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Asia Talent Plan Phase 1 – Operations Summary

Asia Talent Plan Phase 1 – Operations Summary. Contents : Summary of Operations Asia Talent Key trends Cost Summary International Assignments planning Succession Planning and External Sourcing Appendix. Summary of Operations Asia Talent

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Asia Talent Plan Phase 1 – Operations Summary

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  1. Asia Talent Plan Phase 1 – Operations Summary

  2. Contents: • Summary of Operations Asia Talent • Key trends • Cost Summary • International Assignments planning • Succession Planning and External Sourcing • Appendix

  3. Summary of Operations Asia Talent Following the conclusion of the ASIA Pacific Supply Region’s talent review the following 6 candidates were identified and supported by the Regional VP and Operations Supply Leaders for China and Japan as the focus of our priority talent plan in Asia. All are members of the Operations Functional talent pool.

  4. Operations Key trends & Cost Summary • Key development trends: • In Operations the following areas were highlighted as priority development areas: • Knowledge of the global organisation – building knowledge around how the overall global Supply Chain network and AZ organisation operates • Leadership –understanding and working with different cultures and learning how to influence to get things done in the global organisation. Setting a clear strategic direction and managing delivery through others in a matrix organisation. • Professional skills/knowledge development – Development of professional expertise through exposure and experience of working in other parts of the organisation that have a broader or more complex scope of activities requiring a more diverse and in-depth level of knowledge. • Total investment required for development interventions: • This includes the cost of international assignments and external/internal development activity - $2.7m • Risk assessment summary: • Only one individual has a high risk associated with them, these risks are around retention and plans are in place to mitigate these risks. • However need to manage retention risk for all returning International Assignees to ensure that we gain full ROI versus assignment experience and costs. In support of this we need to ensure that line managers of talent have strong coaching capabilities and are prioritising coaching of identified talent

  5. Operations Cost Summary Total Cost for all development of individuals in ATP = $2,752,200

  6. 2008 2009 2010 2011 2012 Operations International Assignments planning This slide is designed to show the number of international assignments that are being projected over the coming years J.Yuan J.Yuan H.Jie H.Jie L.Yuan L.Yuan X.Zhijian

  7. Asia Succession Planning and External Sourcing Operations • Japan • Culturally – seniority – longer development horizon –stable workforce • Potential retention risk linked to the Japan VP successor relating to commute, currently travels 2 hrs each way and could potentially look to leave. Development of Senior QA skills with understanding of global compliance environment in the site is being supported by the placement of a QA IA from Sweden Operations. However, succession gap may require external hire to plug the pipline. • China • Higher pace of development, shorter development steps, higher retentions risk. Increase in western investment and start-up activities is seeing AZ being targeted for experienced well developed employees. • Key point • Indentify more Ready Now candidates internally and externally for senior management positions • Clear accountability for the execution and monitoring of the the resource planning process

  8. Appendix: • To include: • All Individual Development Profiles • Any other relevant insight that you have gathered

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