Post on 11-Nov-2014
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Talent Acquisition and Talent Management WorldwideTalent Acquisition and Talent Management Worldwide1
Leadership Challenges
in a changing world
Stephen StrittmatterSenior Consultant AIMS Germany
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• Stephen Strittmatter is a US citizen, and Pennsylvania State University graduate. He has more than ten years industry experience, having managed morethan 30 persons before becoming a consultant.
• He has been working as an Executive Recruitersince 1996, both internally in company organizations, as well as externally for international recruitment firms. Mr. Strittmatter has been a consultant ofAIMS International-Germany since July 2008.
• AGBC Bonn e.V. VP Membership since October 2008
• He has worked with global clients such as: Aventis, Roche, Bayer, Merck, Johnson and Johnson, Kerr/Sybron, and GE Medical.
• He has filled positions from Technical Sales Representatives and Product Managers, to Regulatory Affairs Managers, Head of Strategic Planning, Head of Clinical Research and Development, Global Head of Research and Development, Health Outcomes Manager, and Medical Directors.
• Languages: English, German, French, Dutch
Stephen Strittmatter – Germany
Talent Acquisition & Talent Management Worldwide
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Mega Trends
Mega Trends
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Mega Trends
China
ChinaChina
Chinese Companies
Traditional Mature
Countries
Traditional Mature
Countries
ChinaHome
Market
ForeignCompanies
1
2
3
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Mega Trends
1970‘s – 1990‘s
Global companies went to China
for
low labor cost reasons
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Mega Trends
1990‘s – 2000‘s
Mid Size Companies followed;
- Same reason -
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Mega Trends
Last ten years
European / USA companies invested in China to
serve the Chinese market
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Mega Trends
Last ten yearsChinese companies invested increasingly
all over the world to
• Acquire Technology• Enter Markets• Become APAC and Global Players• Influence politics
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Mega Trends
All of the above will continue or even accelerate
in the next decade.
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Mega Trends
Opportunities
or
Threats
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The future of Leadership
- Key Leadership Challenges through 2015 -
Talent Acquisition and Talent Management WorldwideTalent Acquisition and Talent Management Worldwide12
Understand Cultural Types
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Transforming HR intoa strategic partner
Improvingleadership
development
Improving performancemanagement and
awards
Delivering onrecruiting and
staffing
Enhancing employee
commitment
Restructuringthe
organization
Mastering HRprocesses
Managing TalentManaging change
andcultural
transformationManaging
demographics
Becoming alearning
organization
Managing work-life balance
Measuring HR andemployee
performanceManagingdiversity
Managing corporatesocial responsibility
Managingglobalization
Providing sharedservices and outsourcing
HR
Relevance today
Low
High
High
High
Low
Low
Futureimpor-tance
Sources: Proprietary Web survey with 1,355 responses in 27 countries; BCG/EAPM analysis
Critical Leadership Capabilities
Highimpor-tance
Lowimpor-tance
Medium importance
Current Capabilities
Talent Acquisition and Talent Management WorldwideTalent Acquisition and Talent Management Worldwide14
Critical Leadership Capabilities
High Importance
1. Managing Talent
2. Managing Change and Cultural Transformation
3. Becoming a Learning Organization
4. Managing Work-Life Balance
5. Managing Demographics
Importance for the Future / Current Capabilities
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1 Managing Talent
- There will be increasing needs to source talents from throughout the world
- Need for broadening talent pools by attracting diverse groups of employees, (ethnic groups; men and women; young and experienced etc.)
- Talent shortage will loom in Europe and in new markets
- Resourcing of talents in countries like India will triple in 5-8 years
Critical Leadership Capabilities- High Importance -
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2 Managing Change and Cultural Transformation
- Managing corporate and cultural change because of more and faster diversity
- Top leaders need to play front end roles in change management
- Create “change management” officers who drive processes
Critical Leadership Capabilities- High Importance -
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3 Becoming a learning organization
- Prepare and cope with the complexity and the accelerated speed of an increasing global economy
- Define a learning strategy (learning map) specific to the companies’ needs and culture
- Boost the number of “on-the-job” developments. Couple these programs with counseling and coaching
- Measure the return on investment from all learning initiatives
Critical Leadership Capabilities- High Importance -
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4 Managing Work Life Balance
- Increasing selection and rejection of jobs because of the work - life -balance objectives
- Flexible work arrangements could be one of many tools
- Surveys should be made to identify current needs and expectations
- Corporate social responsibility should be visible in order to increase employer’s brand
- Critical Leadership Capabilities- High Importance -
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5 Managing Demographics
- Managing the loss of capacity and knowledge
- Managing the aging of the talents
Critical Leadership Capabilities- High Importance -
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Requirements for Global Organization
Analyze the Critical Capabilities of your
own Organization!
Maybe with the same capabilities of the study or others which are to be identified
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AIMS International – Enjoy the Journey
AIMS INTERNATIONAL VIDEO
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WHAT GLOBAL COMPANIES REQUIRE FROMAIMS INTERNATIONAL
AIMS International
Talent Acquisition and Talent Management WorldwideTalent Acquisition and Talent Management Worldwide2323
Worldwide partnership of leading Executive Search firms
Among the Top 10 Executive Search firms worldwide during the last 5 consecutive years
Founded in 1992 in Vienna, Austria Offering
- Talent Acquisition – Retained Executive Search Services
- Talent Management Services
Talent Acquisition & Talent Management Worldwide
Requirements for AIMS International
Talent Acquisition and Talent Management WorldwideTalent Acquisition and Talent Management Worldwide2424
Present in over 50 countries worldwide
Also almost all emerging markets
Over 90 offices
More than 350 consultants
Talent Acquisition & Talent Management Worldwide
AVAILABLE INALL COUNTRIES
Requirements for Global Organization
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Same high quality services in all countries
25 Talent Acquisition & Talent Management Worldwide
Requirements for Global Organization
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Same high quality services in all countries
Single point of contact (KAM)
26 Talent Acquisition & Talent Management Worldwide
Requirements for Global Organization
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Same high quality services in all countries
Single point of contact (KAM)
Advise on all HR issues
27 Talent Acquisition & Talent Management Worldwide
Requirements for Global Organization
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Same high quality services in all countries
Single point of contact (KAM)
Advise on all HR issues
Cross Border / Multi Country Searches for talents
28 Talent Acquisition & Talent Management Worldwide
Requirements for Global Organization
Talent Acquisition and Talent Management WorldwideTalent Acquisition and Talent Management Worldwide29
Same high quality services in all countries
Single point of contact (KAM)
Advise on all HR issues
Cross Border / Multi Country Searches for talents
Covering all management levels in all functions
29 Talent Acquisition & Talent Management Worldwide
Requirements for Global Organization
Talent Acquisition and Talent Management WorldwideTalent Acquisition and Talent Management Worldwide30
Same high quality services in all countries
Single point of contact (KAM)
Advise on all HR issues
Cross Border / Multi Country Searches for talents
Covering all management levels in all functions
Obligation to deliver30 Talent Acquisition & Talent Management Worldwide
Requirements for Global Organization
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AIMS INTERNATIONAL
Thank you for your attention!