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Employee performance can be improved by focusing on careers and

talent management
Submitted By:

Kazi Iftahaz Ahmed 1030239530
Sabrina Humayun Upoma 1110574030
Sharmin Sultana 1020846530
Md.Washim Ahmed 1020963030
Rabeya Sultana 1120284530
Ahsan Zaman 1030211530

Submitted To:
Jashim Uddin
Lecturer
North South University
Date of Submision: 9
th
December 2012

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Table of Contents
SL NO. Topic Page
1. Abstract 3
2. I ntroduction 4
3. Career and Talent management literature 4-8
4. Role of career and talent management in creating
skilled and knowledgeable workforce
9-16
5. I ndividual level outcomes career and talent
management
17-19
6. Literature gap 19
7. Methodology 19
8. BAT Bangladesh: Organizational overview 20-24
9. Career and talent management in BAT 25-26
10. Transfer of career and talent management for
creating Skilled and knowledgeable workforce in
BAT
26-27
11. Career and talent management evaluation process
of BAT
27-31
12. Discussion 31
13. Conclusion 34
14. References 35-



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Abstract

In Modern world Todays Business are ongoing changes. It requires new
knowledge and skills as a means of knowledge innovation. Now this knowledge is
transfer into the workplace by the fact of increase knowledgeable workplace in
order to remain competitive market and business sustainability. Career and Talent
management are one of the important buzzword of modern HR. It creates the
ability of knowledge and transfer into skilled and knowledgeable workforce. In
contrary the scenario of the modern world there are lot of surrounding
circumstance factors based on Talent management and it cant be judged properly
without proper evidence. By considering this fact this research paper emphasizes
the similarities and dissimilarities between the theoretical facts of career and Talent
management. We found new opportunities on this research paper. There are some
limitations which we are not found properly. This paper occupy a judgmental
approach to case study of a multinational corporation to demonstrate a broader
perspective of viewing the role of career and talent management in creating skilled
and knowledgeable workforce in an emerging economy.






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Introduction
Competition for good employee and talent is likely to intensify as international
companies increase their overseas footprint. Therefore, it will be critical for
businesses of British American Tobacco (BAT) to build a strong and clearly
differentiated reputation as an employer.
Increasingly, people want to work for businesses with strong sustainability
credentials, so management of BAT need to ensure that the group of existing
talented employees continues to stand out in this area. Ensuring their workforce
shares in the success of a sustainable business will help BAT to attract the best
people wherever they operate.
Career and Talent management Literature
This section we mainly focus on career and talent management literature. In order
to do so career and talent management create skilled and knowledgeable workforce
individual level of outcomes from career and talent management organization
outcome that we discussed with stiffness.




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Career and Talent Management
A perfunctory review of the career and talent management literature exposes a
degree of debate as to the conceptual boundaries of the topic. Career consist a level
of responsibility, status, power and reward (s.chand). A career is a sequence of
separate but related to work activities that provide continuity order and meaning in
a persons (Flippo).Whether talent management is a process of planning, recruiting,
developing, managing, and compensating employees throughout the organization.
But main thing driving the talent management is the availability of new talent
management information system. Its a sense of career management from
employees point of view (Garry Dessler). Indeed, Aston and Morton (2005: 30)
noted that there ...isnt a single consistent or comprehensive definition of talent
management. Notwithstanding this criticism, Lewis and Heckman (2006)
identified three key streams of thought around the concept of talent management.
First, those who merely substitute the label of talent management for HRM.
Studies in this convention often limit their concentrate to particular HR practices
such as recruitment, leadership development, succession planning and the like. The
contribution of this literature is relatively limited beyond the strategic HR
literature, as it largely amounts to a rebranding of HRM. A second shore of
literature emphasizes the development of talent pools focusing on projecting
employee/staffing needs and managing the progression of employees through
positions (Lewis and Heckman, 2006: 140). Studies in this tradition typically
build on earlier research in the manpower planning or succession planning
literatures. While adopting a relatively narrow focus, studies in this tradition at
least provide a degree of differentiation as to what talent management is vis--vis
HRM. The third stream focuses on the management of talented people. This

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literature argues that all roles within the organization should be filled with A
performers, referred to as top grading (Smart, 1999) and emphasizes the
management of C players, or consistently poor performers, out of the
organization (Michaels, Hadfield-Jones and Axelrod, 2001). While the third
approach is highly influential, we recognize limitations to this approach and argue
it is neither desirable nor appropriate to fill all positions within the organization
with top performers. Equally, if the talent management system is applied to all of
an organizations employees (i.e. including poor performers as well as top
performing employees), it is difficult to differentiate talent management from
formal human resource management.
In augmentation to the above three streams of thought about talent management,
we recognize and add an emerging fourth stream which emphasizes the
identification of key positions which have the potential to differentially impact the
competitive advantage of the firm (Boudreau and Ramstad, 2005; Hulesid et al.,
2005). The starting point here is identification of key positions rather than talented
individuals. This latter approach informs our theoretical development. In this
regard our theoretical orientation resonates with Boudreau and Ramstads (2007)
differentiation between talent management as a decision science and traditional HR
plans and strategies. Therefore, as noted above, we view an organizational talent
management strategy as activities and processes that involve the systematic
identification of key positions which differentially contribute to the organizations
sustainable competitive advantage, the development of a talent pool of high
potential and high performing incumbents to fill these roles, and the development
of a differentiated human resource architecture to facilitate filling these positions
with competent incumbents and to ensure their continued commitment to the

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organization. Our definition is premised on the idea that the starting point for any
talent management system should be the systematic identification of the key
positions which differentially contribute to an organizations sustainable
competitive advantage. This is consistent with an increasing recognition that there
should be a greater degree of differentiation of roles within organizations, with a
greater focus on strategic over non-strategic jobs (Becker and Huselid, 2006), or
between those organizational roles which promise only marginal impact vis--vis
those which can provide above-average impact (Boudreau and Ramstad 2007).
This is in contrast to the extant situation in many organizations where over-
investment in non-strategic roles is common (Boudreau and Ramstad, 2008;
Huselid, Beatty and Becker, 2005).
The second element of our definition emphasizes the development of a talent pool
of high potential and high performing incumbents to fill the roles that differentially
contribute to an organizations sustainable competitive advantage. In line with the
first aspect of our definition we also argue that organizations should differentiate
between employees who are strategic performers and those who are not. In order
for strategic or pivotal jobs to have a differential impact on organizational
performance, it is important that such jobs are filled with high performing or high
potential employees. This view stands in contrast to some of the earlier
contributions which argued that all roles within the organization should be filled
with A performers, referred to as top grading (Smart 1999). It also differs with
the approach advocated by the McKinsey consultants behind the war for talent
approach who advocate managing C players, or consistently poor performers,
out of the organization (Michaels, Hadfield-Jones and Axelrod, 2001). We do not
support the former approach as it is inconsistent with our call for a differentiation

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between key roles and key talent in organizations. It is neither possible nor
desirable to fill all positions in an organization with performers. This would result
in an over-investment in non-pivotal roles in the organization. Similarly, we posit
that the focus of talent management systems should be on high-potential and high-
performing employees operating in key roles and not all employees in the
organization. Such an approach will facilitate a more deliberate utilization of
organization resources The final element of our definition recognizes the
importance of differentiated human resource architecture to facilitate the filling of
key positions within the organization with competent incumbents and ensuring
their continued commitment to the organization. We draw insights from the
strategic human resources literature in this regard (Becker and Huselid, 2006;
Huselid et al, 2005; Lepak and Snell 1999; 2002). This element of our definition
overlaps with the other two elements by facilitating the identification of high
potential and high performing employees, and the helping in the development of
the organizations talent pool. Once identified, the challenge for the organization is
to deploy appropriate human resource policies to ensure these individuals are
strategically deployed and supported with appropriate HR policies.
Clarifying the conceptual boundaries of strategic talent management represents an
important task in the development of the topic. It provides a frame of reference for
academics and practitioners in developing research in the field. It is also important
in helping to differentiate strategic talent management from strategic human
resource management. In this regard we argue that in contrast to strategic human
resource management, which while recently recognizing the differing contribution
of different groups of employees within the firm, generally focuses on all
employees within an organization; strategic talent management focuses on those

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incumbents who are included in the organizations pivotal talent pool and who
occupy, or are being developed to occupy, axial talent positions. Finally a clear
definition presents a useful point of departure in developing theory in the field. We
now proceed to present a theoretical model of strategic talent management which
draws insights from a number of distinct but interrelated research streams.

Role of Career and Talent Management in
Creating Skilled & Knowledgeable Workforce
Career planning and talent management are key functions of the learning and
performance professional. Career and talent of an organizations workforce have
become an increasingly important issue among the learning quire for their ability
to foster organizational knowledge, skills and abilities (Lawler, Mohrman &
Ledford, 1998; Martocchio & Baldwin, 1997). Workplace learning and continuous
improvements are now measured as completely necessary factors for an
organization to remain competitive (Salas & Cannon-Bowers, 2001). Career and
talent is creating own knowledge and professional advancement plan. Completing
the plan will help to make the link between career goals and the improvement that
will also help to move towards the accomplishment of organizational goals. The
outcomes of utsuccessful career management should include personal fulfillment,
work/life statement, goal achievement and financial security. Right Managements
capabilities in Talent Assessment, Leader Development, Organizational
Effectiveness, Employee Engagement, Workforce Transition and Outplacement
continue the entire workforce lifecycle.

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By considering this fact, one of the major points of reference about career and
talent is to allotment with ongoing rapid change that influences business activities
from various aspects. Todays workforce needs more energizing approach to meet
the challenges implicit in 21st century work carriers and organization and therefore
employees are required to continuously update their knowledge, skills and work
habits (Ilgen and Pulakos, 1999). For example, recent information reassessment
and industrial change really influences the career and talent role of employees at a
large scale than before. These certain direction also increases the organizational
demand of improving the capacity that basically counted on effective and efficient
career and talent management (Olaniyan & Ojo, 2008). In the recognition, the
Talent
Assessment
Leader
Development
Organizational
Effectiveness
Employee
Engagement
Workforce
Transition &
Outplacement

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importance of human capital than any other resources, Oribabor (2000) self-
evident that career and talent supports the sufficiency model of an organization by
improving the industrial, human, conceptual and managerial aptitudes needed to
the function of individual and organizational growth. Thus career and talent would
be a continuous process to make sure a healthy, learning and knowledgeable
workforce to reach the different time demand (Isyaku, 2000). Scholars, experts,
social scientists and school administrators (Griffin, 1970; Ajibade, 1993; Adeniyi,
1995; Arikewuyo, 1999) observed career and talent as a source of inestimable
value in increasing the workforce by facilitating the outstanding capability of
workers. Hence productivity is a fact of efficiency and effectiveness, the main role
of career and talent is to balance between efficiency and effectiveness in such a
way that lead the organizational performance by improving the quality of works,
skills, knowledge; understanding attitudes; increasing the use of tools and
machines; reducing waste, accidents, turnover, lateness, absenting themselves from
work and other overhead costs; eliminating obsolesce in skills, knowledge for their
career etc (Akintayo, 1996; Oguntimehin, 2001; Graig, 1976). Career and talent
management are also connected by the area of knowledge management to achieve
the correct running of each stage process of knowledge management (Alavi and
Leidner, 2001; Bollinger and Smith, 2001) in creating knowledgeable and skilled
workforce.

Talent Assessment:
Talent assessment allows an organization to obtain a better understanding of an
individuals current talent and future potential through the use of standardized,

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validated questionnaires and analysis of work history. Talent assessment
approaches the assessment process as a starting point in the complete
understanding and management of careers, departments or an entire organization.
The processes for talent assessment keep the organization well informed of the
candidates progress as they are assessed. Talent assessment methods are efficient
enough to stand up to the time pressures recruiting demands but also allow for the
organization to stay informed of the candidates progress. Talent assessment helps
organizations develop a program of career and talent management and human
resource strategy focused on how the organization recruits, hire, develops and
manages its talent pool. This assessment provides individuals, leaders, human
resource professionals and executives with the information and evaluations they
need to understand the best way to increase the careers of their employees and
create greater value for the entire organization. Career and life transitions are part
of life some are more linear and others more fundamental, talent assessment assist
individuals in transition by exploring alternativeness or maximizing this
satisfaction with their current position (Michael Haid, June 12, 2009).

Leadership Development:
Developing leaders is a vital investment and an important step in ensuring
continued growth for your business. Leader development capability comprises a
broad place in order of solutions focused on creating organizational capacity
through careful grooming of your most promising leader talent. Leader
development program at serves two main purposes: to improve current leadership
skills and to build bench strength for future leadership positions. A second

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principle concern that should be considered is that leader development is a team
sport; you cant build bench strength without the individuals, the front line
managers, and the senior leadership all buying in to support the program. The
individual and senior leader buy in is manifest, but the front line managers are key
to make sure there is a connection between the individual and senior leader.
Managers must provide on-the-job tasks that align and support the development of
the individual. In order to effectively build a global leader capacity that is both
deep and wide, organizations must continually identify, develop, nurture and retain
their leaders as part of an ongoing talent development strategy. Leader
effectiveness solutions that translate strategic business challenges into necessary
leader behavior, concerned with every matters of practical value and results-
oriented way. Since Leader development are unique to each organization, a well-
designed succession management process begins with an organizations business
strategy, corporate culture and values, ensuring you have the bench strength to fill
future leader positions and move faster in organizational performance. (Mary
Wakefield, Ph.D., R.N., Wednesday, September 19, 2012).

Organizational Effectiveness:
Organizational effectiveness capability brings value to o clients organizations by
facilitating the component and agreement of the business strategy with a workable
talent management strategy. At the heart of Right Management's organizational
effectiveness capabilities, is our holistic approach to helping companies build and
align the capabilities, processes, attitudes, and talent needed to more effectively
implement its chosen strategy. At the heart of Right Management's organizational

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effectiveness capabilities, is our holistic approach to helping companies build and
align the capabilities, processes, attitudes, and talent needed to more effectively
implement its chosen strategy. Right Managements Strategy Implementation
consulting services improve an organizations ability to successfully execute
strategy. This is achieved by focusing on structure, people systems and processes,
and to deliver great customer experiences. Based on proven Six-Sigma
methodologies, individuals use a specially designed diagnostic process called
RightNavigator to prioritize (based on importance and satisfaction) a
comprehensive set of organizational workforce strategies. Organizational effective
programs assist executives to drive organizational change, empower managers to
lead through change, and enable employees to navigate and respond to change
appropriately.

Employee Engagement:
Employee engagement is a key driver of organizational effectiveness and
workforce performance. Right Managements Employee Engagement capabilities
identify the levels of engagement present within a given workforce population and
set benchmarks by which to evaluate the level of engagement. Our offering
includes an analysis to enable managers to understand and leverage the drivers of
employee engagement unique to their organizations. Employee engagement results
in part from understanding the companys direction and the significance of an
employees role in helping the company reach its goals. By employing an internal
audit of current communications processes, identifying target audiences,
effectively developing and delivering focused messages with defined performance

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objectives, organizations can deliver clear, consistent messages that simplify the
organizations business strategies in practical terms for employees. We measure
organizational wellness by quantifying the collective wellbeing and engagement of
the employee and correlating the findings to key indices of productivity in the
workplace. This allows leaders to make accurate and informed decisions about
targeted and effective interventions which are most likely to lead to increases in
productivity and other organizational performance measures. By measuring
employee satisfaction, commitment to the organization, pride, and advocacy, you
will have an accurate assessment of an employees commitment and contribution
to the success of the organization. Right Management works with companies to
develop and implement effective strategies for communication and engagement as
a result of actions taken. By (Kozlowski et al. 2000)

Workforce Transition and Outplacement:
Organizations workforce is a dynamic asset, requiring constant adjustments in
response to changing marketing conditions and emerging business opportunities. It
is about strategically mobilizing and sizing your workforce to meet the needs of
your business, minimize turnover and maintaining productivity of unaffected
employees. When a changing market, structure or mission calls for workforce
planning and restructuring, organizations around the world choose Right
Management. In fact, 89% of our clients are highly satisfied with our ability to
strategically partner with them to ensure a successful outcome for the outplacement
services we offer, and 98% of our clients would refer us to their colleagues and
peers. Workforce outplacement services for individual candidates at all levels and

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backgroundsfrom executives through front-line staff. There are times when
business changes impact internal positions. Right Managements redeployment
solution is an innovative strategic approach helping clients evaluate their
workforce needs in growing sectors of the organization and work to redeploy
talented employees to new roles in career and talent management within the
company. Our processes are designed to effectively navigate change while
ensuring high levels of engagement. Career Decision is a self-awareness and career
decision-making solution. The activities are designed to increase individual self-
awareness, allowing them to explore what they want and offer the organization,
empowering them to make considered decisions about the future of their career,
whether inside or outside their organization. Key to sustainable business success is
ensuring that organizations have the right people with the right skills to get the job
done and meet organizational objectives. Right Management helps organizations
identify the skills and talent needed to achieve business goals. Career Development
is a facilitated process that allows employees to develop skills and competencies
aligned with organizational needs, providing opportunities to progress within the
organization, ensuring high levels of engagement, and driving increased
productivity and performance. By (Ostroff and Bowen, 2000)


I ndividual Levels Outcomes Career and Talent
Management
Knowledge and skills of an organizations workforce aims to look at carefully the
structure of career and talent operation at the individual levels outcomes. Clearly

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the objective of investing in a strategic talent management system is a positive
impact on critical individual level outcomes (following, Dyer and Reeves (1995)
and Boselie et al.s (2005) distinction between financial, individual outcomes, a
range of outcomes). Individual approach recognizes the key role of employees
level outcomes in the strategic talent management system and the importance of
ensuring their commitment and motivation to the organization, as mediating
variables between the strategic career and talent management system in individual
outcomes. Given the individual was selected as a high potential or high performing
employee in being selected for the talent pool; they are likely to have a relatively
high level of ability. In the individual levels outcomes practice approach, only one
form of career and talent management has been investigated (For example, Klein in
1987 and Rousseau and Shperling in 2003, Oyer and Schaefer in 2005 and Kruse
in 1993). Individual-level outcomes are employees attitudes to their skilled and
knowledgeable organizations as well as individual behavior such as absenteeism or
work effort (Long, 1980; Keef, 1998; Klein, 1987; Klein & Hall, 1988; Kruse &
Blasi, 1997). So organizations are now realizing the need for improving activities
as effectiveness to be competitive. Regarding the individual levels approach, it
ignores the possible supplementary or complementary relationships among the
shared career and talent practices, as many companies adopting organization have
more than one practice. It would clearly be useful to identify which practices are
most effective in different situations, and how the practices may work in
combination. By Porter, Steers, Mowday, and Boulian (1974), organizational
commitment indicates that an individuals feeling of being tied to a certain
organization: that is the strength of an individuals identification with and
involvement in a particular organization (p.604). Individual learning has a great
importance in the individual level outcomes in the organization. An advantage of

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this approach is that the impact of specific practice can be tested (Klein 1987 and
Rousseau and Shperlingin in 2003, Oyer and Schaefer in 2005) tested stock
options, and Kruse (1993). However, as this approach does not take the
complementary or substitutive effects of other skilled and knowledgeable
workforce, the ability to explain the mechanisms behind the operation may be
limited. On this regard Kraiger, Ford, and career and talent management (1993)
have proposed an Individual learning outcomes catalog, involving two types of
learning outcomes: (a) knowledge (i.e., cognitive learning outcomes), (b) skills
(i.e., behavioral learning outcomes). In line with Kraiger et al.s taxonomy, two of
the most widely studied individual-levels outcomes are declarative and procedural
knowledge (i.e., information about what and how to do certain tasks), skill
acquisition (i.e., capability to actually do certain tasks regarding Colquitt et al.,
2000; Ford et al., 1998; Kozlowski et al., 2001). There is possibility of common
method bias in the data because all items were answered by individual employees.
However, because the theories of skilled and knowledge operation were
established at individual level, and because the level of analysis was also
individual level, individual employees were the most appropriate respondents for
the current position in the organization as individuals are the most knowledgeable
about their feelings and perceptions. Adopting the attitudinal variables as outcome
variables provides limited information about the effects of career and talent
management as the picture of process from employees attitudes to individual
performance. In this respect, individual-level learning outcomes can be viewed as
more proximal career and talent effectiveness criteria, which antecede more distal
effectiveness criteria at the team and eventually organizational levels of analysis.
Of course, there may be other pathways besides aggregate-level human capital
through which learning at lower level affect outcomes at higher levels, such as the

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development of more learning and career-oriented organizational climates (see
Ostroff & Bowen, 2000; Ostroff et al., 2003). Furthermore, a number of
researchers have emphasized employing employees attitude measures in addition
to individual performance measures explaining employees attitude measures only
can be conducive to long-term performance and organization sustainability at
higher levels of analysis (Awasthi, Chow, & Wu, 2001; Youssef & Luthans, 2007).


Literature Gap
Promoting skilled and knowledgeable workforce demands both: firstly, pledging
effective and efficient learning as a means of promoting new knowledge and skill
through providing well career and talent management programs and most
important thing, transfer of this knowledge and skill in workforce for achieving
organizational superiorities. According to this point of view, merging between
career and talent management support significant meaning in a sense that not only
career and talent management programs should be designed by considering the
demand of work and work environment; but also work and work environment
should clearly marked their functional design based on career and talent
management philosophy. Otherwise, learning will not be translated into
performance. However, most of the research guided in career and talent
management literature extends over this point of view while discussing about
transfer of talent management. Effective and efficient transfer of knowledge and
skill from the talent management session to the workplace require valid transfer
channel that can promote the better outcome. From now the degree of mutual

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reliance between career and talent management is equally distributed, both have
role to foster the transfer mechanism through integrating their core activities with
the organizational objectives. Although some educated person suggested utilizing
some inspirational appliance for reducing the transfer problem, they only focused
to external inspirational factors. Hence, complexity and effectiveness of internal
motivational factors in facilitating on career and talent management transfer would
not exposed.

Methodology
Methodological Framework & Data Analysis
This research paper occupied both secondary and primary data to examine the real
scenario. Partly-organize interviews were used to collect the primary data and
secondary data is obtained through various publications of journals, books,
newspapers, magazines and websites. Semi-structured interviews were conducted
with the concerned personnel of British American Tobacco by over telephone. The
assessment sampling method is used that implies selecting a group from the
population on the basis of available information thought. Reasonable of choosing
such type of methodology is underlying upon technique of sampling and low
economic entanglement. Researchers oppose a huge problem in designing the
questionnaire because British American Tobacco has a great confidentiality and as
a result the participants ignore to disclose information. So, the questionnaire
involves only close ended questionnaires. This paper launched to set up a cause
and effect relationship between Career and talent management; and skilled

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knowledgeable workforce. Here, both factors (principle factor and outcome factor)
are exist in the mind by their very nature and any subjective issues cannot be
quantified in a true sense. Therefore, only clarifying qualitative access is occupied
in this project to methodology.

Organizational Overview of BAT Bangladesh
British American Tobacco (BAT) is the worlds second largest tobacco group by
global market share. BAT produces popular brands such as Dunhill, Kent, Lucky
Strike and Pall Mall. The company has presence in over 180 markets and in 2010
sold over 724 billion cigarettes.
BAT was founded in 1902. By 1912, the company had become one of the worlds
top dozen companies by market capitalization. This company works with
thousands of tobacco farmers worldwide, producing some 724 billion cigarettes
through 50 cigarette factories over 41 countries. The company employs more than
600,000 people worldwide. BATs workforce is of multi-cultural and they have
devolved structure, with each local company having wide freedom of action and
responsibility for their own operations.
This international tobacco group is the only group with a significant interest in
tobacco leaf growing. In 2009, the group purchased about 400,000 tones of tobacco
leaves, grown by more than 250,000 farmers.
BAT ensures the employees welfare. The company has specially carried out a
global employee opinion survey also known as Your Voice to give them a secure

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and confidential way to voice their opinion about working at British American
Tobacco.
BATs business starts with their consumers and brands. The company focuses
more on meeting preferences of adults who have chosen to consume tobacco and
differentiating their brands from their competitors rather than encouraging people
to start smoking or to smoke more. The business portfolio of more than 250
brands is based on distinct must-win consumer segments which are: international,
premium, lights and adult smokers aged below 30. Dunhill, Kent, Lucky
Strike and Pall Mall are the four Global Drive Brands which cover the premium
and value for money price segments. They grew by 4 per cent in 2009 (8 billion
more cigarettes). The business is also increasing the profile of Vogue in the super
premium segment and Viceroy, a leading low price international brand besides
developing their Global Drive Brands. The growth of their brands is driven by
innovation ranging from filters to flavors and packaging to cigarette formats. The
business provides a mix of brand balanced between premium, mid-price and low-
price.
British American Tobacco Bangladesh is a member of British American Tobacco
plc that is based in UK and is one of the leading players in the global tobacco
business. British American Tobacco plc is a market leader in more than 50
countries with 85,000 employees selling more than 300 brands in more than 180
markets worldwide. British American Tobacco Bangladesh, a market leader in the
country, is a subsidiary of British American Tobacco plc and is one of the 66
countries in which British American Tobacco plc has manufacturing plants. The
Company has operated in Bangladesh since pre-independence and has its
headquarters in Dhaka with a tobacco leaf processing operation in Kushtia. It is

23

one of the oldest, largest and most respected multinational companies operating in
Bangladesh.
British American Tobacco Bangladesh currently employs more than 1,300 people
and provides indirect employment to a further 24,500 farmers, distributors and
suppliers. The company started its journey as Imperial Tobacco Company Limited
in 1910 in the then undivided India. After the partition of India, Pakistan Tobacco
Company (PTC) was established in 1949 to reflect the new country and to meet the
demand for cigarettes in the region.
The first factory in Bangladesh (then East Pakistan) was set up in Fauzdarhat area
of Chittagong in 1954. The second factory was set up in 1965 in Dhaka. After the
independence of the country, Bangladesh Tobacco Company Limited (BTC) was
incorporated on 2 February 1972 as a private limited company. Since then it has
been the market leader in the country. In 1990 the Chittagong Factory was closed
and in 1995 a Green Leaf Threshing Plant (GLTP) was set up in Kushtia.
Currently, British American Tobacco Bangladesh has two factories in Bangladesh.
The Cigarette Manufacturing Factory (Dhaka Factory) is located on the same
premises as the Head Office in Mohakhali, Dhaka. The Green Leaf Threshing
Plant (GLTP) is situated in Kushtia. In line with the global identity change of
British American Tobacco plc, BTC was renamed as British American Tobacco
Bangladesh Company Limited (BATB) in 1998. The Company is listed on both the
Dhaka and Chittagong stock exchanges in the country (British American Tobacco
n.d.)

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Career and Talent Management in BAT

As we mention before that we have chosen British American Tobacco (BAT) for
using like a sample of career and talent management. We know that British
American Tobacco (BAT) is the worlds second largest and most international
tobacco Company. BAT has its business all across the country. According to the
information, more than 1100 Direct Employees and over 40,000 Indirect
Employees are involved in the working process of BAT. BATs management have
always been focused on basic career and talent management which are key
functions of the learning and performance professional structured planning, the
active management choice of own professional career, acquiring, hiring and
retaining talented employees. BATs management is to achieve business
excellence through quality by understanding, accepting, meeting and exceeding
customer expectations. BAT successfully attract, develop and retain outstanding
people and that they create a great place for them to work because talented people
and providing the conditions for a great place to work are, in a sense, ingredients.
It is the mixture which can make a real difference to business success. Career
development moves those with strong senior management potential across borders,
although our aim is to ensure that we have sufficient local talent emerging with
potential for senior positions. BAT undertakes employees to be mental qualities,
talent and skilled, developed and motivated to pursue the organizational objectives
based on the scale of knowledgeable and skilled workforce. BAT basically ensures
a worldly -wised corporate culture where people desire to work for. For this
reason, BAT ensures employees have the right skills to meet the well-suited
challenges of the organization; agreed individual career planning and organization
talent management processes to achieve an optimal match between individual and
organizational needs; and encourage individual growth and organizational renewal.
Thats why BAT provides tools and resources which support indicating possibility
and desiring leaders at all levels to effectively manage their careers and help
realize their career goals. Moreover BAT also provides an enabling working

26

environment to the full potential of the employees and a performance based career
progression. For this reason, the employees must have the ability to execute
efficient processes for managing talent, performance, learning and reward and
interpret relevant employment impacting day-to-day activities. The course
offerings are purposed to support employees at all different stages in the career
and talent management process: employees can choose whichever courses they
require on as skilled and knowledge basis. BAT measures the essential factors
that mark the difference between success and failure in specific jobs, organization
will be able to put the right person into every position, allowing them to utilize
their talents without limitations. This leads to greater job satisfaction, improved
morale and employee retention because organization is staffed with a workforce of
people who are highly productive, skilled and committed to doing their very best.
According to the BAT that outperforms their competition know that strategic
career and talent management is essential in building the right workforce necessary
for definite business execution. BAT works with a vision for creating a work-
environment to foster creativity, innovation and productivity for achieving
business excellence through energizing force and dedicate people. BAT is the
Company where employees can achieve whatever they are up to, organization
ready to offer fantastic opportunity for stretch, intense learning and real business
exposure .BAT believes that talent employees have energy, knowledge, challenge
us and have another fresh view. The career and talent management program in
BAT has a long history hence it is very well established and valued by all levels.
BAT provides what is required to support graduates for the career and talent
success: structured development program, coaching, mentoring and responsibility
Transfer of training for creating knowledgeable and skilled
workforce in BAT
Career and talent management program is basically applied for employees skills,
knowledge and ability to their work practice. Efficiencies involve more than
recuperate in skills and knowledge. In other words, career and talent management
program will effective only if organization successfully transfer the trained
knowledge, skills and attitudes to their job. In order to enhance training transfer in
financial organizations, it is important to reinforce the role of the employees self

27

efficacy and motivation to transfer, as well as to support employees in the
development of their own learning transfer strategies. For this reason British
American Tobacco puts a broad focus on whether the employees are being able to
transfer their skills and knowledge gained through the training programs and show
excellence in their job performance. Career and talent management programs of
British American Tobacco are professionally oriented and focused on the
development of professional competence. British American Tobacco has designed
their career and talent management programs in such a way that can improve the
functional, technological and managerial competencies of individuals and teams.
Career and talent management programs provide employees a highly analytical
approach to managerial problem solving, and the ability to approach new problems
in a structured fashion. Moreover, British American Tobaccos talent management
programs produce economic benefits and career success to employees. So, these
talent management programs also work as a motivational tool for the employees to
transfer their learning from training to the workplace. As a result, British American
Tobaccos talent management programs create a skillful and knowledgeable
workforce by ensuring transfer of training from individuals to workplace.
Career and Talent Management Evaluation
processes of BAT

Succession Formula
In 2005, BAT took decisive steps to make its succession planning strategy truly
global. By augmenting the quality and quantity of potential leaders the business,
BAT could secure its talent pipeline far into the future.
To identify the extent of the work to be done and measure success of talent
management, BAT implemented the formula 1:1:2. This formula prescribes that
for every business critical role (1) there must be one successor ready to take over

28

the role now (1), and two high caliber individuals who will be ready in 1 2 years
time (2). (Xancam Consulting, 2005)

Research on Talent Factor Analysis
BAT turned to Xancam to support the development of an approach which would
accurately identify the profile of future business leaders who would be
instrumental in achieving BATs vision of global tobacco industry leadership.
Xancam conducted research within the business to identify the distinguishing
factors that characterized high flyers.
Structuring on current BAT leadership capabilities, this data was combined with
Xancamsinsights on high potentials to create a new assessment approach that
clearly identified early indicators of high potential. This approach enabled the
business to create and sustain a pipeline of management talent who are ready on
demand when vacancies arise. BAT stressed that in order to drive this forward
senior managers needed to take on responsibility and ownership for identifying
high potentials in their teams.

ADE (Accelerated Development Experience): Closing
the gap from potential to performance

BAT worked with Xancam to create the ADE (Accelerated Development
Experience). It is an innovative development concept designed to provide rich
insight into future leaders in Human Resources and fast forward their readiness
for future roles.

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The ADE was deployed to prepare BATs HR talent pool for HR Director level
roles in their respective countries. The individual members of the talent pool
participate the ADE from HR functions across the globe including Central and
Eastern Europe, South America and South East Asia. Prior to the ADE, the
delegates completed a range of activities to encourage them to reflect on their
careers, their aspirations and development needs. Insights were utilized to inform
and structure the ADE. (BAT Sustainability Report, 2008).
BAT worked with Xancam to create the ADE (Accelerated Development
Experience). It is an innovative development concept designed to provide rich
insight into future leaders in Human Resources and fast forward their readiness
for future roles. The ADE was deployed to prepare BATs HR talent pool for HR
Director level roles in their respective countries. The individual members of the
talent pool participate the ADE from HR functions across the globe including
Central and Eastern Europe, South America and South East Asia. Prior to the
ADE, the delegates completed a range of activities to encourage them to reflect on
their careers, their aspirations and development needs. Insights were utilized to
inform and structure the ADE. (BAT Sustainability Report, 2008)
The Accelerated Development Experience included:
Highly realistic simulations requiring delegates to operate as a country
HR Director
Development bursts designed specifically to support delegates
completion of the simulations and to provide practical frameworks
to use in the business
Designated business coaches provided on-going in the moment
feedback & coaching
In depth individualised feedback from psychologists and coaches on
topics such as strategic thinking, commercial skills, leadership and
stress management

30



Strategic Alliances with I BM for Synergic Career
Development and Talent Evaluation
BAT appointed IBM to manage the development and standardization of its global
leadership development framework as part of its broader learning transformation
project. To perform this two-year global project, IBM led a virtual team of BAT
talent management professionals in reducing the total number of leadership and
career development programs from more than 250 to fewer than 30. (IBM.com,
2012)
IBM developed a four-level scale for each of the ten capabilities, and built a matrix
to show the expected capability levels for each management grade. This model
now enables BAT to identify, for the first time, development gaps - where a
manager has a lower level than expected for a particular capability - and to design
development interventions to bridge these gaps. The model is actively used for
assessments for all 12,000 global managers and leaders.(IBM.com, 2012)
Benefits of Strategic Alliances with IBM

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Discussion
Each organizations talent management program improves their career success to
do so organization go through career and talent management program according to
this types of program organization makes effective workforce. British American
Tobacco is one of the second largest organization forces on such career and talent
program. They make sure their employees are gaining their knowledge about their
employees structure planning, active management choice of own professional
career acquiring, hiring and retraining talent employees. Each and every
organization needs career and talent management to improve the performance of
their employees. To do so organizations go through different types of career and
knowledgeable program. By means of this career and knowledgeable program
organizations make efficient workforce. BAT, one of the famous multinational
1
Achieved over 10 percent annual savings in Leadership
and Management Training Spend.
2
Reduced the number and cost of leadership
development programmes without impacting quality
and while introducing modern learning formats.
3
Provided consistency in global executive learning, which
will support broader global integration efforts at BAT.

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organizations in the world is also focusing on such career and talent management
program. They make sure that their employee are gaining the knowledge about the
strategy; developing personal skills such as presenting, relationship building;
networking with senior managers; gaining an understanding of BATs structure
and customers; and so on. BAT includes in its career and talent management
program more than 1,100 experts and well recognized career and knowledgeable of
the field around the world, which are hired by BAT in order to supply to the career
talent program online education and guidance to make the employee perfect. But
sometimes all these efforts go in vain. Development results from career and talent
to develop the performance proper knowledgeable is necessary. But to do so
employees and employers both need to be supportive and enthusiastic as well. The
trainer needs to be helpful to the career and knowledge. Employees need to think
that if they work the employee properly it will be beneficial to the organization.
After that the employee or the employers need to be serious in their career and
talent program. They have to keep in mind that this career and talent management
program will help them to increase the performance level. Organization itself is not
except from these responsibilities. At first, organizations need to think that is
career and knowledgeable workforce necessary for the employee. Organization
also needs to make sure that employees are getting proper career and talent
management program. Overall, career and talent management depends on all of
the following: employers, employees & organization. Without any support of these
three sides skilled and knowledgeable workforce will not be created which is the
goal of the organization. BAT took decisive steps based on succession planning
strategy.BAT could secure in future through the quality of potential leaders in the
organization. BAT imposes those types of formula which play critical role for
every business. BAT involves development concept of ADE (Accelerated

33

Development Experience) which provide future leaders in Human Resources and
readiness for future roles. The ADE was arranged BATs HR talent pool for HR
Director level roles. Under the talent pool, the individual members of the ADE
from HR functions those are participating workforce across the globe. A range of
activities encourage them to reflect on their careers, their ambition and
development needs. There are four characteristics under ADE. First, ADE operates
as a country HR Director by high practical models. Second, ADE designed
specifically to support completion of the models and to provide practical
frameworks to use in the business through development activities. Third, ADE
provides on-going business instruction like feedback & coaching. Fourth, in depth
individualized feedback based on both psychologists and coaches on topics which
considered such as strategic thinking, commercial skills, leadership and stress
management.

Conclusion
British American Tobacco is a well known and one of the second largest leading
multinational tobacco company in the Bangladesh. We make a holistic approach
and try to critically evaluate their career and perception programs to make
knowledgeable and skillful working human capital. We find that at British
American Tobacco, they believe their competitive advantage comes from their
employees. The British American Tobacco, authority arrange different
programs(career and talent management) to improve their employees ability in
order to make skillful(business ,functional& leadership skill) and knowledgeable
workforce to provide a superior customer experience to their customers that sets us

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apart from other financial services companies. They also believe that this learning
does not end with this formal workforce. In fact it has only just begun. Thus they
are creating skillful and knowledgeable employees through career and
knowledgeable programs to influence the organizational outcome and maintain
outstanding service for the customer.

References
Human resource management, S. Chand, S. Khanka, page 97.
Career and talent management, Garry Dessler, page 388-389.
Aston, C. and Morton, L. (2005) Managing Talent for competitive advantage,
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Becker, K. H., & Haunschild, A. (2003). The impact of boundary less careers on
organizational decision making: An analysis from the perspective of Luhmanns
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Mary Wake Salas, E., & Cannon-Bowers, J. A. (2001). The science of talent
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Ph.D,R.N. (September, 2012). Human Resources & Services Administration. Ph.d,
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