Filling the talent pipeline, even as it is under construction


Over the last 30 years, I’ve worked in nine different countries, most of them in Asia. And in that time, I’ve learned a great deal about what kind of leaders thrive when the going gets messy.

I still remember when the enormity of the talent challenge facing Asian businesses in particular hit home for me. It was 2005 and I was in Shanghai leading a workshop for human resources leaders at 10 of the largest multinationals operating in China. Recruitment, employee value proposition, compensation, retention, development—these were only a few of the jigsaw puzzle pieces of their talent issue. The big picture was this: they needed to build a sustainable pipeline of leaders—and all of them admitted falling short.

Building a sustainable pipeline doesn’t just entail recruiting, training, and giving raises so your executives don’t jump ship. Rather, it touches on building a strong culture of talent across the entire company which requires inspired leadership from the top.

And it starts with hiring and promoting the right talent. The best way to fill this executive pipeline, even as it is under construction, is to find good people who get up to speed fast, listen to them, and give them running room. A company can accelerate leadership development if it has first selected people who embrace learning and change. Then, with the right support, including mentoring and coaching, organizations turn these individuals into the  innovative, inspiring and impactful leaders they need.

Our talent pipelines will always be a work in progress, just as we, as leaders, are always “under construction.” By focusing on the important things, which includes having the right people on the team, organizations will move faster to build a sustainable pipeline and win in the marketplace with the best talent.

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1 Comment

  1. Equally important, in building a pipeline of executives in Asia, is finding those who subscribe to a set of ethical principles culturally more prevalent in “Western” multinationals than in many parts of Asia. This is particularly important in operations where local managers are given a high degree of autonomy on a wide range of decisions.

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