’t just rely on a few stars at the
top to provide the necessary adaptability.
Career Development:
From check the box corporate-driven org. charts to outside the box employee-focused experiences

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Increase transparency around compensation, rewards and career decisions. Take the mystery out of compensation
decisions, and provide greater transparency to employees regarding their career development. Create a meaningful
rewards structure that regularly acknowledges both large and small contributions made by employees.
In the industrial economy, compensation was driven by individual rewards
for individual performance. Salary, bonuses, stock options and pension
plans were linked to individual output and increased in value as employees
progressed up the org. chart.
In the connected economy, where group collaboration is more important
than individual performance, compensation needs to reward desired
behaviors, as well as individual output. While fair pay and benefits remain
the bedrock of compensation, today’s employees are attracted to work
cultures that improve their quality of life, as well as their bank balance.
Tailor Packages To Global Workforces
In the connected economy, it’s essential to understand how preferences
for different types of rewards and compensation can vary across
geographies. A study by consulting group EY, which looked at securing
and retaining top talent in emerging markets identified the following
preferences among workers in the BRIC countries:
For in-demand talent, steady income is more valuable than variable or
equity-based compensations. Clarity about future career paths and the
associated earnings matters more than a competitive salary today.
The EY study also identified the following differences across BRIC
candidates:
• Clear career paths including future earning potential are especially
attractive in Brazil and India
• Secure and steady income in the present is particularly important in
Russia
• Stock options or other forms of equity-based pay and high future
earnings had a higher rank in China than other countries suggesting a
long-term orientation
The report also concluded that non-cash benefits were being underutilized
as a tool for recruiting and retaining talent across the BRICs:
All cultures rated education and training the highest. This is a demand that
can obviously be fulfilled to the benefit of both employer and employees
alike. However career management support, benefits such as flexible
working arrangements, and other benefits related to work-life balance—
which are highly valued—are not currently well provided.
Rewards and Compensation:
From show me the money to a life of fulfillment
- PwC’s NextGen: A global generational study 2013

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Change The Culture By Rewarding Desired Behaviors
The industrial economy was driven by internal efficiencies. The connected
economy is driven by customer delight and satisfaction. This cultural
shift can be accelerated by innovative thinking around rewards and
compensation.
Zappos turns the traditional call center compensation system on its head
by rewarding employees for the time they spend on the phone with a
customer, not by the number of calls they can race through in an hour.
Build Trust And Collaboration With A Culture of Transparency
While millennial workers are ambitious and strive for financial success, 88
per cent prefer a collaborative work culture to a competitive one. They also
understand the value and the inherent potential of transparency, and they
are perplexed at the secrecy and “need to know” cultures that were the
norm in the industrial economy.
While older generations view organizations in the context of hierarchy,
Millennials are more focused on collaboration and equality. They care less
about titles, status, and salaries. They are more drawn to projects that
connect with their strengths and abilities and favor managers that support
them through training and development.
Millennials want to create an honest and open culture where there aren’t
barriers between workers of different levels, and everyone knows what’s
going on in the company. As social networks penetrate the workforce, they
will help open up companies even more.
- Forbes: 10 Ways Millennials Are Creating The Future Of Work
Growing The Whole Pie With Transparency At Whole Foods
Whole Foods, Inc. actually shares all of its salary and bonus data internally.
In other words, everyone at Whole Foods knows how much money
everyone else makes (or at least they have access to that information if
they want it).
Whole Foods doesn’t share this information just to be provocative. It
shares compensation info (and other business data as well) to enable
the individuals and teams at their stores throughout the country to make
better decisions.
Bonuses at Whole Foods are team based, so if you manage the produce
department at a Whole Foods in Orlando and your department achieves
certain metrics, it triggers a bonus for your whole team. By making salary
and bonus data available, you could see, for example, when the produce
team in Nashville suddenly starts making big bonuses, and you could reach
out to them to see what they are doing to achieve those results. You could
then learn from their experience and apply that insight to your own store.
And if it works, of course, your team will then get bonuses, and you may
find the produce manager from Sacramento calling you to learn from your
experiences.
The end result is a system that is agile and can make quick changes based
on market conditions, without the center of the organization having to
figure it all out and tell the stores what to do. The system learns from itself,
makes better decisions, and performs better, but that layer of transparency
enables these results.
Rewards and Compensation:
From show me the money to a life of fulfillment

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With three decades of experience in the consumer packaged goods industry, it’s clear to me that diversity will
become a competitive advantage in a global economy for companies that are willing to open their minds and
embrace change. The best companies will build culturally-diverse leadership teams and workforces with divergent
backgrounds, perspectives and ideas.
Recruiting For Agility And Collaboration
In the industrial economy succession planning was about ensuring
continuity at the top. It was about staying the course, not rocking the
boat. Stability was the goal. Executives were often judged against their
predecessor’s strengths, and groomed to follow in the their footsteps.
In the connected economy succession planning is about identifying
and developing top talent across the entire organization. It’s about
enabling diversity to flourish and ensuring leaders are equipped for future
challenges not past history.
Succession Planning Needs To Assume Strategic Importance
According to Deloitte’s 2015 study of Global Human Capital Trends, high-
performing companies spend 1.5 to 2 times more on leadership than other
companies, and reap results that are triple or quadruple the levels of their
competitors.
However the same study reveals that far too few organizations are making
succession planning the strategic imperative it needs to be in a talent-
driven economy:
• only 32% of organizations have a steady supply of leaders at the top
levels
• only 18% regularly hold their leaders accountable to identify and
develop successors.
• only 10% of organizations believe they have an “excellent” succession
program
• 51% state that their programs are weak or have none at all
In the rapidly changing business environments of the connected economy,
talent management programs must understand the business priorities
ahead, identify the leadership challenges those priorities will create, and
develop the best talent across the organization to meet them.
Succession Planning:
From finding clones to fill retirees’ shoes to opening up the multicultural boardroom
- Denise Morrison, President & CEO at Campbell Soup Company

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Diversity In Succession-Planning
In the connected economy, one of the key
objectives of any succession planning program
must be to identify and develop diverse talent to
assume the leadership roles of tomorrow.
A globalized economy requires global leadership,
and a growing about of evidence is emerging to
support the development of diverse leadership
teams.
Moving From Diversity To Inclusion
Succession plans must embody a corporate
culture that values and embraces the unique
strengths of diverse candidates, rather than just
identify candidates from minority groups who
conform to the status quo.
The value of having more women in leadership
positions is compromised if you only promote
those women who behave like men. Similarly
talent from overseas is less valuable if it is
judged on conforming to US thinking.
A McKinsey study of European and Asian businesses revealed that companies
with a higher-than-average number of female executives were as much as
47% more profitable than their competitors.
A study by the American Management Association found that companies with
senior managers from non-European descent reported sales growth 13%
higher than their competitors.
An ethnically diverse team leads to “greater innovativeness, greater creativity,
quality decision-making and eventually financial performance,” according to a
study by the Malaysian University Tunku Abdul Rahman.
Having global diversity in the C-Suite makes a business more likely to optimize
for global growth. Consider Google’s Sergey Brin (Russia), Facebook’s Eduardo
Saverin (Brazil), and Microsoft’s Satya Nadella (India). Even Steve Jobs was
the son of a Syrian immigrant.
- Harvard Business Review:
7 Traits of Companies on the Fast Track to International Growth

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How L’Oréal Drives Diversity
Javier San Juan is currently President of L’Oréal’s
Hispano-American Zone, having previously held
positions at L’Oréal in Spain, Russia, Romania
and Argentina, before moving to Canada in 2006.
During his time in Canada, he developed an
11-person leadership team to include five
women and six different nationalities, and led a
cultural change to develop diverse talent across
the organization, as his Chief Marketing Officer,
Marie-Josée Lamothe, explained to Strategy
Magazine:
He recognizes the value of debate from a lot of
different backgrounds.
The company has made generational training—
teaching people how to work with different age
groups—mandatory for all staff. This includes
a full-day leadership course for director-level
employees, where they learn how to be effective
leaders for different generations.
Beyond this, managers are also encouraged to
find career advancement opportunities for staff
(with a focus on women) outside of the L’Oréal
offices, such as sitting on boards of non-profits
(giving them board experience, which can be
difficult to come by otherwise) or attending
industry conferences (offering employees,
especially those in more junior roles, a chance to
network).
Senior staff members are evaluated annually
against diversity benchmarks. So [we’re asked],
are we aware of different stereotypes? Do we
have diverse profiles within our teams? Are we
willing to challenge the status quo?
- Strategy:
Moving the needle on C-Suite diversity
From finding clones to fill retirees’ shoes to
opening up the multicultural boardroom

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Sources
Adobe - The Dreaded Performance Review? Not at Adobe
Deloitte - Global Human Capital Trends 2015
Forbes - 10 Ways Millennials are Creating the Future of Work
Fortune - The Best Employees in the U.S. Say Their Greatest Tool is Culture
Harvard Business Review - 7 Traits of Companies on the Fast Track to International Growth
Harvard Business Review - What Great Managers Do to Engage Employees
Jamie Notter and Maddie Grant - When Millennials Take Over
Lifehacker.com - The Most Valuable Traits in a Potential Employee, According to Google
Patricia Nazemetz and Will Ruch - HR and Marketing: Power Partners
PwC - 2015 Annual Global CEO Study
PwC - NextGen: A Global Generational Study
Strategy - Moving the Needle on C-Suite Diversity
Strategy + Business - Erin Meyer Can Make Your Global Team Work
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The New Language of Talent Management - eBook

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The New Language of Talent Management - eBook