ChapmanCG Global HR Interviews

The newness of social media has finally worn off and it’s become as ubiquitous as the mobile phone. Its pervasiveness has impacted how we communicate, how we access information, and how companies source its future employees.

Knowing from which social media platforms high performing employees come and how to parse the vast amounts of information available about candidates is critical in developing talent strategies for the future.

Angela Ryan, Global Chief HR and Talent Officer at GroupM, discusses the importance of leveraging social media in Talent strategies.

The pharmaceutical industry is complex and grows even more so with changes in healthcare requirements, technology, government legislation, and increasing customer demands. Everyone knows that innovation is a critical component to success, but innovation isn’t cheap. Finding and developing future leaders who understand the diverse challenges facing pharmaceutical companies, who are knowledgeable about its products and services, and who can navigate the external market pressures and regulations can often time be a monumental task in and of itself.

Anis Baig, Global Vice President of Talent Acquisition and Mobility at Teva Pharmaceuticals, discusses Global Talent strategies within the pharmaceutical industry.

As emerging markets continue to have more impact on the way global organisations operate, we are seeing an increase in the Chinese and Asian Expat on overseas assignment. They offer a different perspective, and in some cases, a different way of achieving results.

Gang Zheng, Vice President of Human Resource for Cargill Agricultural Supply Chain Global, discusses the rise of the Chinese and Asian expatriate in multinational organisations.

Multinationals are locked in a global competition for top talent. Organisations are reviewing their current strategies or creating new ones in an effort to attract and retain the right kind of leaders for future success. But how do you design a unified global talent strategy that is aligned across various geographical and cultural marketplaces?

Serap Zel, Director of Talent Acquisition and Development at BIC, discusses the key components of a successful global talent acquisition strategy.

The need for HR leaders who can think like HR business strategists is growing. Future HR leaders will need to discuss key business drivers in the context of organizational resources—both from the people perspective as well as the technological one.

The success of future HR leaders will hinge upon their ability to leverage enterprise HR best practices across multiple business units in different geographic locations that include both developed and emerging markets.

Rahul Sharma, Global Head Corporate Executive Learning at Novartis International AG discusses HR process flow in large, multi-business organisations.

Attracting the right kind of talent requires that your employer branding appeals to those individuals who can help your organisation grow. But what attracts a potential employee in an established market doesn’t necessarily hold the same value for someone working in an emerging one.

Cassie Fleming, Talent Sourcing Hub Leader for India, Middle East, and Africa at Microsoft, discusses effective talent acquisition strategies in emerging markets.

Change is never easy. Transforming an organisation’s culture is an initiative that requires business leaders to analyse their strengths, as well as their weaknesses. And in a lot of cases, it means saying goodbye to legacy systems and behaviours that have been shown to impede future success.

Dr Urs Karkoschka, Head of Human Resources for Asia-Pacific, the Middle East, and Africa at Novartis, discusses effective cultural transformation.

Despite the plethora of technological advances and diversity and inclusion efforts of the past few decades, the stark gender bias in leadership roles still remains. Women are more likely to attend college, graduate, and enter the workforce, yet there are less than 5% of females at the helm of global multinational organisations.

Therese Sevaldsen, Head of Human Resources for the Middle East and Turkey at Philips, discusses women in leadership roles and the unconscious gender bias that still exists today.

A good HR leader has a solid understanding of business operations and objectives. But an effective HR leader not only understands the basic principles of the organisation, but also knows how to strategically help their business leaders achieve future growth.

Alison James, Chief Human Resources Officer at Société BIC, discusses how to build a great HR career and become an effective leader.

Given the time commitment and financial investment required during a merger or acquisition, it’s somewhat surprising the number of them that fail as a result of differing cultures—essentially two sides unable to find a common platform on which to move forward. Not enough attention is given to the integration of two organisations—their values, processes, and ways of communicating, which collectively define how they interact with employees as well as customers.

Thomas Kraabel, Vice President of Human Resources for Asia at Pall Filtration, discusses the importance of integration and cultural due diligence during an acquisition.