Having management that is representative of the workforce and the marketplace will make your company more competitive. Our web seminar on succession planning featured three companies that have proven results in maintaining a successful talent pipeline.
The presenters—David Casey, Vice President of Workforce Strategies and Chief Diversity Officer, CVS Caremark; Susan Autera, Director, Business & Technical Leadership, and Shivani Kathuria, Business & Technical Leadership Partner, IBM; and Christine Talbot, Vice President, Human Resources, and Barry Myers, Director, National Leadership Development, Kaiser Permanente—discussed:
- How CVS Caremark Tracks Talent Development: the company's nine-box talent matrix rates employees' current performance and future potential. The goal is to have a diverse in-house slate for higher-level openings.
- Why IBM Promotes Learning From Leaders: Rather than a traditional mentoring program, female high-potentials interview women senior executives in an effort to understand and document their career journeys. The company then tries to replicate recurring themes to accelerate the careers of its future women leaders.
- How Kaiser Permanente Sets High Standards: To make sure that high-potentials have the right tools to take on leadership roles, Kaiser has four management-development programs, including a Diversity Leadership Program that pairs executives and mentees.
Takeaways include: How to on-board of new hires to improve retention, set requirements for diverse candidate slates, use your executive diversity council to set diversity goals, and get senior-level executives involved in cross-cultural mentoring.
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