BEST company PRACTICE TALENT MANAGEMENT

Submit to: Assoc. Prof. Dr Roshidi Hassan Prepared by: Faradillah Fazleen bt Abdul Rashid (2013848804)

The most exciting place to discover talent is in yourself

Ashleigh Brillian

3 COMPANY DISCUSS
PROCTER & GAMBLE

GENERAL ELECTRIC TENAGA NASIONAL

ELEMENT EACH COMPANY

The toughest thing about success is that youve got to keep on being a success. Talent is only a starting point in business. Youve got to keep working that talent. Irving Berlin

PROCTER & GAMBLE

P&G strives to build a diverse and fully engaged organization by attracting the best talent from around the globes, leveraging the full talent of each individual through effective assignment and promotion planning processes, and executing with excellence the critical systems that affect and support retention of each employee.

Year
1837

Chronology
-P&G was founded by the candle-maker William Procter and the soapmaker . -James Gamble, who married two sisters. Their father-in-law wanted them to become business partners and based on the candle and soap businesses.
-P&G was founded in Cincinnati. In this year, sales reached one million

1859

dollars, with eighty employees.

1887 -P&G launched an employee profit sharing programmed, in order to deter

the workforce from going on strike. -As demand grew, the organization started building more factories in the US.
1930 -The

organization became international in sales and manufacturing by acquiring an English organization (Newcastle upon Tyne-based Thomas Hedley Co.). -Over time, several new brands and products were introduced and P&C became active in new areas, such as toothpaste (Crest) or toilet paper (Charmin). -By the acquisition of several organizations, P&Gs product palette was increasingly broadened.
-When

2005-2013

Gillette was acquired, P&G got ahead of Unilever and now is the largest consumer goods organization in the world.

Purpose and Values

Nearly a halfmillion people apply for P&G jobs every year.

We hire less than 1%.

HIRED THE BEST

Attract top talent because of P&Gs reputation as a great company for leaders.

Identify the best applicants by using a proven recruiting process.

Sources : Forbes magazine 2013

AWARDS
P&G was rated one of Canada's Top 100 Employers by Mediacorp Canada Inc.

In 2005, P&G was ranked first by the Hay Group amongst the Top 20 Companies for Leaders. P&G ranked tenth in the list of Americas most admired companies in year 2009. Ranked first on Chief Executive Magazines list of 40 Best Companies for Leaders in 2012. Ranked among the National Association for Female Executives Top 50 Companies for Executive Women (2012).

TALENT MANAGEMENT PROCESS

Aims at winning market share in emerging markets in China, India, Latin America, the Middle East, and Eastern Europe. Organization is establishing a global talent supply-chain management process.
Local managers are responsible for hiring and promoting people, whereas the identification of high-potential prospects and important developmental assignments is done globally.

The 2009 AMR Research Supply Chain Top 10

These 10 companies demonstrate leadership in applying demand-driven principles to their global supply chains.
The Top 10 1. Apple AMR Comment "An unbeatable combination of killer financials and stellar opinion scores." "Remains highly regarded by its peers, with best-in-class inventory turns even as it undergoes a massive redesign of its business model." "Remains a leader in demand-driven concepts, now using this advantage to vault into emerging markets." "Delivers holistic value to its corporate clients, with the added benefit of leading the way in sustainability."

2. Dell 3. Procter & Gamble 4. IBM

5. Cisco Systems

"Combines a far-reaching supply chain vision, strong execution and deep collaboration with customers and suppliers."

6. Nokia

"Stays ahead of the curve on everything from regional sourcing and deep supplier collaboration to an organizational design based on true value chain principles." "Making a concerted effort to establish a major position in sustainability, potentially yielding substantial supply chain benefits."
"Laser-like execution and a focus on channel demand sensing" allows it to "keep growing in a down market. "Backed by its best-in-class DSD, leadership in sustainability and a cultural DNA that is wired for excellence." "Stands as the leader of lean, possessing an enviable execution engine and strong supplier relationships."

7. Wal-Mart Stores

8. Samsung Electronics 9. PepsiCo

10. Toyota Motor

Main Information Systems Used

Finance systems (Transaction systems) SAP Human Resource system SAP Supply Chain systems
Handle the closing of the books across all operations.

Handles all employees salary that work for P&G. However, P&G will pay all staff for 10 key countries (including the United States) through its shared service center using SAP Payroll within one year, and has plans to progressively move the other countries to this model.

Around 80% of order management is handled separately by two large in-house-developed mainframe applications that are linked to the SAP systems.

SAP Production Systems (based on Oracle and Unix database)

Operate on a range of different service-level agreements, according to individual business unit requirements. All hardware is located in three regional data center hubs. Each year there are two technical and one full business integrity disaster recovery rehearsals.

Internet website

Basically brought forth to help customers fulfill their transactions and buying experiences online. It serves as a customer-to-company interface, and helped the company increase its revenues significantly.

The goals behind implementing a global SAP project

To fully deploy harmonized business processes for financial management, HR and the supply chain, in order to leverage scale globally.

To make the company internet based to enable an integrated, consumer-driven supply chain.

To build in upfront flexibility for P&Gs future business plans by enabling both robust, large-scale ERP operation and streamlined execution of future business mergers and acquisitions.

Failing to manage your companys talent needs, is the equivalent of failing to manage your supply chain. Professor Peter Cappelli

HOW THEY PRACTICE TALENT MANAGEMENT

Talented employees are challenged in different postings and task forces. e.g. A marketing manager has to work in the marketing department of a number of different brands.

Employee will expose of 360-degree view of customers during their first year employment. This will produce a 360 degree view of each customer total interaction with P&G.

Use of IT tools to support their Talent Management which the system known as Talent Development System. Its contains the names of 3000 top executives and their background information. The system contains information about the following succession planning at country, business category, career histories and capabilities.

EFFECTIVE RECRUITING PROCESSES

Uniform criteria been used during interview. Details about the assessment are recorded for each candidate and quantitative scores are assigned.

Put open job posting on its intranet. Employees can upload their profile to the system, allowing manager to identify internal candidates.

University internship programs. This program gives university student the opportunity to participate in important project with the full resources of P&G. Globally, senior managers lead campus teams at top universities. These mangers are responsible for hiring outstanding graduate performers in both academic and non-academic terms.

GENERAL ELECTRIC

General Electric went public in 1892 on the New York Stock Exchange. GE is a Dow Jones and S&P 500 component.

Linear GE Stock Price Graph 1962-2013

GE Trading Volume Graph

BACKGROUND OF CHAIRMAN
The ninth CEO of GE known ad Jeffrey R. Immelt
Mr. Immelt has held several global leadership positions since coming to GE in 1982, including roles in GE's Plastics, Appliances, and Healthcare businesses. In 1989 he became an officer of GE and joined the GE Capital Board in 1997. A couple years later, in 2000, Mr. Immelt was appointed president and chief executive officer.

Mr. Immelt has been named one of the "World's Best CEOs" three times by Barron's.
Mr. Immelt was the chair of President Obama's Council on Jobs and Competitiveness. He is a member of The American Academy of Arts & Sciences.

HISTORY OF COMPANY
In 1878,Thomas A, Edison who established Edison Electric Light Company.
In 1892, a merger of Edison General Electric Company & ThomsonHouston Electric Company created General Electric Company.

GE is only company listed in Dow Jones Industrial Index today that was also included in the original index in 1896.

THE TOP 20 GLOBAL BEST COMPANIES FOR LEADERS

1. Procter & Gamble 2. PepsiCo. 3. IBM 4. General Electric 5. Johnson & Johnson 6. Dell 7. Microsoft 8. Home Depot 9. JP Morgan Chase 10. Motorola 11. Pfizer 12. FedEx 13. BASF 14. Verizon 15. BAE Systems 16. Johnson Controls 17. Siemens 18. BP 19. LOral 20. Colgate-Palmolive

Sources: BusinessWeek Bloomberg

THE TOP 20 BENCHMARK FIRMS IN RECRUITING AND TALENT MANAGEMENT

1. First Merit Bank 2. General Electric 3. Microsoft 4. Wachovia Corporation 5. Starbucks 6. Marriott International 7. Southwest Airlines 8. Booz Allen Hamilton 9. Valero Energy 10. T-Mobile 11. Wegmans Food Markets 12. SAS 13. Corning 14. Intel 15. Wal-Mart 16. WL Gore 17. The Container Store 18. Google 19. Dell 20. MGM Grand

Sources: Forbes magazines

AWARDS

"America's Most Admired Company by Fortune

"The World's Most Respected Companies by Barron and Financial Times

100 Best Company for Working Mother

Catalyst Award 2004 because of innovative, effective and measurable initiatives to advance women employer

How their practice talent management

Whether youre seasoned or just starting, GE offers you unmatched opportunities to build a successful future. Worldwide, we invest about $1 billion each year on training and education programs to build the futures great leaders.

CORPORATE LEADERSHIP DEVELOPMENT

Mission is to run training programs to develop highperforming leaders, introduce and drive cultural change, and spread key corporate initiatives.
Bring people together to work, learn, and share across boundaries.
It is also where we introduce newly acquired companies to our culture, offering them a network of peers enabling them to share best practices and business successes.

Intensive management training

GE also offers intensive management training through special leadership programs.
These programs are designed to accelerate learning for high performing employees, using a variety of methods from e-learning to action learning, from boot camps to leadership summits.

A core curriculum is managed at a corporate level, but each GE business complements these with business specific just-in time learning opportunities.

FEEDBACK FROM EMPLOYEE

"GE has a propensity for finding and retaining extraordinarily talented people. I enjoy working with this caliber 'huge brains' coworker." James (Lead Statistical Methods Engineer & Global Quality Manager, GE Medical Anesthesia & Respiratory Care)

"The best thing about working at GE is the caliber of people that I have the pleasure of working with and being challenged by. Elesha (Information Management Program Manager, GE Transportation)

TENAGA NASIONAL BERHAD

HISTORY OF THE COMPANY

On 22 June 1965, Central Electricity Board (CEB) of the Federation of Malaya was renamed as the National Electricity Board of the States of Malaya (NEB).

TENAGA NASIONAL BERHAD (TNB), purposefully replacing the NEB (Successor Company Act).

On 1 September 1990, Prime Minister Dato Seri Dr. Mahathir bin Mohamad officially proclaimed TNB as the heir and successor to NEB. TNB became a private company wholly-owned by the government; on the same day, Tan Sri Dato Haji (Dr) Ani bin Arope was appointed Chairman.

Top 5 GLC Companies In Malaysia You May Want To Work For

1. PETRONAS

2. MAYBANK

3. TELEKOM MALAYSIA

4. TENAGA NASIONAL BERHAD

5. SIME DARBY

Prospect of TM in future

For every employee to understand their career journey in TNB.

AWARDs

Excellence Award winner of the National Award for Management Accounting (NAfMA) 2011

5S Practice Award (Private Sector Category - Open)

HOW TNB DEFINE TALENT MANAGEMENT

TM is about planning and developing systematically the individual (staff) training, development and education needs to build competent workforce in realizing the vision and mission of the company. Talent is defined as those who have the potential to occupy key position.

HOW THEY PRACTICE TALENT MANAGEMENT

Prepare the employee value propositions (EVP) because it is important for people to understand career journey.

Involves in Talent Exchange

Create the individual development plan (IDP) that have individual training and career plan

Prepare the employee value propositions (EVP) because it is important for people to understand career JOURNEY

It means of creating a balance of rewards and recognition in return to an employees performance at workplace.

The value proposition should outline the unique employee policies, programs, rewards and benefits programs that prove an organizations commitment to people and management development

Involves in Talent Exchange

TNB executes a Talent Exchange or cross assignment amongst GLC to develop its talented people.

The first talent exchange was done last year, the program involved 11 participating GLCs and the exchange program is for a period of one year.

TNB talents received encouraging feedbacks from their host organizations.

Create the individual development plan (IDP) that have individual training and career plan
HR Department has all the individual profiles. From the profile, vice president HR will talk to the identified top talent and discuss respective Individual Development Plan (IDP). Have meeting with the top 30 talented people. When meeting with this talented people, vice president HR will discuss on the learning and career plan. The learning plan is easier to develop because it is focused on training needs analysis or based on competency gap identified through the performance management appraisal. The career plan is much more difficult to develop as it requires individuals aspiration about her/his career in 5 10 years later.

Impacts of downturn on TM strategies

Does not give much impact. Instead it is an opportunity to spot new talents.

DIFFERENT TALENT MANGEMENT BETWEEN THREE COMPANY

PROCTER AND GAMBLE 1

GENERAL ELECTRIC

TENAGA NASIONAL BERHAD Prepare the employee value propositions (EVP) because it is important for people to understand career journey.

Talented employees are Corporate challenged in different postings Leadership and task forces. Development

Employee will expose of 360degree view of customers during their first year employment.
Use of IT tools to support their Talent Management which the system known as Talent Development System.

Intensive management training

Involves in Talent Exchange

Create the individual development plan (IDP) that have individual training and career plan