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
- ADP
- AES Corporation
- Bank of America
- Bayer Corporation
- Bristol-Myers Squibb Company
- CSL
- 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
- Ingersoll Rand Company
- Ingredion Incorporated
- Lowe's Companies, Inc.
- M&T Bank Corporation
- McKesson
- Medtronic, Inc.
- Nike, Inc.
- Novartis
- Procter & Gamble
- Prudential Ins. Co. of America
- RAI Services Company
- Raytheon Company
- Sunrise Senior Living, Inc.
- The Hartford
- The Walt Disney Company
- TreeHouse Foods, Inc.
- USG Corporation
- United States Navy
- W.W. Grainger, Inc.
- Walmart
- 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.
Vice presidents and senior directors with global, strategic responsibility for talent management. Membership is by invitation only.
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Stela Lupushor
Senior Fellow, Human Capital; Program Director, Strategic Workforce Planning Council, and Strategic HRBP Council
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