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After looking at the case of Motorola, which throws light on issues of talent pipelining and recruitment, we look at Hindustan

Unilever. HUL has consistently been ranked as the best employer in many surveys. Thus, it provide insights into talent management, which encompasses talent assessment and development. We have seen that the most pressing issue in talent acquisition is “misalignment between vision, strategy and tactics”. This prevents the design of a high powered work system. It tends to cause confusion among new employees about what their job duties are, leading to lower performance, appraisals and thus an increased attrition rate. HUL is the perfect example of how to align the strategy of the firm with the HR policies and reinforce this alignment through organization wide culture and values. Such an effective talent acquisition strategy helps in building the “brand equity” of HUL A core responsibility for everyone in the company is to contribute in “building leaders”. This is enforced from the very 1st day through the various induction programs they have. The top management on their part spend 20-30 percent of their time on planning to acquire top talent in the industry, and methods to get rope them in. Once a desired candidate is recruited for a management position, his/her senior manager acts as a coach, who is a friend, philosopher and guide. Moreover, the candidate has a mentor who is generally a member of the management committee. The immediate manager of the new employee acts as his/her tutor. Hence we see that a management trainee receives guidance from all levels of the management, thus getting a holistic view of the organization. The training is complemented with regular feedback from all levels. More interestingly, the mentors, coaches and tutors are also judged/evaluated on how well they have trained the new recruit. This evaluation affects the annual appraisal of theirs. Hence, it is taken very seriously. The leaders are held accountable for the responsibilities assigned to them. Now once the development process has been initiated, the importance of Strategic talent assessment kicks in. HUL follows a leadership differentiation process wherein a nine box matrix is used to plot employees of specific group, eg- executives involved in a particular function are grouped together etc.

the next likely job. wherein. For an effective. evaluates an employee not just on his/her performance but also on leadership potential which is exhibited. The matrix. . The process involves a 360 degree feedback mechanism. as the initial period is considered as the training and development period. Also after identifying the top ten percent of their employees the top management meets with them at least once a year at an offsite location to engage them in discussions towards future strategy formulations and other related issues. leadership ability exhibited. what type of training and development program the company has in mind for the employee. as we can see. the team members of a team leader also give feedback on the his/her leadership ability. The same has been followed diligently for the past 75 years and has led to the formation of an organization culture. transparent and complete feedback every employee gets a performance and capability card. Such a plotting is done after an individual has completed three years in HUL. It is like an online-card which informs the employee about his/her ratings.Such a plotting helps in identifying the top talent or high performers.