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Talent management and leadership program at Danone China

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  • Cécile Dejoux

    (LIRSA - Laboratoire interdisciplinaire de recherche en sciences de l'action - CNAM - Conservatoire National des Arts et Métiers [CNAM] - HESAM - HESAM Université - Communauté d'universités et d'établissements Hautes écoles Sorbonne Arts et métiers université)

Abstract

Unlike the West and Japan, China remains a target market for foreign multinational corporations (MNCs). Challenges and opportunities for global talent management are all the more significant as young Chinese talents are much less eager than before to join non-Chinese MNCs. This article addresses the issue through an overview of the Danone talent management and leadership program in China. Based on a business case and an exploration of perception among corporate and local employees, the article reviews the implementation of a strategy as an example of what can be done and seeks to examine the set of talent management tools that allows the company to develop a Chinese talent pipeline. This innovative leadership program, internally named Bo Le, was designed through a collaborative involvement of all levels of Danone management in China. It is based on three major axes: attraction, development, and retention of local talents. The program has helped to increase the number of local recruitments, to reduce attrition rate, and to promote effective, local Chinese managers to strategic positions. Its success leads Danone to duplicate it in other Asian countries, such as Indonesia, Vietnam, and Thailand.

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  • Cécile Dejoux, 2013. "Talent management and leadership program at Danone China," Post-Print halshs-02103983, HAL.
    • Handle: RePEc:hal:journl:halshs-02103983
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-02103983
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    References listed on IDEAS

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