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Transforming education transforming IndiaTransforming education transforming India

TERM PAPER: Management

Topic: Talent Poaching

SUBMITTED BY:-

SUBMITTED TO:-

Name: -Nitish Pathania Mr.Himanshu Jindal

Sec: -K7802-A06 Dept.

Of Management

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Reg. No. : -10803694

ACKNOWLEDGEMENT

As The Saying goes

No Work Is Done Without Cooperation

So here I take the responsibility to thank all the helping hands who hole heartedly worked

to help me in completion of this work up till now. I thank my parents and my all family

members, my fellow classmates and all my friends. I also thank my microbiology lecturer

Mr. Himanshu Jindal who help all of us to make our concepts very clear and make as

aware how to tackle the problems etc.

Thanking You Nitish Pathania

Contents:

1. Introduction: Talent poaching:

2. Root cause of talent poaching:

3. Talent Management Concept and definition:

4. Creative Tips for Poaching Talent:

5. Poaching Talent = Damaging your Competitor:

6. A Primer on Poaching:

7. Poaching An Unstoppable Global Trend:

8. Three Dominant Poaching Strategies:

9. The Honey Strategy: Six Primary Channels

10.Different Sources To Get Talented People:

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11. Examples and case studies of Talent Poaching:

Silicon Valley Talent Poaching Highlights:

News Internationals Group HR Director set to join Vodafone:

McDonald's Talent Case Study

Report: Apple, Google agreed not to poach each other's workers

12. Summary:

13.Conclusion:

14. References:

Introduction:Talent: Talent is an attribute of high mental & artistic ability with special aptitudes. A talent is a

person who creates value in an organization such that it achieves success. Talent seems to be a

rare & precious thing bestowed on few special, far away people. They are different! Knowledge

is what you gain as you come across various facts, events and theories in life. Skill is how you

use this knowledge. The difference between knowledge, skill, attitudes and talent can be

expressed as follows;

Knowledge: something you know.

Skill: something you do.

Attitude: something you have.Talent: something which is inborn in you.

Talent poaching:

Losing employees to competitors and software and BPO firms is common in channels; but nowpartners are increasingly finding their employees poached by their own vendors and distributors

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The term 'employee poaching' can be defined as an act of enticing key employees to move fromone firm to a competitor. It has emerged as the biggest HR challenge for enterprises, both bigand small, across all industry verticals.

In the recent times, the aviation sector has been the worst hit, and state-owned airlines have lost

several of their in-flight crew and ground staff to the new airlines. Retail is likely to emerge asthe next hotspot for poaching, as large players enter the fray and roll out their stores.

The IT industry has traditionally been a happy hunting ground for poachers, for obvious reasons.Attrition rates of software and BPO companies have always been steep compared to the rest ofthe industries.

In 2008, the top five software export firms are expected to hire 95,000 employees. With thedomestic IT industry also on an upswing, skill-shortage (and subsequently, poaching) willassume larger proportions.

Root cause of talent poaching:

Often, we come across hiring managers complaining about talent poaching by their competition.An easy hire would be to make a +10 per cent offer to the people and woo them to your side. Thesame holds good for your competition too. How do you eliminate/minimize talent/peoplepoaching?

The real value-adding positions are unique to each business and are tightly integrated with theirbusiness models. Poaching will seldom help fill such positions. A meaningful talent search isneeded to ensure value generation by that position. It is difficult to find an exact or near-exact

match in the open market.

The world is opening up with global opportunities. It is difficult to tie employees up for long inone place unless they see it as home. The HR challenge should be to make the job/positionmeaningful rather than to entertain poaching. With rapid obsolescence of business models, thehiring manager's focus should be on role design and engaging the right people.

Talent Management Concept: Every organization must identify its competent employees who

are critical for the organization. Competency includes knowledge, skill, attitude, and talent.

Talent management is a process which makes the organization identify talented and critically

needed people and efforts are made to retain them in the organization. Decisions about talent

management shape the competencies that organizations have and also their ultimate success.

Definition of Talent Management:

- The concept of talent management is a conscious, deliberate approach undertaken to attract,

develop and retain people with the aptitude and abilities to meet current and future organization

needs.

- Talent Management, by definition, means nurturing and developing those people identified as

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having ability and potential, and it should form part of any organization recruitment and

retention strategy.

It is observed that talent wars have led the corporate world to pay special attention towards talent

management in recent times. In addition, the talent poaching has led to high attrition rates

affecting the functioning of the firms and reduction of outputs. Retention of talent has become

important and periodic analysis is required to ascertain the causes of attrition. Talent has been

identified by them as a critical success factor.

Details of other findings are summarized as follows:

(i) Approach to Talent Management. The organizations were aware that mere academic

excellence and qualifications are not adequate for managers. Good managers must be

good leaders as well. They must have the skills, mental ability and special aptitudes to

derive performance from the employees through motivation and run an organization

which can proudly boast of good employee relations and a conducive working

environment.

(ii) It was found that most organizations were facing the shortage of talent and are making

best efforts to identify talent and their retention in the organization.

Creative Tips for Poaching Talent:

The top prospects in the job market may be happily employed by your competitors. Here are nine

ways to win over the "passive candidate"

The tightening economy has put the brakes on hiring for many employers, but some professions

and skill sets remain highly sought after. Some 43% of corporate recruiters anticipate a rise in

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staff levels in 2008, according to a recent study by career Web site JobFox. Software designers,

nurses, and accountants, among many other specialized and technical professions observed.

1. Target

After job-posting sites turned up few qualified candidates, spent time learning their backgroundsand interests from social networks and personal blogs, and airmailed each one a personalized

iPod, complete with artistic packaging and a recorded message from CEO Mark Kern. More than

90 recipients responded to the pitch, three left their jobs to come on board, and many more

potential hires discovered the company through word-of-mouth buzz generated by the search.

2. Speak in Code

People who are proven in their profession are bombarded by messages from recruiters, so it's

important to stand out from the pack. When game maker Electronic Arts (ERTS) needed to staff

its Canadian office with ASCII programmers, it worked with the Vancouver office of ad agency

TBWA to design a coded message that only potential hires would be able to decipher. This

contains the ASCII code for "NOW HIRING."

3. Join the Conversation

Social media sites let recruiters join in an informal conversation with potential hires. Global

auditor Ernst & Young has created groups on Facebook, where current employees share

company news and prospective employees sign up for internships and events, and hear about job

openings around the world. Professional networking site LinkedIn and fast-paced microblogging

site Twitter are also good ways to pass news of a job opening through the ranks of the employed.

4. Employer Branding

Even potential hires who are not actively seeking jobs have probably heard something about your

company's "employer brand." A company with a good employer brand is one known for hiring

the best people and retaining them with competitive pay, comfortable workplaces, and

opportunities for advancement. Faced with growing public awareness of the harmful effects of

cigarette smoking, Marlboro maker Philip Morris bolstered its employer brand by initiating

corporate social responsibility drives and padding up starting salaries, according to Claudia

Tattanelli, CEO of Swedish employer branding consultant Universum. As a result, the company

placed 29th on BusinessWeek's list of Best Places to Launch a Career in 2006, and 43rd in 2007.

5. Lighten Up

Don't know what tone to take with potential candidates? Try humor. At last year's Flash forward,

a trade event for flash programmers, audience members at certain panel discussions found in

their seats a recruiting pitch from irreverent ad agency Crispin Porter + Bogusky: a "Resignation

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Toolkit," complete with a form letter of resignation to fill out and hand to their current employer

and contacts to set up an interview at the event itself.

6. Intrude

Often, the decision of a passive candidate to interview with a new company is an impulsive one,according to Mike Temkin, vice-president for strategic planning and development at boutique

employment advertising agency Shaker. To play on the impulses of a potential hire, he says,

"You have to be intrusive. You have to drive the message to them." Shaker aimed to be intrusive

in this recent campaign for Connecticut casino Mohegan Sun, which included sidewalk chalkings

in high-traffic spots on college campuses.

7. Be Flexible

Once a passive candidate shows interest, the onus is on the recruiter to make the interviewing

and hiring process accommodating. "Unemployed people will go through any hell to get a

position. But employed people are busy," says John Sullivan, a recruiting consultant and

professor of management at San Francisco State University. Deloitte & Touche, for example,

holds interviews on nights and weekends.

8. Offer a Reward

After finding out firsthand how hard it is to get the best candidates into the interview room,

former recruiter Rob Ellis decided to add an incentive: cold hard cash. Google (GOOG), Walt

Disney (DIS), and Pepsico (PEP) are just a few of the companies that have begun to pay

qualified candidates to come in for an interview through NotchUp, a site co-founded by Ellis.

Still in beta testing, the site is a place for would-be hires80% of whom identify themselves aspassive job seekersto name the dollar amount a company would have to pay to interview them.

For an experienced worker making a current salary of $100,000, the site recommends an

interview price of around $500.

9. Use Your Big Brass:

Larger companies rarely involve their top executives in the hiring process, but when they do it

can help add to the allure of a job offer. Bill Crutchfield, chief executive of consumer electronics

retailer Crutchfield in Charlottesville, takes a personal stake in the hiring process when his hiring

managers tell him a quality candidate is on the fence: He calls them up or has them come into hisoffice. "I do this when we are aggressively recruiting a highly competitive applicant," says

Crutchfield. He says key prospects perk up when he gives them a call, "since applicants for

positions other the most senior ones rarely get an opportunity to speak with a CEO during the

recruiting process."

Avoiding "Sales Mode":

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Once a passive candidate shows interest, the bonus is on the recruiter to make the interviewingand hiring process accommodating. "Unemployed people will go through any hell to get aposition. But employed people are busy," says recruiting consultant Sullivan. Deloitte & Touche,for example, holds interviews on nights and weekends to accommodate working professionals'schedules.

Rolling out the red carpet for prospective hires can have an unintended result, warns consultantAdler. "If you overdo it, you lessen the value of what you're offering," he says. "You have toconvince the candidate that it's worth him or her being a little inconvenienced."

To avoid "going into sales mode," as Adler puts it, some companies take a more laid-back, evenhumorous, tone with the candidate. At last year's Flashforward, a trade event for flashprogrammers, audience members at certain panel discussions found in their seats a recruitingpitch from irreverent ad agency Crispin Porter + Bogusky (MDCA). The pitch was in the guiseof a "Resignation Toolkit," complete with contacts to set up an interview at the event itself and aform letter to fill out and hand to a current employer. The snarky opening pitch: "What's harder

than getting a job at CP+B? Quitting your old day job. Luckily for stellar Flash developers likeyourself, we've made it easier for you to do both."

Poaching Talent = Damaging your Competitor

A recent article (Poaching the Best Talent Worldwide) on the Electronic Recruiters Exchangefrom Dr. John Sullivan leads to this entry. In the article Dr. Sullivan makes the point:Poaching talent is the practice of proactively targeting and hiring top talent away from a

competitor or top firm, with the specific intention of:

- Securing skills or capabilities faster than if you were to attempt to develop talent internallythrough training and development efforts- Securing expanded capacity (i.e. more bodies) that will require fewer ramps up time- Mitigating high-level talent losses due to attrition- Damaging your competitors' ability to achieve their strategic objectives

Let me start off by saying that I am a firm believer in targeting your competitor's top talent foryour organization. It should be a staple of any organization's talent strategy. Having worked botha 3rd party and corporate desk I have seen the repercussions of this strategy from both sides.

There are a large number of people in this business that believe you shouldn't go after acompetitor's talent with the express intent of damaging that organization.

Damage will be done. It doesn't matter if it is their top producer, their best pre-sales person, theirreceptionist, or their marketing leader. Any time a top performer leaves an organization, damageis inflicted upon it. We've all read and seen the stats on productivity of Top Performers vsAverage Performers. By saying that you didn't want to inflict damage on the competitor whenyou recruit from that organization, to me, is nonsense.

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Maybe it is the term "poaching" that gets a rise out of people. Call it what you will, but the endresult of stealing, raiding, recruiting, enticing, poaching, offering a better opportunity, softselling, hard selling, buying, whatever, your competition's talent is that you are damaging thatorganization.

What companies need to do? Companies must have a clear picture as to how internal and external factors impact the waybusiness adapts to its environment. They then must map out process maps to discover the criticalpoints that act as pivots and significantly impact business. Business Process Re-engineeringapproaches have created the tools and methodologies that are ideally suited for this task.

Next step is to structure roles in a manner that empowers the pivotal ones to deliver value moreeffectively. This is most effectively done by using job evaluation techniques and organizationdesign tools and principles.

The third step is modification of present talent management systems, making it more open to

mobility of talent between functions.

Role of HRConventional HR Business Partner (HRBP) approaches may not be effective to deploy thisframework. HRBP models may not be up to this task primarily because it is identified too closelywith a support function (HR) and is not really an organizational agenda. Additionally, allmanagement groups dont invest in building talent and it is seen as the responsibility of HR

people. Lastly, there is very rarely an incentive for HR to understand the finer nuances of thebusiness they are in.

How it works?

To implement this talent model, companies have to build a talent advocacy group. While HRBPgroups support a business, the talent advocacy groups identify and support a set of employees asthe companies finest.

Wealth managers will be the role models for managing the talent of the company as its wealth.Wealth Managers Advocacy Group must understand the needs of their clients and help themidentify the evolving criticality of roles, helping their clients connect with those opportunities

within their companies.

The leadership teams support and time will be a must for success of the group and monitoringits efficiency.

A Primer on Poaching

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Poaching talent is the practice of proactively targeting and hiring top talent away from acompetitor or top firm, with the specific intention of:

Securing skills or capabilities faster than if you were to attempt to develop talentinternally through training and development efforts

Securing expanded capacity (i.e. more bodies) that will require less ramp up time Mitigating high-level talent losses due to attrition Damaging your competitors ability to achieve their strategic objectives

The approach is not new and has been deployed around the world for ages, particularly in sports.Take a World Cup soccer (football) team for example. Can you think of a single team that ismade up entirely of players from the country that team represents? The truth is that whenwinning matters, the best teams seek out the best talent wherever it resides, be it their backyardor a tiny undeveloped country nestled between two warring nations.

An Unstoppable Global Trend

The migration to a truly global economy is impacting every nation large and small in bothpositive and negative ways. One of the most apparent impacts is that it has increased demand forlabor in nations that once supplied a surplus to developing nations, causing dramatic increases inlocal wages, in turn making it more difficult to recruit talent abroad. In addition, the rampantgrowth of offshore outsourcing has imbued developing nations with disposable income, makingpossible their investment into higher value work. Combined, these two external forces arecomplicating the pillage model that for so many years has filled hospitals with nurses andhardware/software firms with engineers. It has also turned the tables, such that developingnations must now devise ways to steal talent back from hyper-developed nations, i.e. poach!Aggressive firms in such nations are following the leaders, they are:

Putting work where the talent resides Subcontracting outsource contracts for low value activities to other developing nations Opening offices in locations that compete directly with their clients Offering very lucrative compensation packages for key players who return or are willing

to relocate to a developing nation

In short, the war for talent is no longer a local war, but rather a global one that will drive theevolution and practice of talent poaching.

Three Dominant Poaching Strategies:

Poaching activities largely fall into one of three categories:

1. Direct sourcing. Firms use new data-mining techniques and tools, combined with age-old recruiter phone techniques, to mine the organizational structure, employee identities,and employee performance indicators of talent and product competitors. This competitiveintelligence is later used to determine whom specifically should be targeted for poaching.All work is carried out internally.

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2. Third-party poaching. This strategy relies on using a vendor or series of vendors toidentify everything from which firms to target to what individuals to go after based onyour strategic objectives. (It is also by far the most common way organizations that findpoaching unethical actually practice it themselves. In their minds, poaching is perceivedas unethical only if you do it yourself.)

3. Attract them with honey. The third strategy is likely the one that few organizationswould associate with poaching, what we call the attract them with honey strategy. Thisapproach utilizes six different channels to drive candidates to your organization fromother specific organizations, much like product firms steer you to their products ingrocery stores.

All three strategies have the same impact in the long run, but offer firms a varied level of ethicalexposure, timeline, and cost. The three strategies outlined above are rank ordered in terms oftheir time to productivity and cost, from least expensive with quickest impact to most expensivewith slowest impact. Because the ethical concerns over poaching are so great in the UnitedStates, the remainder of this article will focus on the channels that power the attract them with

honey strategy.

The Honey Strategy: Six Primary Channels

The honey strategy is powered by a number of channels that drive candidates into yourrecruiting process. While the list of actual channels is long, most of them fall into six categories:

1. Employment branding2. Employee referrals3. Event recruiting4. Magnet hiring

5. Boomerang hiring6. Internet

Each of these channels is outlined below.

1. The Employment Branding Channel

Many firms that have made an attempt to manage their employer brand do so with no particulargoals other than to develop either Best Place to Work or Employer of Choice status (notethat both of those terms are registered trademarks!). Such efforts are, for lack of a better word,lame. Employment branding is not an art, but rather a science. It focuses on identifying which

employer attributes and characteristics are needed to recruit a highly defined target audience,aligning organizational structure and management practices with those attributes where possible,and communicating both directly and indirectly with the target audience to position theorganization as a leading firm providing those attributes. Employer branding relies on:

External recognition as a leader in providing specific employer attributes, such as a valueon diversity, innovation, or talent development

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Consistent messaging that continuously communicates who and what the firm is and whatvalue it provides to prospective employees

A story inventory that provides specific examples of how management programs andpractices deliver value to employees

A specific and differentiated theme (slogan) that competitors cannot easily mimic or

assert Recognition for functional excellence Lots of lots of press coverage in very specific publications that reach into the targeted

audience

2. The Employee Referral Channel

Just as most firms approach employment branding with no specific goal or outcome in mind,they often develop employee referral programs that meander and produce mediocre results atbest. A targeted employee referral program, on the other hand, utilizes the employee populationto do all of the competitive intelligence mining that enables targeted poaching, with an added

benefit: It gets employees to utilize their personal networks to initiate the recruiting process. Atargeted poaching effort that utilizes the employee referral channel relies on:

Active referrals: An approach that goes to employees with a specific set ofquestions that prime them to remember who they know in specific roles,organizations, etc.

Top performer referral prioritization: An approach that acts on allreferrals coming in from proven top performers before acting on those fromother employees

Reference referrals: An approach that contacts references of past hiresthat proved to be top performers and asks who else they know

Stakeholder referrals: An approach that leverages non employees who

have a vested interest in the success of the company to generate referrals,such as consultants, suppliers, stock holders, etc.

3. The Events Channel

Nearly every organization that recruits will attend at least one event a year, be it a recruitingevent, an industry trade show, or a vendor exposition. But few select events to participate inbased on their probability of attracting employees from specific competitors. Utilizing events asa poaching channel relies on:

Identifying and participating in specific industry trade shows or association

events that have a proven attraction to employees of targeted competitors Hosting onsite seminars and certification courses that are attractive to the

competition Participating in non-industry/non-professional events that attract a target

audience, such as a beer and wine or arts festival.

4. The Magnet Hire Channel

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The magnet hire channel is quite possibly the easiest one to understand. It simply relies onpolling top performers to identify the most respected or most visible professional who theywould be interested in working with, and then working to hire that person in hopes that theywould attract others to your organization.

5. The Boomerang Channel

At some point in time, nearly every employee decides to make a change and severs anemployment relationship. The boomerang channel is used in poaching by identifying formeremployees that are currently employed by a competitor and developing specific strategies to lurethem back which bring the added benefit of lots of competitive intelligence aboutorganizational structure and management practices, but not trade secrets or product information!

6. The Internet Channel

The final major channel that is used to power the honey approach to poaching is the Internet

channel. Unlike job posting and data mining, these approaches use the Internet to developresources that employees of competing organizations are drawn to. Examples include:

Hosted information resource sites. These sites provide valuableinformation that is useful to the target audience in their current role. Forinstance, a hospital organization might launch an e-newsletter for nurses thatprovide summaries of the latest breakthrough and techniques.

Moderated professional forums. These tools enable professionals from amultitude of organizations to share information and discuss issues in a safeenvironment, free from advertisers and spammers.

1. Different Sources To Get Talented People

As a HR Professional (Chief Talent Acquisition Officer; Hiring Manager or Recruitment

Head), one should be aware of all the sources and resources to get best of the talents and

they should also be aware of as how to use those resources to the optimum level. You can

use either or all of the below mentioned tools to get BEST talents.

1) Existing and "Active" Candidates Data with Company.

2) Employee References.

3) Internal Advertisement (internal Job Posting).

4) Jobsites and Job Portals.

5) Campus Hiring.

6) Recruitment Consultancies.

7) External (Newspaper) Advertisement.

8) Social and Professional Networks & Local Communities.

9) Head Hunting (Also called as "Body Shopping").

10) Talent-Poaching.

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Examples and case studies of Talent Poaching:

Silicon Valley Talent Poaching Highlights:

Silicon Valley: a big player at Google has left for Facebook. Or a Yahoo executive has been

seduced by Microsoft. Or some perky young startup has snatched a head developer from avenerable software giant.

Silicon Valley's human resources arena, ripe with star engineers and executives, is like a daytime soap opera, full of unexpected surprises and shocking betrayals. Every time a transfer oftalent occurs, juicy questions immediately begin to pop up surrounding the jump. Were theyabused at the first company? Were they offered a huge salary? Who got screwed?

I'd like to take an overview of several high profile transfers of talent that have occurred in SiliconValley over the past decade. Each one is a soap opera in its own right and has in some wayaffected the fertility of the Valley's technological breeding grounds. If I leave any big ones out,

be sure to contribute your own top Silicon Valley talent transfers.

Tim Armstrong, Google to AOL: This shocking transfer occurred in March, 2009, when AOLabruptly fired two head executives and hired Google's sales boss, Tim Armstrong. Armstronghad joined Google back in 2000, when the company's ad sales were minimal and it was still instiff competition with competitors like Yahoo and MSN. The acquisition of Armstrong signifiesa change in branding and corporate goals for AOL, as it continues to move away from its past asa ISP towards a future in digital media and advertising.

Sheryl Sandberg, Google to Facebook: Sheryl Sandberg served as Google's VP of GlobalOnline Sales before being snatched away by a hungry startup called Facebook in March of 2008.

Sandberg's departure marked the end of Google's 'super growth spurt', which was capped with a$747 share price a few months prior. It was rumored that Facebook's young CEO MarkZuckerburg first met Sandberg at a Christmas party, and was impressed. Soon after she left tobecome Facebook's COO, which at the time was still a refreshingly new start up (and had a $15billion dollar valuation).

Josh Elman, Facebook to Twitter: Although Facebook's former platform manager isn't as ahuge name, his new home at Twitter speaks volumes to the current 'Twitter-mania' that SiliconValley is going through. Facebook and Twitter are currently in a war (with Twitter having theupper hand) for the 'real-time' web. Elman's savvy on how people connect and communicate inreal time is surely a gain for Twitter's growing empire.

Vic Gundotra, Microsoft to Google: Microsoft's 15 year platform evangelist, Vic Gundotra,broke the breach and went to Google in June, 2006. This was at the height of Microsoft's SiliconValley envy, particularly the Redmond giant's jealousy of Google's growing search enginedominance. Ever since, Microsoft has been hot on Google's tail - most recently launching it's'Bing' search engine, which surprisingly has the beginnings to usurp Google's hot streak.

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So what does the future hold for Silicon Valley? While some big players in talent acquisitionhave emerged, there is always a hotbed of hungry start ups that have proved time and again thatthey compete with the big boys. Although many of these start ups don't yet have the hiringresources and clout of the Googles and Facebooks, they are fast moving, ambitious, and haveproducts that are set to change the world. Armed with the right tools, such as cost effective

Applicant Tracking software, many of these small companies may soon make an apperance onthe soap opera that is, Silicon Valley Hiring.

1. News Internationals Group HR Director set to join Vodafone:

In the New Year, Daniel Cloke will be joining Vodafone after spending after spending sevenyears with Robert Murdochs News International. In his role of Group HR Director, Cloke led anumber of HR and cultural change programmes at the UK-based newspaper publisher.

Prior to this, Cloke held the position of Group HR Director at MyTravel Group and has alsoworked in other senior HR roles with Telewest Telecommunications and Allied Domecq. Hejoins Vodafone on 4 January 2011, and will report to the firms CEO Guy Lawrence.

He replaces Matthew Brearley, who is ending a seven-year tenure with Vodafone at the end ofthis year. During the past five years Brearley held the position of HR and Property Director, andhas decided to leave the firm to pursue his charity interest. He intends to return to corporate lifelater next year.

2. McDonald's Talent Case StudyEnhancing the Talent Management System to Support McDonald's Global Growth

McDonalds Corporation Enhancing the Talent Management System to Support McDonaldsGlobal Growth Since 2001 McDonalds has introduced a series of significant changes to its HRsystems to strengthen the organizations capability to develop the quantity and quality ofleadership talent needed to support its continued global growth and vitality.This case study focuses on describing five separate initiatives that have been introduced in the

past five years to strengthen the areas of Performance Development, Succession Planning, andLeadership Development.

For each initiative it describes how and why the changes were introduced, how they have beenrefined over time, and the positive impacts they have had within the business. Below is a list ofthe initiatives along with what is included with each:

Initiative 1: Performance Development System Redesign McDonalds Process Upgrades to the process Performance Drivers New System Roll-out vs. LocalEmphasis Results of Implementation Ratings of Potential Lessons Learned

Initiative #2: Global Succession Planning and Development Process McDonalds designof the Global Talent Review Process Talent Review Process Impact Metrics for

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Assessing Quantitative Impacts Next Steps for Talent Review Additional PositiveImpacts.

Initiative #3: Design and Implementation of the LAMP Program Specific Designconsiderations Participation Group Sessions Individual Learning Opportunities Commitment and Expectations LAMP Program Evaluation and Impact o Qualitative

Feedback o Quantitative Impact o Evolution of the LAMP Program o ContinuedEvidence of Success. Initiative #4: McDonalds Leadership Development Institute Description of the institute

and offerings.

Initiative #5: The Global Leadership Development Program Overview This Case StudyIncludes: Models, Exhibits, Examples, Business and Global Workforce Stratgies,Global/Local Balance Explanations, Plan to Win, Customer and Employee focus, andKey initiatives and enhancements

Report: Apple, Google agreed not to poach each other's workersby Jennifer Guevin Google CEO Eric Schmidt

Apple and Google are said to have had an unofficial agreement not to poach each other'semployees--or at least they did while Google CEO Eric Schmidt served on Apple's board,according to TechCrunch.

Unnamed sources told TechCrunch that no formal, written agreement exists, and that employeesof one company were welcome to apply for jobs at the other, but that the two companies saidthey would not actively pursue hiring away each other's workers.

It is unclear whether any such agreement would still be in effect now that Eric Schmidt hasstepped down from Apple's board of directors.

Such an agreement could stifle competition among companies that rely heavily on top-notchengineering talent. The Washington Post reported in June that the Justice Department hadlaunched an industry wide investigation into whether companies, including Apple and Google,had violated antitrust laws by negotiating the recruitment and hiring of each other's workers.

Tech companies have waged fierce battles to keep top talent in their ranks. In one closelywatched case, Microsoft sued Google in 2005 after it hired Kai-Fu Lee away from Microsoft.The two parties eventually settled out of court. In May, IBM filed a lawsuit in federal court to

prevent its former head of mergers and acquisitions, David Johnson, from joining Dell, saying itwould be a violation of his contract. And last year, the company sued Mark Paper master to keephim from joining Apple. IBM and Paper master settled a few months later, and Paper mastereventually did start working at Apple.

Summary:Human Resource Management or Human Resources Development encompasses Human resourceprocurement, development, talent management, compensation, mobility, retention, performance

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appraisal & employee relations.Shortage of critical skills has become a global phenomenon = due to ageing population and thebaby boom children reaching retirement ages. Demographic change is being witnessed cuttingacross nations and regions. Organizations in countries like India are also witnessing a changeprocess in systems, management culture, philosophies and management practices. It is primarily

due to economic compulsions and global alignment of developing nations.

An important emerging HR issue is to build an organization in line with capability profile. Itemphasizes that competencies are attributes, professional skills, or a combination of skills,knowledge & behavior. An integrated system of values, vision, mission statements, goals/objectives, action planning, and support systems are required to obtain synergy of thought andaction. Talent Management requires the integrated inputs for management.

While competency is the scene and measurable on-the-job performance, behavior is a function ofconsequences. Competence matters because past performances are the best source for predictionof future performance. Good current performance builds from past performance and the more

recent the effective behavior, the more appropriate is the fit for the job. Organizations need tofollow an integrated approach for talent management by looking at skills, knowledge and behavior i.e. the capability profile. These behaviors can be judged during selection andrecruitment for employee development, performance management, training, succession planningand career development as part of the process of talent selection and talent retention strategy.

Talent management refers to the process of developing and integrating new workers, developingand retaining current workers, and attracting highly skilled workers to work for your company.The major aspects of talent management practiced within an organization must consistentlyinclude:

performance management leadership development workforce planning/identifying talent gaps recruitingIt is seen that 'Talent Management' is receiving due attention of management in organizationsand there is a need felt to improve inputs from an integrated approach of assessment ofprofessionals at middle and senior levels of management to select right talent, retain them and toreduce attrition. 'The Talent War' is looming over the organizations.

Conclusion:

The battle lines in the war for talent are expanding, and those with the most to lose need tounderstand that aggressive tools and approaches will be used by the competition. There is noplace for complacency on the battlefield, which causes unnecessary death. Developing firms indeveloping countries are desperate for talent, and they have no reservations about poaching yourbest people. The evolution of poaching has begun, and there is no turning back. While the honeystrategy will work in the short term, it is expensive and takes time. Eventually recruiters willhave to learn to accept the role they play in their organizations future and get past what concernsthey may have with direct poaching.

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The current talent management systems focus only on talent identification, but not the bestutilization it can provide. Companies will need to ensure that the limited talent is reserved for itsmost critical roles. Channelizing its most gifted people into its most important roles will becomea source of competitive advantage in a fast changing world.

References:

1) http://robbmyers.wordpress.com/2006/06/16/poaching-talent-damaging-your-competitor/2) http://ezinearticles.com/?Silicon-Valley-Talent-Poaching-Highlights&id=32973603) http://topjoboptions.com/blog/?tag=talent-poaching4) http://www.channelbusiness.in/index.php?

option=com_content&task=view&id=261&Itemid=785) http://www.resumes-india.com/news/233/Pune-IT-cos-ink-peace-pact-to-end-talent-

poaching-20233.html6) http://www.skylinecollege.com/blog/talent-management/talent-management-retention-

strategies7) http://www.thegrapevinemagazine.com/?newsid=34238) http://www.ere.net/2005/11/21/poaching-the-best-talent-worldwide/9) http://peoplematters.in/articles/focus-areas-13/talent-advocacy10) https://bestpracticeinstitute.org/members/articles/mctalent.html11) http://internationalhr.wordpress.com/2010/04/08/how-top-companies-manage-talent-

development/12) http://news.cnet.com/8301-13579_3-10305957-37.html13) http://www.interlude.hk/front/music-notes/classic-case-of-poaching-talent/