Restructuring talent sourcing at DuPont: Standardizing and simplifying talent‐search and management processes
| Date | 01 November 2006 |
| Published date | 01 November 2006 |
| Pages | 28-31 |
| DOI | https://doi.org/10.1108/14754390680000939 |
| Author | Peter Cseres,Neil Kelly |
| Subject Matter | HR & organizational behaviour |
28 Volume 6 Issue 1 November/December 2006
UPONT, A SCIENCE COMPANY, wished
to establish a set of processes to enable it to
access and employ the best talent worldwide.
As Europe, Middle East and Africa (EMEA)
is DuPont’s second-largest market globally, a
great deal of emphasis is placed on sourcing the right
employees for these areas. In order to do this, DuPont
began working in partnership with search and selection
and talent management specialists, NDK International.
Establishing beneficial partnerships
In 2004, DuPont’s business strategy included
standardizing and simplifying its talent-management
processes in order to improve the efficiency and
effectiveness of its HR function. To assist with sourcing
potential candidates for positions at DuPont in EMEA,
the company has been building regional partnerships
with talent suppliers that have local knowledge of its
areas of interest.
DuPont wished to use its existing talent-sourcing
relationship with NDK as a “test case” in Europe, to
establish whether a talent supplier like NDK could
service a wider business need across its entire EMEA
outposts. The development and retention of high-
potential and “mobile” staff is central to the company’s
corporate talent-staffing strategy, particularly at that
time, when DuPont was looking to increase its
penetration into other markets and expand its
consultancy arm of the business. To do this, it must
increase the number of potential people in the
organization who could take on leadership positions.
Having worked successfully with the HR teams
across some of the 11 DuPont sites in the UK since
2000, NDK was invited in 2004 to be a talent supplier
to DuPont across the entire EMEA region, and to play
a key part in DuPont’s long-term talent supply strategy.
The external leadership talent recruitment search
process was previously managed at a local country level
with sign off eventually given at a European corporate
HR level.
Rolling out long-term options
The objectives were to allow NDK to progressively
source more people for positions within Europe, and
instill a consistent process for doing this throughout
DuPont’s EMEA regions. NDK International’s
language capability meant that it could undertake
complex cross-border searches – DuPont realized that
this kind of talent-sourcing strategy could be a vehicle
to hire more talent and simultaneously improve its
general diversity rates. NDK aims to produce a
balanced shortlist of candidates from a diversity
perspective.
Training NDK as DuPont “Brand Ambassadors”
NDK team members who would be involved in
managing the DuPont relationship needed to be
D
Restructuring
talent
sourcing at
DuPont
Standardizing and simplifying talent-
search and management processes
In 2004, DuPont began to adjust the way it generated
new talent. Search and selection specialist, NDK
International, was tasked with playing a pivotal role in
redesigning DuPont’s employee search system and
identifying the right employees for DuPont’s EMEA
territories. By providing clearer lines of communication
and promoting brand awareness, DuPont has
significantly improved its talent-management system.
by Peter Cseres, DuPont EMEA and
Neil Kelly, NDK International
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