Revolutionizing Talent Selection in Emerging Markets (Part 1)
Join a high-level conversation with fellow industry leaders and experts from The Conference Board to address emerging business issues identified by our members. Each KnowlEdge Series is composed of three or four half-hour programs that build on each other. The interactive, web-based format ensures ease of access. Supplemental materials and online availability keep the discussion going long after the series ends. Provocative and proactive, the KnowlEdge Series informs and deepens your company’s internal dialogue on the most pressing issues of the day.
This three-part KnowlEdge Series will look at the changing role of the Talent Management professional as the focus of global business is increasingly on growth opportunities in emerging markets.
HR and Talent Management leaders: This is an excellent series for development of your entire team, wherever they are in the world. Talk to us about incorporating a post-webcast audio breakout room into your company’s experience. We can help you leverage the time investment for your organization. Contact Meg.Gottemoeller@conference-board.org for more information.
Managers within global corporations who are responsible for developing and/or implementing the company’s human capital strategies and HR policies will benefit from this webcast. This includes managers in HR, compensation and benefits, finance, planning and related areas.
Program Director, The Conference Board Councils on Leadership Development, Talent Management and Corporate Learning
The Conference Board
For the past 20 years, Jean McNulty has played a leading role in The Conference Board's councils, conferences and research, particularly in the Learning, Leadership Development and Talent Management areas. In addition, Jean's been a key resource f... Full Bio
Revolutionizing Talent Selection in Emerging Markets (Part 1)
PART 1: The Global Talent Management Portfolio
29 March, 2011 | (01 hr)
Companies that attempt to transplant systems and impose processes from one geographic region to another often fail to attract, develop and retain the critical talent needed to deliver business success. This session will discuss how to evaluate your approach to organization development – the structure and processes that guide talent decisions- and explore how to define and implement talent management in the emerging markets of Brazil, Russia, India and China.
- How do you shift from a regional view and establish a global talent management mindset?
- What organizational structure issues need to be addressed to develop a high-performing global team?
- What core processes need to evolve to match your global footprint?
- What key behaviors define global leaders who can succeed in emerging markets?
- How do you assess, develop and retain leaders who succeed locally and “fit” with the enterprise-wide culture?
Lake Wang is the HR head of BP’s Global Petrochemicals Business and BP China. He has worked in the HR field in multinational companies for twenty years. Prior to BP, he was the HR VP of A.P. Moller Maersk for the Greater China Area. Lake is ... Full Bio
Rick Von Feldt
Future Workplace is a company focusing on innovations in attracting, developing and keeping talent. Rick Von Feldt is a former VP of Training and Development at Hewlett-Packard. He is a specialist in talent management, individual development, soci... Full Bio
Revolutionizing Talent Selection in Emerging Markets (Part 2)
PART 2: The Art and Science of Selecting Talent in Emerging Markets
05 April, 2011 | (01 hr)
Recruiting qualified talent to meet the rapid growth demands of emerging markets requires more than finding individuals to fill vacancies. Each region of the world has different cultural and social norms related to the employment relationship that need to be embedded in selection processes. Organizations which successfully recruit in Brazil, Russia, India, and China apply core enterprise-wide processes with localized style and sensitivity. This session will discuss how to select appropriate talent, develop a compelling employment brand, create community connections and rely upon local leaders to identify talent in emerging markets.
- What cultural and social norms should be incorporated into where and how you select employees?
- How do you create an employee value proposition and promote your employment brand?
- What steps can you take to embed your organization into the local community?
- How do you ensure that you have a compliant and compelling employment offer, including compensation, benefits and development paths?
Allan Church, Ph.D.
Dr. Church is responsible for leading the enterprise wide talent management and people development agenda for PepsiCo. This includes responsibility for the People Planning process, high-potential identification programs, the Performance Management... Full Bio
Paul Marchand leads overall external hiring and internal mobility for PepsiCo, a $60B consumer packaged goods company with nearly 285,000 employees worldwide. The essence of this newly created role is center of excellence leadership of Pepsi... Full Bio
AMEA consists of four strategic regions (China, India, Asia Pacific Middel East & Africa) with 65000+ employees. AMEA is the fast growing sector seen as a growth engine for PepsiCo. Based in Dubai, Joy and her team leads strategic ... Full Bio
Nagina Singh provides talent acquisition support to PepsiCo’s India Region spanning the Beverages and the Foods Business Units. Prior to this role she headed HR and Safety for the Adelaide operations of PepsiCo Australia and New ... Full Bio
Revolutionizing Talent Selection in Emerging Markets( Part 3)
PART 3: Developing “Boundaryless” Leaders
12 April, 2011 | (01 hr)
Effective leadership talent drives business growth. Organizations operating in the emerging markets of Brazil, Russia, China and India compete to attract, develop and retain leadership talent. Leaders need to understand local issues and represent them to the global enterprise. In the midst of tremendous growth and change, local leaders need to rapidly develop skills and gain critical experiences to deliver business results. This session will discuss how to define global leadership competencies, identify leadership potential and develop individuals to lead in emerging markets.
- What are the core leadership competencies, skills and experiences needed for leaders in global organizations?
- How can you localize the global leadership profile to reflect local needs and cultural differences?
- How do you quickly and accurately assess individuals to determine leadership potential?
- What is the appropriate learning curriculum and expatriate approach to develop leaders in emerging markets?
- How do you engage and retain leaders who in regional vs. enterprise-wide roles?
Global Novations, an international management consulting firm specializing in leadership development, talent management, and market expansion. Dave Eaton leads Global Novations’ work in the technology, manufacturing, u... Full Bio
Brian Walker enjoyed a 17+ year career at Walmart, beginning as an Assistant Store Manager in Las Vegas, Nevada, and finishing after his latest overseas assignment in Hong Kong. His career within Walmart includes Senior Director of Associate and L... Full Bio