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Global Talent Management

at
HSBC

Contents
Brief Outlook
Introduction Key people History

Talent Management at HSBC


Managing growth
Identify the Senior Business Manager talent pool Expand the talent pool beyond the senior manager level Implement development programs Establishing the Employee Value Proposition

Talent Management
Talent Talented people Talent Management Need Structure Model

Brief Outlook

Introduction
Established in 1865 to finance the growing trade between China and Europe One of the largest banking and financial services organizations in the world Headquartered in London 8,000 offices in 88 countries Area served : worldwide

Introduction

Headquarters: 8 Canada Square, Canary Wharf, London, United Kingdom

Key People

Founder: Sir Thomas Sutherland

Group Chairman: Douglas Flint

Group Chief Executive: Stuart Gulliver

History
Established in Hong Kong in 1865 Opened a branch in Shanghai in 1865 Opened a branch in Japan in 1866 Disruption due to The First World War Return to prosperity in 1920 Disruption due to The Second World War

Opened a branch in Thailand in 1888

Talent Management

Talent
Talent is the sum of a persons abilities, his skills, intelligence, attitude, ability to learn & grow.

Talented People
They regularly demonstrate exceptional ability and achievement over a range of activities

They have transferable high competence They are high impact people who can deal with complexity

Talent Management
The purpose of TM is to ensure that the right supply of talented workforce is ready to realize the strategic goals of the organization both today and in the future. Talent management includes a series of integrated systems of recruiting, performance management, maximizing employee potential, retaining people with desired skills and aptitude.

Talent Management
TALENT= COMPETENCE + COMMITMENT + CONTRIBUTION Being competent is not only enough The competent person should be committed to the causes and goals of the organization

And should be able and willing to contribute to the success of the organization

Need
To compete effectively in a complex and dynamic environment to achieve sustainable growth To develop leaders for tomorrow from within an organization

To maximize employee performance as a unique source of competitive advantage


To empower employees: Cut down on high turnover rates Reduce the cost of constantly hiring new people to train

Talent Management System


Implementation program of the talent strategy which has a set of processes and procedures assessment tools multi-rater assessment diagnostic tools monitoring processes

Talent Management Model

Talent Management at

Managing Growth
Global talent management process
Identify the Senior Business Manager talent pool Expand the talent pool beyond the senior manager level Implement development programs Establishing the Employee Value Proposition

Identify the Senior Business Manager Talent Pool


Identify the core capabilities
6 core capabilities 1. Driving business vision & brand 2. Commercial judgment 3. Leading performance 4. Customer drive 5. Working with others 6. Drive commitment & personal development

Assess the talent pools


Additional assessment 1. Capability 2. Performance 3. Individual aspiration Core Values 1. Integrity 2. Commitment 3. Diversity

Expand the Talent Pool

Implement Development Programs


Development programs focused on 6 core capabilities Tailored development options coaching and executive training

Leadership development programs were based on companys vision, brand and core capabilities
Emphasis on sales & relationship management skills Development programs were created in collaboration with leading business schools

Employee Value Proposition


4 key areas: Reward & Recognition Work Environment Career & Development Work life Balance

Thank You
Presented by: Megha Dua Sanjana Sen

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