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Asia Talent Plan Phase 1 – ISMO Summary

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

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Asia Talent Plan Phase 1 – ISMO Summary

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  1. Asia Talent Plan Phase 1 – ISMO Summary

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

  3. Summary of ISMO Asia Talent: • In China out of 40 identified local talents, 14 have been nominated for the Asia Talent Plan. • In Japan out of 30 identified local talents, 9 have been nominated for the Asia Talent Plan. • Both, Japan and China run an in depth talent identification process lower down in the organisation • A rigorous assessment and validation process was conducted with input from line management and HR which included confirmation mobility for prioritised talent. • Prioritised talent have been identified primarily from Commercial with small numbers from enabling functions like Finance and HR.

  4. Summary of ISMO Asia Talent • Japan • Please note, Japan will deliver app. 10 additional nominees for the ATP in September

  5. Summary of ISMO Asia Talent China

  6. ISMO Key trends and cost summary • Key development trends: • Strategic and global know how: strategic thinking and judgment at higher level, as well as understanding of global processes in AZ (GM) • Management skills: need for demonstration of strong people leadership while dealing with organizational complexity and management of a bigger teams • Marketing skills: need for exposure to robust, mature marketing systems and practices • Total investment required for development interventions: this includes the cost of international assignments and external/internal development activity - TBD • Risk assessment summary: • Currently no significant retention risks, however need to manage retention for returning International Assignees • General: need to ensure that line managers of talent have strong coaching capabilities and are prioritising coaching of identified talent

  7. 2008 2009 2010 2011 2012 • ISMO International Assignments planning – Japan • 8 IAs: 5 for 2 years, 3 for 3 years 2008 2009 2010 2011 2012 2013 Yoshiyuki Hano Hitoshi Ishigaki Ichiro Kosen Shinichiro Morita Atsushi Ota Katsuyoshi Kii Tomonori Yamasaki Makoto Naiki

  8. 2008 2009 2010 2011 2012 2013 Guohong Shan Xiolan Zhou Wayne Shi Lily Don White Wang Lingyan Zhang Laurence Huang Jasmine Zhong Eva Yin Steffi Li ISMO International Assignments planning – China 4 IAs for 2 years 3 IAs for 1 year Martin: please confirm costs for Steffi, Eva, and Jasmine are for 1 yr. (should these be considered SIAs since they are 9-12 months?) 3 SIAs for 6-9 mos. (in yellow) Martin please confirm SIAs and costs for White, Lingyan, Xiolan

  9. Asia Succession Planning and External Sourcing ISMO • Japan • Culturally – seniority – longer development horizon –stable workforce • No vacancy in current MCP -1 or -2 positions, except for CFO where are concrete internal and external recruitments activities are ongoing • External strategic search conducted to identify RN/RL candidates forr Oncology and Primary Care VP roles. 2 Ready later candidates were identified. • China • Higher pace of development, shorter devl steps, higher retentions risk • Strategic recruitment for Clinical Research Development and Public relations has been conducted. Both areas have been identified as key roles for the success in this changing environment • Key point • Indentify more Ready Now candidates internally and externally for senior management positions • Clear accountability for the execution and monitoring of the process

  10. Appendix

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