Support our nonpartisan, nonprofit research and insights which help leaders address societal challenges.Donate
As talent managers, our goal is for our companies to manage their talent assets as carefully as they manage their balance sheets. We set our own agendas, conduct surveys and do a variety of other activities designed to maximize the sharing of best practices and exchange of ideas. We focus both on longer-term strategic issues as well as shorter-term more immediate issues of prime interest to our members.
Members are the senior executive leading talent management strategy; they are positioned at Corporate HQ (home office) in a Center of Expertise. Core responsibilities include several of the following topics, all of which we discuss during meetings:
- Succession planning
- Executive Development for the “top 200”
- Executive assessments/Talent reviews
- High potential development programs
- Developmental movement/mobility
- Executive recruiting/retention/rewards
- Strategic Workforce Planning
- Talent metrics/analytics and ROI
- Performance management/Competency models
- 3M Company
- AES Corporation
- Bank of America
- Bayer Corporation
- Bristol-Myers Squibb Company
- Campbell Soup Company
- Cedars-Sinai Medical Center
- Chevron Corporation
- Cisco Systems Inc.
- Cleveland Clinic Health System
- Danaher Corporation
- Deloitte Services LLP
- Guardian Life Insurance Company of America, The
- Ingredion Incorporated
- Lowe's Companies, Inc.
- M&T Bank Corporation
- Medtronic, Inc.
- Nike, Inc.
- Prudential Ins. Co. of America
- RAI Services Company
- Raytheon Company
- Sunrise Senior Living, Inc.
- The Hartford
- The Walt Disney Company
- Trane Technologies
- TreeHouse Foods, Inc.
- U.S. Department of the Navy
- USG Corporation
- WorleyParsons Corporation
Enduring relationships with trusted peers are the core of the Council experience. Enhanced by our global, enterprise-wide reach, these relationships span the world and extend the value of Council membership. Confidential peer dialogue provides you with a broader perspective and shared experiences, as well as access to specific knowledge and best practices.
- Collective problem solving that puts your issue on the agenda
- Benchmarking through regular surveys of Council members about relevant company practices
- Multifunctional insights generated by the wealth of perspectives gathered from 125+ Councils (covering more than 50 functions) that work together across geographies
- Virtual communities that extend learning opportunities through a variety of online forums and other resources
The Council offers a unique opportunity to have open, candid conversations with peers from numerous industries. I take home more gems from a single council meeting than I do from several conferences. More importantly, these gems have a person that I can call to explore the learning at a deeper level.
Brent deMoville, Allergan, Inc.