WINTER 2012 VOL.53 NO.2

Günter K. Stahl, Ingmar Björkman, Elaine Farndale, Shad S. Morris, Jaap Paauwe, Philip Stiles, Jonathan Trevor and Patrick Wright

Six Principles of Effective Global Talent

Please note that gray areas reflect artwork that has been intentionally removed. The substantive content of the ar- ticle appears as originally published. REPRINT NUMBER 53212 LEVERAGING YOUR TALENT: TALENT MANAGEMENT Six Principles of Effective Global Talent Management Following talent management best practices can only take you THE LEADING QUESTION so far. Top-performing companies subscribe to a set of principles What steps that are consistent with their strategy and culture. can global BY GÜNTER K. STAHL, INGMAR BJÖRKMAN, ELAINE FARNDALE, SHAD S. MORRIS, companies JAAP PAAUWE, PHILIP STILES, JONATHAN TREVOR AND PATRICK WRIGHT take to ensure that they recruit, de- velop and deploy the ONE OF THE BIGGEST CHALLENGES facing companies all over the world is building and right people? sustaining a strong talent pipeline. Not only do need to adjust to shifting demographics FINDINGS and work force preferences, but they must also build new capabilities and revitalize their organiza- Don’t just mimic the practices of other tions — all while investing in new technologies, globalizing their operations and contending with top-performing new competitors. What do companies operating in numerous markets need to do to attract and de- companies. velop the very best employees so they can be competitive globally? To learn how leading multinational Align talent man- agement practices companies are facing up to the talent test, we examined both qualitative and quantitative data at lead- with your strategy ing companies from a wide range of industries all over the world. (See “About the Research,” p. 26.) and values. Make sure your tal- The range of talent management issues facing multinational companies today is extremely ent management broad. Companies must recruit and select talented people, develop them, manage their perfor- practices are consis- tent with one mance, compensate and reward them and try to retain the strongest performers. Although every another. must pay attention to each of these areas, our research convinced us that competitive advantage in talent management doesn’t just come from identifying key activi- ties (for example, recruiting and training) and then implementing “best practices.” Rather, we found that successful companies adhere to six key principles: (1) alignment with strategy, (2) internal consistency, (3) cultural embedded- ness, (4) management involvement, (5) a balance of global and local needs and (6) em- ployer branding through differentiation.

How Companies Define Talent We use the term “talent management” broadly, recognizing that there is considerable debate within companies about what constitutes “tal-

Internal consistency in talent management practices — in other words, the way a company's talent management practices fit with each other — is key, as companies such as Siemens recognize.

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ABOUT THE ent” and how it should be managed.1 (See “The manage expectations and limit potential frustra- RESEARCH Talent Management Wheel.”) tion, productivity loss and harmful attrition. This paper is based on a multiyear collaborative re- Since the 1998 publication of McKinsey’s “ War search project on global for Talent” study,2 many managers have considered The inclusive approach. Some companies prefer talent management prac- talent management synonymous with human capi- a more inclusive approach and attempt to address tices and principles by an international team of re- tal management. Among the companies we studied, the needs of employees at all levels of the organi- searchers from INSEAD, there were two distinct views on how best to evalu- zation.5 For example, when asked how Shell defined Cornell, Cambridge and ate and manage talent. One group assumed that talent, Shell’s new head of talent management re- Tilburg universities. The some employees had more “value” or “potential” plied, “I don’t have a definition yet. However, I can research looked at 33 multinational , than others, and that, as a result, companies should assure you that my definition will make it possible headquartered in 11 coun- focus the lion’s share of corporate attention and re- for any individual employed by Shell at any level to tries, and examined 18 sources on them; the second group had a more have the potential to be considered talent.” Under companies in depth. We selected the case compa- inclusive view, believing that too much emphasis an inclusive approach, talent management tactics nies based on their superior on the top players could damage morale and hurt used for different groups are based on an assess- performance and opportunities to achieve broader gains. ment of how best to leverage the value that each reputations as employers, group of employees can bring to the company.6 as defined through Fortune listings and equivalent The differentiated approach. Although the practice The two philosophies of talent management are rankings (e.g., the “Best of sorting employees based on their performance and not mutually exclusive — many of the companies Companies for ” potential has generated criticism,3 many companies we studied use a combination of both. Depending by the Hay Group and Chief Executive magazine). in our study placed heavy emphasis on high-potential on the specific talent pool (such as senior executive, The case study inter- employees. Companies favoring this approach fo- technical expert and early career high-potential), views were semi-structured, cused most of the rewards, incentives and attention there will usually be different career paths and de- covering questions about the business context, talent on their top talent (“A players”); gave less recog nition, velopment strategies. A hybrid approach allows for management practices and financial rewards and development attention to the differentiation, and it skirts the controversial issue HR function. We interviewed bulk of the other employ ees (“B players”); and worked of whether some employee groups are intrinsically HR professionals and man- aggressively to weed out employees who didn’t meet more valuable than others. agers and also a sample of executives and line manag- performance expectations and were deemed to have ers in an effort to understand little potential (“C players”).4 This approach has What We Found the ways companies source, been popularized by General Electric’s “vitality As we looked at the array of talent management attract, select, develop, promote and move high- curve,” which differentiates between the top 20%, practices in the 18 companies we studied, we asked potential employees through the middle 70% and the bottom 10%. The actual interviewees why they thought their company’s in- the organization. A second definition of “high potential” tends to vary from dividual practices were effective and valuable. Their stage of research consisted of a Web-based survey of company to company, but many factor in the em- responses helped us to formulate six core princi- 20 companies. The survey ployee’s cultural fit and values. Novartis, the Swiss ples. We recognize that adopting a set of principles contained items on six key pharmaceutical company, for example, looks at rather than best practices challenges current think- talent management practice whether someone displays the key values and behav- ing. But best practices are only “best” in the context areas (staffing, training and development, appraisal, iors the company wants in its future leaders. for which they were designed. The principles, on rewards, employee rela- The percentage of employees included in the the other hand, have broad application. tions, and leadership and high-potential group also differs across companies. succession) and the HR delivery mechanisms For example, Unilever, the Anglo-Dutch consumer Principle 1: Alignment With Strategy (including the use and ef- products company, puts 15% of employees from Corporate strategy is the natural starting point for fectiveness of outsourcing, each management level in its high-potential cate- thinking about talent management. Given the com- shared services, Web-based gory each year, expecting that they will move to the pany’s strategy, what kind of talent do we need? For HR, off-shoring and on- shoring). Ultimately, we next management level within five years. Other example, GE’s growth strategy is based on five pillars: received a total of 263 companies are more selective. Infosys, a global technological leadership, services acceleration, en- complete surveys from technology services company headquartered in during customer relationships, resource allocation the Americas, Asia-Pacific, Europe, the Middle East Bangalore, India, limits the high-potential pool to and globalization. But GE’s top management under- and Africa. less than 3% of the total work force in an effort to stands that implementing these initiatives may have

26 MIT SLOAN MANAGEMENT REVIEW WINTER 2012 SLOANREVIEW.MIT.EDU less to do with strategic planning than with attract- THE TALENT MANAGEMENT WHEEL ing, recruiting, developing and deploying the right The Talent Management Wheel divides the important elements of talent management into two: talent management practices (shown in the outer people to drive the effort. According to CEO Jeffrey ring) and guiding principles (the inner ring). The six guiding principles apply Immelt, the company’s talent is equally to each of the individual talent management practices. its most powerful implementation tool.7 For instance, to support a renewed focus on technological leader- Talent Management Performance Practices Management ship and innovation, GE began targeting technology skills as a key development requirement during its Development Guiding Principles annual organizational and individual review process, and Training Internal Management which GE calls Session C. In all business segments, a Consistency Involvement Retention full block of time was allocated to a review of the business’s engineering pipeline, the organizational Employer Alignment Talent Branding structure of its engineering function and an evalua- With Strategy Definition Through Differentiation tion of the potential of engineering talent. In response to Immelt’s concern that technology-oriented man- Balancing and Selection Cultural agers were underrepresented in GE’s senior Embeddedness Global and Local Needs Compensation management ranks, the Session C reviews moved and Rewards more engineers into GE’s senior executive band. Tal- ent management practices also helped to drive and Talent Review implement GE’s other strategic priorities (for exam- ple, establishing a more diverse and internationally experienced management cadre). management capability and overall changes to the In a similar vein, a recent survey of chief human mind-set of line managers and employees. resource officers of large multinationals highlighted another approach to aligning talent management Principle 2: Internal Consistency with the business strategy. One HR director wrote: Implementing practices in isolation may not work and can actually be counterproductive. The principle We have integrated our talent management pro- of internal consistency refers to the way the compa- cesses with the business planning process. As each ny’s talent management practices fit with each other. major business area discusses and sets their Our study shows that consistency is crucial. For ex- three-year business goals, they will also be setting ample, if an organization invests significantly in their three-year goals and em- developing and training high-potential individuals, bedding those human capital goals within their it should emphasize employee retention, competi- . Achievement of these goals will be tive compensation and career management. It also tracked through our management processes.8 should empower employees to contribute to the or- ganization and reward them for initiative. Strategic flexibility is important, and organiza- Such combinations of practices will lead to a tions must be able to adapt to changing business whole that is more than the sum of its parts. There conditions and revamp their talent approach when should also be continuity over time. As one manager necessary. For example, Oracle, the hardware and at Siemens remarked, “What gives Siemens the edge software systems company, found that its objective is the monitoring of consistency between systems: goal-setting and performance appraisal process was the processes and the metrics must make sense to- no longer adequate. Management wanted to add gether.” For example, one Siemens division has tied some nonfinancial and behavior-based measures everything related to talent management together in to encourage people to focus on team targets, lead- such a way that internal consistency among the vari- ership goals and governance. This necessitated a ous HR elements is virtually guaranteed. The significant overhaul of Oracle’s existing perfor- division recruits 10 to 12 graduates per year, assigns mance management systems, investment in line the new hires to a learning campus (a network for

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top new graduates within the division) and assesses IKEA, the Sweden-based furniture retailer, for ex- them at the development center. Later, the desig- ample, selects applicants using tools that focus on nated employees go through a leadership quality values and cultural fit. Its standard questionnaire analysis and review procedure, including feedback downplays skills, experience or academic credentials and performance appraisal, and become part of the and instead explores the job applicants’ values and mentoring program led by top managers. The whole beliefs, which become the basis for screening, inter- process is continuously monitored through reviews viewing, and training and development. Later, when and linked to the company’s reward systems. employees apply internally for leadership positions, BAE Systems, the defense and security company, the main focus is once again on values in an effort to places a similar emphasis on consistency. From the ensure consistency. IBM likewise subscribes to a time prospective managers arrive at the company, or strong values-based approach to HR. Not only does upon their designation as a member of the leadership IBM hire and promote based on values; it regularly cadre, they are continuously tracked for development engages employees to ensure that employee values purposes. Drawing upon data from 360-degree ap- are consistent throughout the company. It does this praisals, behavioral performance feedback and through “ValuesJam”11 sessions and regular em- executive evaluations of their input to the business ployee health index surveys. The jam sessions provide planning process, managers participate in leadership time to debate and consider the fundamentals of the development programs that target the specific needs values in an effort to make sure that they are not per- revealed by the leadership assessments. ceived as being imposed from the top. The emphasis on consistency is also paramount We found that a strong emphasis on cultural fit at IBM, which works hard to assure that its people and values was common among successful global management systems are consistent across its sub- companies. In evaluating entry-level job applica- sidiaries. To achieve this alignment, IBM combines tions, Infosys is willing to off some immediate qualitative and quantitative data collected quarterly skill requirements for a specific job in favor of good to ensure that its practices are consistently intro- cultural fit, the right attitude and what it refers to as duced and implemented. The company also conducts “learnability.” In addition to evaluating the appli- an HR customer satisfaction survey twice a year to cant’s college record, Infosys puts applicants through learn how employees are responding to the programs an analytical and aptitude test, followed by an exten- The furniture retailer IKEA and to detect areas of employee dissatisfaction. sive interview to assess cultural fit and compatibility selects applicants using tools that focus on values with the company’s values. and cultural fit. Principle 3: Cultural Embeddedness Rather than selecting employees for attitude and Many successful companies consider their corporate cultural fit, a more common approach to promoting culture as a source of sustainable competitive advan- the organization’s core values and behavioral stan- tage. They make deliberate efforts to integrate their dards is through secondary socialization and training. stated core values and business principles into talent Standardized induction programs, often accompa- management processes such as hiring methods, leader- nied by individualized coaching or mentoring ship development activities, activities, were widely used among the companies that systems, and compensation and benefits programs.9 we studied. We found that leading companies used For example, whereas companies have traditionally fo- training and development not only to improve em- cused on job-related skills and experience to select ployee skills and knowledge but also to manage and people, some multinationals we studied have expanded reinforce culture. For example, Samsung, the Korea- their selection criteria to include cultural fit. These based semiconductor and mobile phone maker, has companies assess applicants’ personalities and values to specifically geared its training program to provide its determine whether they will be compatible with the employees worldwide with background on the com- corporate culture; the assumption is that formal quali- pany’s philosophy, values, management principles fications are not always the best predictors of and employee ethics, regardless of where the employ- performance and retention, and that skills are easier to ees are located. Management’s goal is not to freeze the develop than personality traits, attitudes and values.10 existing culture but to have an effective means of sup-

28 MIT SLOAN MANAGEMENT REVIEW WINTER 2012 SLOANREVIEW.MIT.EDU porting change. Several years ago, Samsung’s top Principle 4: Management management came to realize that in order to become a Involvement design-driven company, it needed to let go of its tradi- Successful companies know that the talent manage- tional, hierarchical culture and embrace a culture that ment process needs to have broad ownership — not promotes creativity, empowerment and open com- just by HR, but by managers at all levels, including munication. By encouraging young designers and the CEO. Senior leaders need to be actively involved managers to challenge their superiors and share their in the talent management process and make recruit- ideas more freely, it hopes to make the transition. ment, succession planning, leadership development In addition to inculcating core values into young and retention of key employees their top priorities. leaders, successful companies often make focused ef- They must be willing to devote a significant amount forts to adapt their talent management practices to the of their time to these activities. A.G. Lafley, former needs of a changing work force.12 Consider the grow- CEO of Procter & Gamble, claims he used to spend ing interest in healthy work-life balance. As the one-third to one-half of his time developing talent. number of employees seeking balance between their He was convinced that “[n]othing I do will have a personal and professional lives has increased, more more enduring impact on P&G’s long-term success companies have begun to offer flexible working ar- than helping to develop other leaders.”14 rangements in an effort to attract the best talent and However, that level of executive commitment is retain high-potential employees. For example, Accen- rare. In a recent survey of chief human resource offi- ture, the consulting and technology services firm, has cers at U.S. Fortune 200 companies, one respondent a work-life balance program that was initially aimed lamented that the most difficult aspect of the role was at the career challenges faced by women, but it has since made it available to men as well; among other creating a true sense of ownership among the se- things, the program features flextime, job sharing, nior leaders regarding their roles as “chief talent telecommuting and “flybacks” for people working officer”; recognizing that having the right people away from their home location.13 The program has al- in critical leadership roles is not an HR thing or lowed Accenture to significantly reduce its turnover responsibility, but rather, it is a business impera- rate among women while also increasing its number tive and must be truly owned by the leaders of of female partners. Internal surveys show that team the respective businesses/functions…. Creating productivity, job satisfaction and personal motivation this type of mindset around leadership and tal- among women have improved substantially. Although ent is the biggest challenge I face.15 the number of companies offering such programs is still relatively small, the ranks are growing. One of the most potent tools companies can use Consistent with an increased emphasis on val- to develop leaders is to involve line managers. It ues, some companies have introduced what might means getting them to play a key role in the recruit- be called “values-based” performance management ment of talent and then making them accountable systems: They assess high-potential employees not for developing the skills and knowledge of their em- only according to what they achieve but also on ployees. Unilever, for example, believes in recruiting how they reflect or exemplify shared values. BT, the only the very best people. To make this happen, top- British telecommunications giant, has imple- level managers must make time for interviews, even mented a performance management system that in the face of all their other responsibilities. Line looks at employees on two dimensions: the extent managers can contribute by acting as coaches or to which they achieve their individual performance mentors, providing job-shadowing opportunities objectives, and the values and behaviors they dis- and encouraging talented employees to move around played to deliver the results. The combined ratings within the organization for career development. influence a manager’s variable pay. Other compa- The responsibility for talent development extends nies, too, are realizing the importance of balancing beyond managers. Employees need to play an active financial success with goals such as sustainability, part themselves by seeking out challenging assign- compliance or social responsibility. ments, cross-functional projects and new positions.

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However, our survey finds that job rotations across need to allow local subsidiaries to adapt that template functions or business units are not very common. Al- to their specific circumstances.20 though HR managers in our survey saw value in job Most companies in our sample have introduced rotations and new assignments for career develop- global performance standards, supported by global ment, many companies lack the ability to implement leadership competency profiles and standardized them. A possible explanation is the tendency of man- performance appraisal tools and processes. Activities agers to focus on the interests of their own units that are seen as less directly linked with the overall rather than the whole organization;16 this narrowness strategy of the and/or where local insti- may hinder talent mobility and undermine the effec- tutional and cultural considerations are viewed as tiveness of job rotation as a career development tool. crucial (for example, training and compensation of A McKinsey study found that more than 50% of local staff) continue to be more at the discretion of CEOs, business unit leaders and HR executives inter- local management. At IBM, for example, foreign viewed believed that insular thinking and a lack of subsidiaries have no choice about whether to use the prevented their talent management performance management system; it is used world- programs from delivering .17 wide with only minor adaptations. But subsidiaries may develop other policies and practices to address Principle 5: Balance of Global local conditions and cultural norms. and Local Needs While locally adapted approaches create oppor- For operating in multiple countries, cul- tunities for diverse talent pools, they limit a tures and institutional environments, talent company’s ability to build on its global learning in management is complicated. Companies need to figure hiring, assessing, developing and retaining top out how to respond to local demands while maintain- global talent. This requires more integration across ing a coherent HR strategy and management business units. One company in our study didn’t approach.18 Among the companies we studied, there coordinate hiring and development efforts across was no single strategy. For example, Oracle emphasized its different divisions, so even though it had diverse global integration, with a high degree of centralization talent pools, it wasn’t able to take advantage of and little local discretion. Matsushita, meanwhile, fo- cross-learning opportunities. Shell, on the other cused on responsiveness to local conditions and hand, has come to embrace HR policy replication allowed local operations to be highly autonomous. across divisions over innovation. Companies that A company’s decision about how much local con- find a balance between global standardization and trol to allow depends partly on the industry; for integration and local implementation have the best instance, consumer products need to be more attuned of both worlds. They can align their talent manage- to the local market than pharmaceuticals or soft- ment practices with both local and global needs, ware.19 Furthermore, rather than being static, a resulting in a deep, diverse talent pool. company’s position may evolve over time in response to internal and external pressures. Our study suggests Principle 6: Employer Branding that many companies are moving toward greater inte- Through Differentiation gration and global standards while simultaneously Attracting talent means marketing the corporation continuing to experience pressure to adapt and make to people who will fulfill its talent requirements. In decisions at local levels. For example, Rolls Royce has order to attract employees with the right skills and global standards for process excellence, supported by attitudes, companies need to find ways to differenti- a global set of shared values and a global talent pool ate themselves from their competitors.21 P&G, for approach for senior executives and high potentials. At example, was in one year able to attract about the same time, it has to comply with local institutional 600,000 applicants worldwide — of whom it hired demands and build local talent pools. Clearly, the about 2,700 — by emphasizing opportunities for challenge for most companies is to be both global and long-term careers and promotion from within. local at the same time. Companies need a global tem- The companies in our study differed considerably plate for talent management to ensure consistency but in how they resolve the tension between maintaining

30 MIT SLOAN MANAGEMENT REVIEW WINTER 2012 SLOANREVIEW.MIT.EDU a consistent brand identity across business units of an ongoing effort to make the company more at- and regions and responding to local demands. tractive to potential candidates outside of India and Shell, for example, uses one global brand for HR ex- to tap into the worldwide talent pool. cellence and several global practices or processes One way companies are trying to get an edge on for all its businesses. The brand highlights talent as competitors in attracting talent is by stressing their Shell’s top priority; each business is then able to corporate social responsibility activities. Glaxo- take that global brand and apply it locally. This SmithKline, the pharmaceutical giant, offers an means that rather than having all branding efforts excellent case in point. The company capitalizes on coming from corporate headquarters, each subsid- its employment brand and reputation through reg- iary receives its own resources to build the brand in ular news releases and media events at key accordance with the local market demands and the recruitment locations. Former CEO Jean-Pierre need for differentiation. Garnier stressed the importance of GSK’s philan- Intel takes a different approach. It positions many thropic activities in increasing the attractiveness of of its top-level recruiters outside the United States to the company among potential recruits and provid- ensure that the Intel brand is promoted worldwide. ing an inspiring mission to the employees: For instance, Intel has recently set up a large produc- tion facility in Vietnam. To staff the operation, the GSK is big in philanthropic undertakings; we company sent a top-level HR manager from its Cali- spend a lot of money with a very specific goal in fornia corporate office to build local awareness of mind, such as eradicating a disease. … [O]ur Intel as an employer. “Hiring top talent, no matter scientists, who are often very idealistic, follow where we are, is top priority for Intel,” the manager this like an adventure. It can make the difference explained. To accomplish this, Intel has become in- when they have to choose companies — they volved with local governments and universities to might pick us because of the effort we make to advance education and computer literacy. Such in- provide drugs to the greatest number of people vestments may not pay off immediately, but they put regardless of their economic status.22 roots in the ground in countries that see hundreds of foreign companies come and go each year. While some of the leading companies in our Shell uses one global brand for HR excellence; Infosys has also taken significant steps to in- study see corporate social responsibility as an inte- each business is then crease its name recognition, improve its brand gral part of their talent management and branding able to take that global brand and apply it locally. attraction and fill its talent pipeline by combining activities, others consider improved brand attraction global branding activities with efforts in local com- as a welcome result of their philanthropic activities. munities. For example, the company initiated a “Catch Them Young” program in India that trains A Convergence of Practices students for a month; the students are then invited In addition to adhering to a common set of talent to work for Infosys on a two-month project. In management principles, leading companies follow rural areas, Infosys offers computer awareness pro- many of the same talent-related practices. Although grams in local languages to help schoolchildren our survey showed that global corporations con- become more comfortable with high-tech equip- tinue to use overall HR management systems that ment. Although not initially directed at recruitment align with their cultures and strategic objectives, the and branding, the program has been an effective companies are becoming more similar — and also strategy for enlarging the pool of IT-literate and more sophisticated — in how they manage talent. Infosys-devoted students in India, which may even- Several factors seem to be driving the convergence. tually make it easier to find talented software First, companies compete for the same talent pool, engineers. Infosys’s global internship program, especially graduates of schools called InStep, however, is central to the company’s and top universities. Second, the trend toward greater employee branding effort: It invites students from global integration23 means that companies want to top universities around the world to spend three standardize their approaches to talent recruitment, months at the Infosys Bangalore campus. It is part development and management to ensure internal

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consistency. And third, the visibility and success of 4. Chambers, “The War for Talent.” companies such as GE, amplified by commentary by 5. M.A. Huselid, R.W. Beatty and B. Becker, “The Differen- high-profile consulting firms and business publica- tiated Workforce” (Boston: Harvard Business Press, 2009). tions, have led to widespread imitation. 6. R.S. Schuler, S.E. Jackson and I. Tarique, “Interna- tional HRM: A North America Perspective, a Thematic Yet, as we noted earlier, best practices are only Update and Suggestions for Future Research,” Interna- “best” when they’re applied in a given context; what tional Journal of Human (May works for one company may not work in another. 2007): 15-43. Indeed, the need for alignment — internally across 7. C.A. Bartlett and A.N. McLean, “GE’s Talent Machine: The Making of a CEO,” Harvard Case no. practices, as well as with the strategy, culture and 9-304-049 (Boston: Harvard Business School Publishing, external environment — has profound implica- 2006). tions for talent management. Even with the global 8. P. Wright and M. Stewart, “From Bunker to Building: convergence in terms of the practices used, compa- Results of the 2010 Cornell/CAHRS Chief Human Re- source Officer Survey,” www.ilr.cornell.edu/cahrs. nies cannot simply mimic top performers. They 9. J.A. Chatman and S.E. Cha, “Leading by Leveraging Cul- need to adapt talent management practices to their ture,” California Management Review 45 (2003): 20-34. own strategy and circumstances and align them 10. J. Pfeffer and J.F. Veiga, “Putting People First for closely with their leadership philosophy and value Organizational Success,” Academy of Management system, while at the same time finding ways to dif- Executive 13 (1999): 37-49. ferentiate themselves from their competitors. 11. S. Palmisano, “Leading Change When Business Is Multinational corporations that excel in managing Good,” Harvard Business Review (December 2004): 60-70. talent are likely to retain a competitive edge. 12. T.J. Erickson, “Gen Y in the Workforce,” Harvard Busi- ness Review (February 2009): 43-49. 13. G.K. Stahl and I. Björkman, “Winning the War for Tal- Günter K. Stahl is a professor of international manage- ent: Accenture’s Great Place to Work for Women ment at WU Vienna and adjunct professor of organi- Strategy,” unpublished INSEAD case study. zational behavior at INSEAD. Ingmar Björkman is a professor at Aalto University School of and 14. W.J. Holstein, “Best Companies for Leaders: P&G’s Hanken School of Economics in Finland. Elaine Farndale A.G. Lafley Is No. 1 for 2005,” Chief Executive (Novem- is an assistant professor of labor studies and employ- ber 2005): 16-20. ment relations at Pennsylvania State University and an 15. Wright, “From Bunker to Building.” assistant professor at Tilburg University in the Nether- lands. Shad S. Morris is an assistant professor of man- 16. E. Farndale, H. Scullion and P. Sparrow, “The Role of agement and at the Fisher College the Corporate HR Function in Global Talent Management,” of Business at Ohio State University. Jaap Paauwe is a Journal of World Business 45, no. 2 (2010): 161-168. professor of human resources at Tilburg University and 17. M. Guthridge, A.B. Komm and E. Lawson, “The Peo- Erasmus University Rotterdam in the Netherlands. Philip ple Problem in Talent Management,” McKinsey Quarterly Stiles is a senior lecturer at Judge Business School at the 2 (2006): 6-8. University of Cambridge in the United Kingdom. Jona- 18. P.M. Rosenzweig and N. 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