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Birla milks its employees for the creamiest leaders of the future

Birla milks its employees for the creamiest leaders of the future Purpose – This paper aims to describe how Birla creates a strong pipeline of people who are ready to lead the organization in the future. Design/methodology/approach – It explains the origins of the group’s global-manufacturing leadership program (GMLP), the form it takes and the results it has achieved. Findings – It reveals that the program aims to shape the manufacturing leaders of tomorrow through exposing them to world-class technologies and processes, state-of-the-art research and continuous learning and development opportunities. Practical implications – It reveals that of the five GMLP candidates recruited in 2011, three have become independent unit heads, one in China and two in India. Social implications – It outlines the company belief that retaining and developing the skills of its existing workforce is at least as important as importing new talent when faced with increasing competition and growing pressure to cut costs in its main markets. Originality/value – It demonstrates that the program is designed to ensure that each participant is able to understand and anticipate customer needs, influence colleagues without too openly expressing authority and develop and communicate the company’s long-term vision. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

Birla milks its employees for the creamiest leaders of the future

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0967-0734
DOI
10.1108/HRMID-01-2015-0002
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to describe how Birla creates a strong pipeline of people who are ready to lead the organization in the future. Design/methodology/approach – It explains the origins of the group’s global-manufacturing leadership program (GMLP), the form it takes and the results it has achieved. Findings – It reveals that the program aims to shape the manufacturing leaders of tomorrow through exposing them to world-class technologies and processes, state-of-the-art research and continuous learning and development opportunities. Practical implications – It reveals that of the five GMLP candidates recruited in 2011, three have become independent unit heads, one in China and two in India. Social implications – It outlines the company belief that retaining and developing the skills of its existing workforce is at least as important as importing new talent when faced with increasing competition and growing pressure to cut costs in its main markets. Originality/value – It demonstrates that the program is designed to ensure that each participant is able to understand and anticipate customer needs, influence colleagues without too openly expressing authority and develop and communicate the company’s long-term vision.

Journal

Human Resource Management International DigestEmerald Publishing

Published: Mar 9, 2015

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