TALENT FACTORY

Changes in business conditions, development of information technology, demographic shifts with employees early retirement and the scarcity of human resources has the potential to produce something called a fierce storm for the company. Survey conducted by Douglan A. Ready and Jay A. Conger of human resource executives from 40 companies around the world in 2005, the Harvard Business Review published in June 2007, indicates that the company was the lack of talented employees to fill strategic management roles. These problems occur when companies treat talent or potential candidates in the company (97% of respondents said that they had formal procedures to identify and develop the next generation of leaders), the practice is not consistent with what the company needed to grow and expand into new markets .
For example, to save costs, some companies cut country manager position in a relatively small country. In this role, a role in a comprehensive manner that has a high potential for dealing with a wide range, although the cost savings, but lost the opportunity to develop potential employees. If the practice is more prominent companies to support technical system and performed continuously, so no deep commitment from senior executives, talent management potential employees will fail. Some managers believe that they can find talented employees by paying higher or buying the best executives.

Some companies do the opposite, face the future with confidence, because they not only manage a talented manager, but also build a "talent factory". In other words, they have been running fun functionality, the process according to the talent and culture of the target company's strategy and cultivate a vitality that is management's commitment reflected in everyday actions.
To develop local talent manager of global standards, HSBC centrally designed policies and practices of human resources with the flexibility to accommodate local culture. Company wide process of recruitment, performance appraisal, career management and leadership development, but the local office can adapt skills and cultural resources of local needs.

To keep the way of thinking globally, HSBC has created sebauah system that brings talent pool and manage high-potential career headed in the company. Once employees are identified, they raised the talent pool of regional or business unit managed by the leader or the resources of local business units. Employees are then selected for a new appointment in the area or line of business and eventually given a position that can cross boundaries and regional business units.