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Two companies will be highlighted in this article: Becton Dickinson-Japan, a medical equipment company, and Hughes Supply, a building materials wholesaler, since acquired by Home Depot. Each company needed a robust talent management system to support aggressive business goals and growth. In each case, unacceptable levels of underperforming managers and disengaged employees were impeding attainment of financial and growth objectives. Each company’s CEO was committed to following a defined talent management process, investing time, money and energy, and following up on short and long term results. While this article discusses implementation of the Pipeline over a time period of 5 years, the leaders of these companies found that improvements in top line growth, revenue and employee engagement began almost immediately following the initiation of this process.