Integrated talent management at BD Japan: How a holistic approach to talent management built a high performance culture
| Published date | 01 July 2005 |
| Date | 01 July 2005 |
| Pages | 16-19 |
| DOI | https://doi.org/10.1108/14754390580000816 |
| Author | Jay Romans,Lucy Lardner |
| Subject Matter | HR & organizational behaviour |
16 Volume 4 Issue 5 July/August 2005
OR OVER THREE DECADES, my mission
has been improving business results by
redesigning organizational systems. Thirty years
of field experience have convinced me that
every organization, however successful or mature, can
profit from a systematic approach to upgrading its
human resources. Over time, I have developed a model
for managing talent through the employment lifecycle,
from hire to retire. I call it the “Human Capital
Pipeline” (see Figure 1, right).
This is a “systems thinking” model, built on the
premise that all organizational systems are
interconnected. Change to any system or process affects
other systems – it’s critical to consider the whole while
designing the parts. Human resource systems are part
of the greater enterprise; they exist to help achieve the
purpose of the business. Each phase of the pipeline
model must support every other phase. The whole
pipeline must be tightly aligned with business goals and
fully integrated into business operations. This article
will illustrate the application of the model – and the
resulting business improvement.
Leveraging human capital to double sales
In 1998 I was director of organization effectiveness at
Becton Dickinson, the medical equipment company.
Rex Valentine, the newly appointed president of our
Japanese subsidiary, BD Japan, asked for assistance in
redesigning his organization to meet an ambitious goal
to double sales in five years: twice the growth of the
F
by Jay Romans with Lucy Lardner
Integrated talent
management at
BD Japan
How a holistic approach to talent management
built a high-performance culture
For Becton Dickinson
Japan, talent management
meant overhauling its
approach to talent from
hire to retire. Find out how
it created a new culture of
accountability and
engagement that helped
the company exceed its
target to double sales in
five years.
FEATURES AT A GLANCE
,
,
,
,
INTEGRATED TALENT
MANAGEMENT AT BD JAPAN
THE WORK OF HR PART ONE:
PEOPLE AND PERFORMANCE
HR’S ROLE IN IMPLEMENTING
JTI’S GLOBAL ERP SYSTEM
MANAGING TALENT FOR
COMPETITIVE ADVANTAGE
HR AND THE PARAMETERS OF
KNOWLEDGE,STRESS AND
TIME
,
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© Melcrum Publishing Ltd. 2005 For more information visit www.melcrum.com or e-mail info@melcrum.com
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