1. Approaches to talent management

2. Approaches to Talent Management - Electrolux
We believe that great leaders and great people create better results. Therefore we have made talent management and people development a top priority – an area with significant management attention.
Our aim is that Electrolux has a strong pool of outstanding people and a performance culture that strives for excellence.
Additional comments by Elextrolux:
We believe that talent, that is our people and all their abilities and skills, is an asset. And like any other asset, it needs to be managed. When we talk about talent management, we’re referring to a systematic approach to promoting and developing all the talent within the Electrolux Group.
Our aim is that Electrolux has a strong pool of outstanding people and a performance culture that strives for excellence. We believe this will lead to outstanding business results. To achieve this, we actively manage our talent assets. Through appraisal talks and talent reviews we evaluate our people and focus on their development. We strive to grow our people through challenging jobs, mobility, coaching, feedback, training, etc. It’s all about your development – and how you develop others.

3. Approaches to Talent Management - Electrolux
You will come into contact with many different aspects of our talent management – from coaching, feedback, appraisal talks and talent reviews to mobility and training programs.
Additional comments from Elextrolux:
During a career with us, you will come into contact with many different aspects of our talent management – from coaching, feedback, appraisal talks and talent reviews to mobility and training programs.
Below you have an overview of these different aspects.
Recruitment Recruitment & Selection
Introduction Introduction & Orientation
Performance Management Performance Review; Business & Talent Analysis Review; Succession
Development Internal transfer; Leadership Training; Employee Survey; Mobility
Reward & Recognition Reward & Recognition
End of Employment Exit Process

4. Approaches to Talent Management - Electrolux
Leadership development is a process, which focuses on taking Electrolux forward and improving the overall business results through accelerated development of the leadership capabilities of our managers.
The Electrolux Leader - is the first stepping-stone of the company’s leadership programs. Leadership is more about dialogue and coaching than about assigning tasks and demonstrating authority. It centers on a common approach to leadership and people management.
International Leader - is designed to enhance leadership skills to equip managers with several years of experience to effectively lead people into action and reinforce a one-company culture “Our Electrolux”.
Additional comments from Elextrolux:
The Electrolux Leader
The Electrolux Leader program is the first stepping-stone of the company’s leadership programs. It is designed for managers who have recently come into a position of leading people.
The program is based on the idea that leadership is more about dialogue and coaching than about assigning tasks and demonstrating authority. It centers on a common approach to leadership and people management.
International Leader
The program is designed to enhance leadership skills to equip managers with several years of experience to effectively lead people into action and reinforce a one-company culture “Our Electrolux”.
The program provides opportunities to network and leverage global skills and resources, deepen the knowledge of Remote Management and Cross-Cultural Differences and develop the understanding of a clear and communicative leadership style.

5. Approaches to Talent Management - Electrolux
Next Level Leader - This program for managers reporting directly to senior management in the organization is created to build on existing leadership skills, helping to effectively implement Group strategy through improved leadership.
The Executive - is designed as an integrated learning journey of senior managers and top leaders to prepare them to manage and lead present and future changes in the Group.
Additional comments from Elextrolux:
Next Level Leader
This program for managers reporting directly to senior management in the organization is created to build on existing leadership skills, helping to effectively implement Group strategy through improved leadership. The program focuses on the strategic process as well as leadership skills development.
The Executive
“The Executive” is designed as an integrated learning journey of senior managers and top leaders to prepare them to manage and lead present and future changes in the Group. It also harmonizes the approach and strengthens the global agenda of the Group.

6. Approaches to Talent Management - SCA
SCA is committed to offering employees the opportunity to develop their skills and potential.
SCA offers a variety of training programs for employees in all parts of the world. The SCA employee development programs link the employee's individual motivation to personal development and SCA's growing need for increased expertise and knowledge.
Management development
It also supports the mobility of managers between the business groups by creating a common base of core leadership skills, builds internal networks between developing leaders across business groups, and reinforces SCA’s commitment to its Mission, Vision, Values and Code of Conduct.
Comments from SCA:
SCA is committed to offering employees the opportunity to develop their skills and potential. Processes for leadership development, talent management, succession planning and recruitment are increasingly important as SCA extends its presence globally.
SCA offers a variety of training programs for employees in all parts of the world. The SCA employee development programs link the employee's individual motivation to personal development and SCA's growing need for increased expertise and knowledge.
SCA Packaging conducted a two-stage development programme for 125 managers at its facilities in China.
The programs include technical education courses, leadership and business development training and other forms of further education and skills upgrading in different areas of the Group’s operations.
Management development
SCA did recently develop and implement a new global management development program, The Leadership Academy. The program was created to ensure the company is well equipped with talent to meet current and future needs.
It also supports the mobility of managers between the business groups by creating a common base of core leadership skills, builds internal networks between developing leaders across business groups, and reinforces SCA’s commitment to its Mission, Vision, Values and Code of Conduct.

7. Approaches to Talent Management – Trelleborg AB
There is good reasoning behind our creation of the term “Trelleborg. Where talents grow.”
Within Trelleborg, the development of the employees is a core aspect of operations.
We encourage internal mobility in the Group and hundreds of vacancies are published on our intranet each year.
This provides employees greater opportunities for promotion, broadened experience and new, attractive challenges.
Comments from Trellebrog:
Management development programs
To create success and an attractive workplace, competent managers with good knowledge of the Group are required.
Trelleborg’s management development programs prepare our leaders for future challenges at various levels.
One example is TIMP (Trelleborg International Management Program), which is aimed at managers in their first or second management position. In this program, participants gain insight into all general management tasks, such as strategy, finance, marketing, operations, leadership and human resources issues.

8. Approaches to Talent Management – Trelleborg AB
Leadership through mentoring
In 2009, Trelleborg started a new program where selected employees, supported by mentors, will be given the opportunity to develop their leadership.
Each participant (mentee) gets a mentor from another business area to gain insights and knowledge. This will build cross-organizational experience and ability to take on future challenges.
Another aim of the program is to create a network between the participants including their mentors.
The first program had a focus on development of women leaders, whereas the second program, focused on leaders in emerging markets.
Skills development In addition to the many opportunities relating to internal job rotation, Trelleborg offers various channels for skills development, which are arranged centrally and locally within the Group. Some examples are:
Internal and external courses
Various development programs
On-the-job training and internships
Web-based training
Academic courses
Project-based development

9. Approaches to Talent Management - BMW
Goal-oriented promotion. The BMW Group actively helps its employees qualify for carrying out more significant and international assignments.
For this reason interviews are regularly arranged with superiors to discuss career objectives and the development measures that are suited to them.
Personnel and training departments at BMW Group locations at home and abroad have various opportunities on offer for their employees: -  Vocational training up to management qualification
-  professional development and personality training programmes
-  training courses for moderation and working techniques
-  training for project management
-  intercultural programmes reaching far beyond normal language training courses

10. Approaches to Talent Management - GKN
Developing your Career at GKN - We provide a framework to achieve consistency to individual development through which everyone progresses during their career in GKN.
There are assessment centres at each of the three key transition stages so that everyone is given a fair opportunity to progress.
The personal development process forms a part of this and includes career planning as part of the discussion that all employees are expected to have with their managers.
Training is provided at all levels of the organisation in order to ensure that people are helped and accelerated into new roles with the proper preparation to ensure that they succeed in their career.
These discussions feed into the Organisation Planning Process, which matches individuals’ capabilities and aspirations with the company’s talent requirements.
As a successful global company, GKN offers opportunities for people around the world with the ability and drive to help us to deliver our exciting growth strategy. We offer challenging and rewarding roles across multiple disciplines, and opportunities to develop professional technical and leadership career paths. 
GKN has a structured approach to career and personal development, and supports all employees to develop their capabilities and realise their aspirations.
We recruit across all levels of the organisation through centrally run programmes such as  the International Graduate Programme and locally through our global operations.
As we continue to grow, we will always need great people to help us to deliver our future. 
GKN promotes the development of both technical and leadership careers

11. Approaches to Talent Management - GKN

12. And some smaller companies

13. Approaches to Talent Management- Lundbeck
To promote ongoing development, all Lundbeck employees receive an annual performance-appraisal and development interview with their local manager.
We have developed a career development system: the three career paths help ensure competent and motivated employees. Our career system provides employees with an opportunity to satisfy their career ambitions to become a specialist, project manager, or line manager.
We invest substantial resources in the training and development of our employees. We strive to create exciting and challenging jobs that also help develop the employees who hold them. In addition, our staff constantly receives new inspiration through internal and external courses, seminars, conferences, and workshops.
To promote ongoing development, all Lundbeck employees receive an annual performance-appraisal and development interview with their local manager. This interview helps give each employee and his/her manager an opportunity to discuss opportunities for professional and personal development. The ability of the employee to achieve his/her goals is assessed, and a development plan is prepared to ensure that the competencies of the employee always live up to Lundbeck’s requirements.
We want to get the best from every individual. That is why we have developed a career development system: the three career paths help ensure competent and motivated employees. Our career system provides employees with an opportunity to satisfy their career ambitions to become a specialist, project manager, or line manager. Depending on which career path an individual chooses, a special development pathway is then tailored for that person. This ensures that employees are placed in professional or management jobs in which they can nurture their talents, which also provides us with the best return on our staff investment.
Three career paths in Lundbeck:
Specialist The career path for key people whose professional skills and knowledge is vital to the company.
Project Manager The career path for employees who are skilful when it comes to leading complex projects and assessing and coordinating cross-functional activities and teams.
Line Manager The career path for employees who strive for leading people. The line manager’s job is to identify and realise the necessary results through others while ensuring short and long term engagement and development. The 3 career paths are a business need for Lundbeck. For our employees it constitutes different ways of constructing their career and realising their full potential to the mutual benefit for them and Lundbeck.

14. Approaches to Talent Management - Lundbeck
We want to support and promote global mobility within our company. That is why we work actively to place employees in expatriate jobs with our subsidiaries in other countries, and to bring people from those subsidiaries to our head office in Denmark.
Global assignments give our employees intercultural experience and competencies that enhance innovation and the future development of our organisation.
Lundbeck aims to be a true global player with first-class employees and to achieve this we must have an organisational structure that meets global standards. We want to support and promote global mobility within our company. That is why we work actively to place employees in expatriate jobs with our subsidiaries in other countries, and to bring people from those subsidiaries to our head office in Denmark.
Global assignments give our employees intercultural experience and competencies that enhance innovation and the future development of our organisation. Thus, global assignments are vital for the continuous growth of Lundbeck.
We support global mobility by enhancing and facilitating movement of the right resources, competences, and knowledge to the right places at the right time. Lundbeck’s expatriate policy applies to all our global assignments, both short- and long-term. We want each assignment abroad to be well-planned, managed, and supported throughout its duration in order to get the best out of the time spent abroad, both for the individual employee and for Lundbeck.

15. Approaches to Talent Management - Otokumpu
Stainless Pro International Graduate Programme - is a two-year programme that acquaints you with Outokumpu's business operations.
During the programme you’ll develop your competences and gain valuable experience by working with demanding assignments in different locations around the world.
Intense hands-on work and networking with our global team are key elements of the programme.