Jdn Talent Management Research Final Edited

8/13/2019 Jdn Talent Management Research Final Edited

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Employee performance can be improved by focusing on careers andtalent management

S ubmitted By:

Kazi Iftahaz Ahmed 1030239530

Sabrina Humayun Upoma 1110574030

Sharmin Sultana 1020846530

Md.Washim Ahmed 1020963030

Rabeya Sultana 1120284530

Ahsan Zaman 1030211530

S ubmitted To: Jashim Uddin

Lecturer

North South University

D ate of Submi sion: 9th December 2012


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T able of ContentsSL NO. Topic Page 1. Abstract 3

2. Introduction 4

3. Career and Talent management li terature 4-8

4. Role of career and talent management in creatingski l led and knowledgeable work for ce

9-16

5. I ndi vidual l evel outcomes career and talentmanagement

17-19

6. L iteratur e gap 19

7. M ethodology 19

8. BA T Bangladesh: Organi zational overview 20-24

9. Career and talent management in BAT 25-26

10. Tr ansfer of career and talent management forcreating Skil led and knowledgeable workfor ce inBAT

26-27

11. Career and talent management evalu ation processof BAT

27-31

12. Discussion 31

13. Conclusion 34

14. References 35-


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Abstract

In Modern world Todays Business are ongoing changes. It requires new

knowledge and skills as a means of knowledge innovation. Now this knowledge is

transfer into the workplace by the fact of increase knowledgeable workplace in

order to remain competitive market and business sustainability. Career and Talent

management are one of the important buzzword of modern HR. It creates the

ability of knowledge and transfer into skilled and knowledgeable workforce. Incontrary the scenario of the modern world there are lot of surrounding

circumstance factors based on Talent management and it cant be judged properly

without proper evidence. By considering this fact this research paper emphasizes

the similarities and dissimilarities between the theoretical facts of career and Talent

management. We found new opportunities on this research paper. There are some

limitations which we are not found properly. This paper occupy a judgmental

approach to case study of a multinational corporation to demonstrate a broader

perspective of viewing the role of career and talent management in creating skilled

and knowledgeable workforce in an emerging economy.


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IntroductionCompetition for good employee and talent is likely to intensify as international

companies increase their overseas footprint. Therefore, it will be critical for

businesses of British American Tobacco (BAT) to build a strong and clearly

differentiated reputation as an employer.

Increasingly, people want to work for businesses with strong sustainability

credentials, so management of BAT need to ensure that the group of existing

talented employees continues to stand out in this area. Ensuring their workforce

shares in the success of a sustainable business will help BAT to attract the best

people wherever they operate.

Career and Talent management L iteratur eThis section we mainly focus on career and talent management literature. In order

to do so career and talent management create skilled and knowledgeable workforce

individual level of outcomes from career and talent management organization

outcome that we discussed with stiffness.


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Career and Talent M anagement

A perfunctory review of the career and talent management literature exposes a

degree of debate as to the conceptual boundaries of the topic. Career consist a level

of responsibility, status, power and reward (s.chand). A career is a sequence of

separate but related to work activities that provide continuity order and meaning in

a persons (Flippo).Whether talent management is a process of planning, recruiting,

developing, managing, and compensating employees throughout the organization.

But main thing driving the talent management is the availability of new talent

management inform ation system. Its a sense of career management from

employees point of view (Garry Dessler). Indeed, Aston and Morton (2005: 30)

noted that there ...isn t a single consistent or comprehensive definition of talent

management. Notwithstanding this criticism, Lewis and Heckman (2006)

identified three key streams of thought around the concept of talent management.

First, those who merely substitute the label of talent management for HRM.

Studies in this convention often limit their concentrate to particular HR practicessuch as recruitment, leadership development, succession planning and the like. The

contribution of this literature is relatively limited beyond the strategic HR

literature, as it largely amounts to a rebranding of HRM. A second shore of

literature emphasizes the development of talent pools focusing on projecting

employee/staffing needs and managing the progression of employees through

positions (Lewis and Heckman, 2006: 140). Studies in this tradition typically build on earlier research in the manpower planning or succession planning

literatures. While adopting a relatively narrow focus, studies in this tradition at

least provide a degree of differentiation as to what talent management is vis--vis

HRM. The third stream focuses on the management of talented people. This


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literature argues that all roles within the organization should be filled with A

performers, referred to as top grading (Smart, 1999) and emphasizes the

management of C players, or consistently poor performers, out of the organization (Michaels, Hadfield-Jones and Axelrod, 2001). While the third

approach is highly influential, we recognize limitations to this approach and argue

it is neither desirable nor appropriate to fill all positions within the organization

with top performers. Equally, if the talent management system is applied to all of

an organizations employees (i.e. including poor performers as well as top

performing employees), it is difficult to differentiate talent management from

formal human resource management.

In augmentation to the above three streams of thought about talent management,

we recognize and add an emerging fourth stream which emphasizes the

identification of key positions which have the potential to differentially impact the

competitive advantage of the firm (Boudreau and Ramstad, 2005; Hulesid et al.,

2005). The starting point here is identification of key positions rather than talented

individuals. This latter approach informs our theoretical development. In this

regard our theoretical orient ation resonates with Boudreau and Ramstads (2007)

differentiation between talent management as a decision science and traditional HR

plans and strategies. Therefore, as noted above, we view an organizational talent

management strategy as activities and processes that involve the systematic

identification of key positions which differentially contribute to the organizations

sustainable competitive advantage, the development of a talent pool of high

potential and high performing incumbents to fill these roles, and the development

of a differentiated human resource architecture to facilitate filling these positions

with competent incumbents and to ensure their continued commitment to the


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organization. Our definition is premised on the idea that the starting point for any

talent management system should be the systematic identification of the key

positions which differentially contribute to an organizations sustainablecompetitive advantage. This is consistent with an increasing recognition that there

should be a greater degree of differentiation of roles within organizations, with a

greater focus on strategic over non-strategic jobs (Becker and Huselid, 2006), or

between those organizational roles which promise only marginal impact vis--vis

those which can provide above-average impact (Boudreau and Ramstad 2007).

This is in contrast to the extant situation in many organizations where over-

investment in non-strategic roles is common (Boudreau and Ramstad, 2008;

Huselid, Beatty and Becker, 2005).

The second element of our definition emphasizes the development of a talent pool

of high potential and high performing incumbents to fill the roles that differentially

contribute to an organizations sustainable competitive advantage. In line with the

first aspect of our definition we also argue that organizations should differentiate

between employees who are strategic performers and those who are not. In order

for strategic or pivotal jobs to have a differential impact on organizational

performance, it is important that such jobs are filled with high performing or high

potential employees. This view stands in contrast to some of the earlier

contributions which argued that all roles within the organization should be filled

with A performers, referred to as top grading (Smart 1999). It also differs with

the approach advocated by the McKinsey consultants behind the war for talent

approach who advocate managing C players, or consistently poor performers,

out of the organization (Michaels, Hadfield-Jones and Axelrod, 2001). We do not

support the former approach as it is inconsistent with our call for a differentiation


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between key roles and key talent in organizations. It is neither possible nor

desirable to fill all positions in an organization with performers. This would result

in an over-investment in non-pivotal roles in the organization. Similarly, we positthat the focus of talent management systems should be on high-potential and high-

performing employees operating in key roles and not all employees in the

organization. Such an approach will facilitate a more deliberate utilization of

organization resources The final element of our definition recognizes the

importance of differentiated human resource architecture to facilitate the filling of

key positions within the organization with competent incumbents and ensuring

their continued commitment to the organization. We draw insights from the

strategic human resources literature in this regard (Becker and Huselid, 2006;

Huselid et al, 2005; Lepak and Snell 1999; 2002). This element of our definition

overlaps with the other two elements by facilitating the identification of high

potential and high performing employees, and the helping in the development of

the organizations talent pool. Once identified, the challenge fo r the organization is

to deploy appropriate human resource policies to ensure these individuals are

strategically deployed and supported with appropriate HR policies.

Clarifying the conceptual boundaries of strategic talent management represents an

important task in the development of the topic. It provides a frame of reference for

academics and practitioners in developing research in the field. It is also important

in helping to differentiate strategic talent management from strategic human

resource management. In this regard we argue that in contrast to strategic human

resource management, which while recently recognizing the differing contribution

of different groups of employees within the firm, generally focuses on all

employees within an organization; strategic talent management focuses on those


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By considering this fact, one of the major points of reference about career and

talent is to allotment with ongoing rapid change that influences business activities

from various aspects. Todays workforce needs more energizing approach to meet

the challenges implicit in 21st century work carriers and organization and therefore

employees are required to continuously update their knowledge, skills and work

habits (Ilgen and Pulakos, 1999). For example, recent information reassessmentand industrial change really influences the career and talent role of employees at a

large scale than before. These certain direction also increases the organizational

demand of improving the capacity that basically counted on effective and efficient

career and talent management (Olaniyan & Ojo, 2008). In the recognition, the

TalentAssessment

LeaderDevelopment

OrganizationalEffectiveness

EmployeeEngagement

WorkforceTransition &

Outplacement


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validated questionnaires and analysis of work history. Talent assessment

approaches the assessment process as a starting point in the complete

understanding and management of careers, departments or an entire organization.The processes for talent assessment keep the organization well informed of the

candidates progress as they are assessed. Talent assessment methods are efficient

enough to stand up to the time pressures recruiting demands but also allow for the

organization to stay informed of the candidates progress. Talent assessment helps

organizations develop a program of career and talent management and human

resource strategy focused on how the organization recruits, hire, develops and

manages its talent pool. This assessment provides individuals, leaders, human

resource professionals and executives with the information and evaluations they

need to understand the best way to increase the careers of their employees and

create greater value for the entire organization. Career and life transitions are part

of life some are more linear and others more fundamental, talent assessment assist

individuals in transition by exploring alternativeness or maximizing this

satisfaction with their current position (Michael Haid, June 12, 2009).

L eadership Development:

Developing leaders is a vital investment and an important step in ensuring

continued growth for your business. Leader development capability comprises a

broad place in order of solutions focused on creating organizational capacity

through careful grooming of your most promising leader talent. Leader

development program at serves two main purposes: to improve current leadership

skills and to build bench strength for future leadership positions. A second


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principle concern that should be considered is that leader development is a team

sport; you can t build bench strength without the individuals, the front line

managers, and the senior leadership all buying in to support the program. Theindividual and senior leader buy in is manifest, but the front line managers are key

to make sure there is a connection between the individual and senior leader.

Managers must provide on-the-job tasks that align and support the development of

the individual. In order to effectively build a global leader capacity that is both

deep and wide, organizations must continually identify, develop, nurture and retain

their leaders as part of an ongoing talent development strategy. Leader

effectiveness solutions that translate strategic business challenges into necessary

leader behavior, concerned with every matters of practical value and results-

oriented way. Since Leader development are unique to each organization, a well-

designed succession management process begins with an organizations business

strategy, corporate culture and values, ensuring you have the bench strength to fill

future leader positions and move faster in organizational performance. (Mary

Wakefield, Ph.D., R.N., Wednesday, September 19, 2012).

Organizational Effectiveness:

Organizational effectiveness capability brings value to o clients organizations by

facilitating the component and agreement of the business strategy with a workable

talent management strategy. At the heart of Right Management's organizational

effectiveness capabilities, is our holistic approach to helping companies build and

align the capabilities, processes, attitudes, and talent needed to more effectively

implement its chosen strategy. At the heart of Right Management's organizational


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effectiveness capabilities, is our holistic approach to helping companies build and

align the capabilities, processes, attitudes, and talent needed to more effectively

implement its chosen strategy. Right Managements Strategy Implementationconsulting services improve an organizations ability to successfully execute

strategy. This is achieved by focusing on structure, people systems and processes,

and to deliver great customer experiences. Based on proven Six-Sigma

methodologies, individuals use a specially designed diagnostic process called

RightNavigator to prioritize (based on importance and satisfaction) a

comprehensive set of organizational workforce strategies. Organizational effective

programs assist executives to drive organizational change, empower managers to

lead through change, and enable employees to navigate and respond to change

appropriately.

Employee Engagement:Employee engagement is a key driver of organizational effectiveness and

workforce performance. Right Managements Employee Engagement capabilities

identify the levels of engagement present within a given workforce population and

set benchmarks by which to evaluate the level of engagement. Our offering

includes an analysis to enable managers to understand and leverage the drivers of

employee engagement unique to their organizations. Employee engagement resultsin part from understanding the companys directi on and the significance of an

employees role in helping the company reach its goals. By employing an internal

audit of current communications processes, identifying target audiences,

effectively developing and delivering focused messages with defined performance


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objectives, organizations can deliver clear, consistent messages that simplify the

organizations business strategies in practical terms for employees. We measure

organizational wellness by quantifying the collective wellbeing and engagement ofthe employee and correlating the findings to key indices of productivity in the

workplace. This allows leaders to make accurate and informed decisions about

targeted and effective interventions which are most likely to lead to increases in

productivity and other organizational performance measures. By measuring

employee satisfaction, commitment to the organization, pride, and advocacy, you

will have an accurate assessment of an employees commitment and contribution

to the success of the organization. Right Management works with companies to

develop and implement effective strategies for communication and engagement as

a result of actions taken. By (Kozlowski et al. 2000)

Workf orce Tr ansition and Outplacement:

Organizations workforce is a dynamic asset, requi ring constant adjustments in

response to changing marketing conditions and emerging business opportunities. It

is about strategically mobilizing and sizing your workforce to meet the needs of

your business, minimize turnover and maintaining productivity of unaffected

employees. When a changing market, structure or mission calls for workforce

planning and restructuring, organizations around the world choose Right

Management. In fact, 89% of our clients are highly satisfied with our ability to

strategically partner with them to ensure a successful outcome for the outplacement

services we offer, and 98% of our clients would refer us to their colleagues and

peers. Workforce outplacement services for individual candidates at all levels and


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backgrounds from executives through front-line staff. There are times when

business changes impact internal positions. Right Managements redeployment

solution is an innovative strategic approach helping clients evaluate theirworkforce needs in growing sectors of the organization and work to redeploy

talented employees to new roles in career and talent management within the

company. Our processes are designed to effectively navigate change while

ensuring high levels of engagement. Career Decision is a self-awareness and career

decision-making solution. The activities are designed to increase individual self-

awareness, allowing them to explore what they want and offer the organization,

empowering them to make considered decisions about the future of their career,

whether inside or outside their organization. Key to sustainable business success is

ensuring that organizations have the right people with the right skills to get the job

done and meet organizational objectives. Right Management helps organizations

identify the skills and talent needed to achieve business goals. Career Development

is a facilitated process that allows employees to develop skills and competencies

aligned with organizational needs, providing opportunities to progress within the

organization, ensuring high levels of engagement, and driving increased

productivity and performance. By (Ostroff and Bowen, 2000)

I ndividual L evels Outcomes Career and Talent

M anagement

Knowledge and skills of an organizations workforce aims to look at carefully the

structure of career and talent operation at the individual levels outcomes. Clearly


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the objective of investing in a strategic talent management system is a positive

impact on critical individual level outcomes (following, Dyer and Reeves (1995)

and Boselie et al.s (20 05) distinction between financial, individual outcomes, arange of outcomes). Individual approach recognizes the key role of employees

level outcomes in the strategic talent management system and the importance of

ensuring their commitment and motivation to the organization, as mediating

variables between the strategic career and talent management system in individual

outcomes. Given the individual was selected as a high potential or high performing

employee in being selected for the talent pool; they are likely to have a relatively

high level of ability. In the individual levels outcomes practice approach, only one

form of career and talent management has been investigated (For example, Klein in

1987 and Rousseau and Shperling in 2003, Oyer and Schaefer in 2005 and Kruse

in 1993). Individual- level outcomes are employees attitudes to their skilled and

knowledgeable organizations as well as individual behavior such as absenteeism or

work effort (Long, 1980; Keef, 1998; Klein, 1987; Klein & Hall, 1988; Kruse &

Blasi, 1997). So organizations are now realizing the need for improving activities

as effectiveness to be competitive. Regarding the individual levels approach, it

ignores the possible supplementary or complementary relationships among the

shared career and talent practices, as many companies adopting organization have

more than one practice. It would clearly be useful to identify which practices are

most effective in different situations, and how the practices may work in

combination. By Porter, Steers, Mowday, and Boulian (1974), organizationalcommitment indicates that an individuals feeling of being tied to a certain

organization: that is the strength of an individuals identification with and

involvement in a particular organization (p.604). Indiv idual learning has a great

importance in the individual level outcomes in the organization. An advantage of


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this approach is that the impact of specific practice can be tested (Klein 1987 and

Rousseau and Shperlingin in 2003, Oyer and Schaefer in 2005) tested stock

options, and Kruse (1993). However, as this approach does not take thecomplementary or substitutive effects of other skilled and knowledgeable

workforce, the ability to explain the mechanisms behind the operation may be

limited. On this regard Kraiger, Ford, and career and talent management (1993)

have proposed an Individual learning outcomes catalog, involving two types of

learning outcomes: (a) knowledge (i.e., cognitive learning outcomes), (b) skills

(i.e., behavioral learning outcomes). In li ne with Kraiger et al.s taxonomy, two of

the most widely studied individual-levels outcomes are declarative and procedural

knowledge (i.e., information about what and how to do certain tasks), skill

acquisition (i.e., capability to actually do certain tasks regarding Colquitt et al.,

2000; Ford et al., 1998; Kozlowski et al., 2001). There is possibility of common

method bias in the data because all items were answered by individual employees.

However, because the theories of skilled and knowledge operation were

established at individual level, and because the level of analysis was also

individual level, individual employees were the most appropriate respondents for

the current position in the organization as individuals are the most knowledgeable

about their feelings and perceptions. Adopting the attitudinal variables as outcome

variables provides limited information about the effects of career and talent

management as the picture of process from employees attitudes to individual

performance. In this respect, individual-level learning outcomes can be viewed asmore proximal career and talent effectiveness criteria, which antecede more distal

effectiveness criteria at the team and eventually organizational levels of analysis.

Of course, there may be other pathways besides aggregate-level human capital

through which learning at lower level affect outcomes at higher levels, such as the


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development of more learning and career-oriented organizational climates (see

Ostroff & Bowen, 2000; Ostroff et al., 2003). Furthermore, a number of

researchers have emphasized employing employees attitude measures in additionto individual performance measures explaining employees attitude measures only

can be conducive to long-term performance and organization sustainability at

higher levels of analysis (Awasthi, Chow, & Wu, 2001; Youssef & Luthans, 2007).

L iteratur e Gap

Promoting skilled and knowledgeable workforce demands both: firstly, pledging

effective and efficient learning as a means of promoting new knowledge and skill

through providing well career and talent management programs and most

important thing, transfer of this knowledge and skill in workforce for achieving

organizational superiorities. According to this point of view, merging betweencareer and talent management support significant meaning in a sense that not only

career and talent management programs should be designed by considering the

demand of work and work environment; but also work and work environment

should clearly marked their functional design based on career and talent

management philosophy. Otherwise, learning will not be translated into

performance. However, most of the research guided in career and talentmanagement literature extends over this point of view while discussing about

transfer of talent management. Effective and efficient transfer of knowledge and

skill from the talent management session to the workplace require valid transfer

channel that can promote the better outcome. From now the degree of mutual


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reliance between career and talent management is equally distributed, both have

role to foster the transfer mechanism through integrating their core activities with

the organizational objectives. Although some educated person suggested utilizingsome inspirational appliance for reducing the transfer problem, they only focused

to external inspirational factors. Hence, complexity and effectiveness of internal

motivational factors in facilitating on career and talent management transfer would

not exposed.

M ethodology

M ethodological F ramework & Data Analysis

This research paper occupied both secondary and primary data to examine the real

scenario. Partly-organize interviews were used to collect the primary data and

secondary data is obtained through various publications of journals, books,

newspapers, magazines and websites. Semi-structured interviews were conducted

with the concerned personnel of British American Tobacco by over telephone. The

assessment sampling method is used that implies selecting a group from the

population on the basis of available information thought. Reasonable of choosing

such type of methodology is underlying upon technique of sampling and low

economic entanglement. Researchers oppose a huge problem in designing the

questionnaire because British American Tobacco has a great confidentiality and as

a result the participants ignore to disclose information. So, the questionnaire

involves only close ended questionnaires. This paper launched to set up a cause

and effect relationship between Career and talent management; and skilled


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knowledgeable workforce. Here, both factors (principle factor and outcome factor)

are exist in the mind by their very nature and any subjective issues cannot be

quantified in a true sense. Therefore, only clarifying qualitative access is occupiedin this project to methodology.

Organi zational Overview of BAT Bangladesh

British American Tobacco (BAT) is the worlds second largest tobacco group by

global market share. BAT produces popular brands such as Dunhill, Kent, LuckyStrike and Pall Mall. The company has presence in over 180 markets and in 2010

sold over 724 billion cigarettes.

BAT was founded in 1902. By 1912, the company had become one of the worlds

top dozen companies by market capitalization. This company works with

thousands of tobacco farmers worldwide, producing some 724 billion cigarettes

through 50 cigarette factories over 41 countries. The company employs more than600,000 people worldwide. BATs workforce is of multi -cultural and they have

devolved structure, with each local company having wide freedom of action and

responsibility for their own operations.

This international tobacco group is the only group with a significant interest in

tobacco leaf growing. In 2009, the group purchased about 400,000 tones of tobacco

leaves, grown by more than 250,000 farmers.

BAT ensures the emp loyees welfare. The company has specially carried out a

global employee opinion survey also known as Your Voice to give them a secure


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and confidential way to voice their opinion about working at British American

Tobacco.

BATs business starts with their consumers and brands. The company focuses

more on meeting preferences of adults who have chosen to consume tobacco and

differentiating their brands from their competitors rather than encouraging people

to start smoking or to smoke more. The business port folio of more than 250

brands is based on distinct must -win consumer segments which are: international,

premium, lights and adult smokers aged below 30. Dunhill, Kent, Lucky

Strike and Pall Mall are the four Global Drive Brands which cover the pr emiumand value for money price segments. They grew by 4 per cent in 2009 (8 billion

more cigarettes). The business is also increasing the profile of Vogue in the super

premium segment and Viceroy, a leading low price international brand besides

developing their Global Drive Brands. The growth of their brands is driven by

innovation ranging from filters to flavors and packaging to cigarette formats. The

business provides a mix of brand balanced between premium, mid-price and low-

price.

British American Tobacco Bangladesh is a member of British American Tobacco

plc that is based in UK and is one of the leading players in the global tobacco

business. British American Tobacco plc is a market leader in more than 50

countries with 85,000 employees selling more than 300 brands in more than 180

markets worldwide. British American Tobacco Bangladesh, a market leader in the

country, is a subsidiary of British American Tobacco plc and is one of the 66

countries in which British American Tobacco plc has manufacturing plants. The

Company has operated in Bangladesh since pre-independence and has its

headquarters in Dhaka with a tobacco leaf processing operation in Kushtia. It is


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one of the oldest, largest and most respected multinational companies operating in

Bangladesh.

British American Tobacco Bangladesh currently employs more than 1,300 people

and provides indirect employment to a further 24,500 farmers, distributors and

suppliers. The company started its journey as Imperial Tobacco Company Limited

in 1910 in the then undivided India. After the partition of India, Pakistan Tobacco

Company (PTC) was established in 1949 to reflect the new country and to meet the

demand for cigarettes in the region.

The first factory in Bangladesh (then East Pakistan) was set up in Fauzdarhat area

of Chittagong in 1954. The second factory was set up in 1965 in Dhaka. After the

independence of the country, Bangladesh Tobacco Company Limited (BTC) was

incorporated on 2 February 1972 as a private limited company. Since then it has

been the market leader in the country. In 1990 the Chittagong Factory was closed

and in 1995 a Green Leaf Threshing Plant (GLTP) was set up in Kushtia.

Currently, British American Tobacco Bangladesh has two factories in Bangladesh.

The Cigarette Manufacturing Factory (Dhaka Factory) is located on the same

premises as the Head Office in Mohakhali, Dhaka. The Green Leaf Threshing

Plant (GLTP) is situated in Kushtia. In line with the global identity change of

British American Tobacco plc, BTC was renamed as British American Tobacco

Bangladesh Company Limited (BATB) in 1998. The Company is listed on both the

Dhaka and Chittagong stock exchanges in the country (British American Tobacco

n.d.)


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Career and Talent M anagement i n BAT

As we mention before that we have chosen British American Tobacco (BAT) forusing like a sample of career and talent management. We know that BritishAmerican Tobacco (BAT) is the worlds second largest and most internationaltobacco Company. BAT has its business all across the country. According to theinformation, more than 1100 Direct Employees and over 40,000 IndirectEmployees are involved in the working process of BAT. BATs management havealways been focused on basic career and talent management which are keyfunctions of the learning and performance professional structured planning, theactive management choice of own professional career, acquiring, hiring andretaining talented employees. BATs management is to achieve businessexcellence through quality by understanding, accepting, meeting and exceedingcustomer expectations. BAT successfully attract, develop and retain outstanding

people and that they create a great place for them to work because talented peopleand providing the conditions for a great place to work are, in a sense, ingredients.

It is the mixture which can make a real difference to business success. Careerdevelopment moves those with strong senior management potential across borders,although our aim is to ensure that we have sufficient local talent emerging with

potential for senior positions. BAT undertakes employees to be mental qualities,talent and skilled, developed and motivated to pursue the organizational objectives

based on the scale of knowledgeable and skilled workforce. BAT basically ensuresa worldly -wised corporate culture where people desire to work for. For thisreason, BAT ensures employees have the right skills to meet the well-suited

challenges of the organization; agreed individual career planning and organizationtalent management processes to achieve an optimal match between individual andorganizational needs; and encourage individual growth and organizational renewal.Thats why BAT provides tools and resources which support indicating possibilityand desiring leaders at all levels to effectively manage their careers and helprealize their career goals. Moreover BAT also provides an enabling working


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environment to the full potential of the employees and a performance based career progression. For this reason, the employees must have the ability to executeefficient processes for managing talent, performance, learning and reward andinterpret relevant employment impacting day-to-day activities. The courseofferings are purposed to support employees at all dif ferent stages in the careerand talent management process: employees can choose whichever courses theyrequire on as skilled and knowledge basis. BAT measures the essential factorsthat mark the difference between success and failure in specific jobs, organizationwill be able to put the right person into every position, allowing them to utilizetheir talents without limitations. This leads to greater job satisfaction, improvedmorale and employee retention because organization is staffed with a workforce of

people who are highly productive, skilled and committed to doing their very best.According to the BAT that outperforms their competition know that strategiccareer and talent management is essential in building the right workforce necessaryfor definite business execution. BAT works with a vision for creating a work-environment to foster creativity, innovation and productivity for achieving

business excellence through energizing force and dedicate people. BAT is theCompany where employees can achieve whatever they are up to, organizationready to offer fantastic opportunity for stretch, intense learning and real business

exposure .BAT believes that talent employees have energy, knowledge, challengeus and have another fresh view. The career and talent management program inBAT has a long history hence it is very well established and valued by all levels.BAT provides what is required to support graduates for the career and talentsuccess: structured development program, coaching, mentoring and responsibility

Tr ansfer of train ing for creating knowledgeable and ski l ledworkforce in BAT

Career and talent management program is basically applied for employees skills,knowledge and ability to their work practice. Efficiencies involve more thanrecuperate in skills and knowledge. In other words, career and talent management

program will effective only if organization successfully transfer the trainedknowledge, skills and attitudes to their job. In order to enhance training transfer infinancial organizati ons, it is important to reinforce the role of the employees self


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efficacy and motivation to transfer, as well as to support employees in thedevelopment of their own learning transfer strategies. For this reason BritishAmerican Tobacco puts a broad focus on whether the employees are being able totransfer their skills and knowledge gained through the training programs and showexcellence in their job performance. Career and talent management programs ofBritish American Tobacco are professionally oriented and focused on thedevelopment of professional competence. British American Tobacco has designedtheir career and talent management programs in such a way that can improve thefunctional, technological and managerial competencies of individuals and teams.Career and talent management programs provide employees a highly analyticalapproach to managerial problem solving, and the ability to approach new problems

in a structured fa shion. Moreover, British American Tobaccos talent management programs produce economic benefits and career success to employees. So, thesetalent management programs also work as a motivational tool for the employees totransfer their learning from training to the workplace. As a result, British AmericanTobacco s talent management programs create a skillful and knowledgeableworkforce by ensuring transfer of training from individuals to workplace.

Career and Talent Management Evaluation

processes of BAT

Succession F ormula

In 2005, BAT took decisive steps to make its succession planning strategy trulyglobal. By augmenting the quality and quantity of potential leaders the business,BAT could secure its talent pipeline far into the future.

To identify the extent of the work to be done and measure success of talentmanagement, BAT implemented the formula 1:1:2. This formula prescribes thatfor every business critical role (1) there must be one successor ready to take over


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the role now (1), and two high caliber individuals who will be ready in 1 2 yearstime (2). (Xancam Consulting, 2005)

Research on Talent F actor Analysis

BAT turned to Xancam to support the development of an approach which wouldaccurately identify the profile of future business leaders who would beinstrumental in achieving BATs vision of global tobacco industry leadership.Xancam conducted research within the business to identify the distinguishing

factors that characterized high flyers.Structuring on current BAT leadership capabilities, this data was combined withXancamsinsights on high potentials to create a new assessment approach thatclearly identified early indicators of high potential. This approach enabled the

business to create and sustain a pipeline of management talent who are ready ondemand when vacancies arise. BAT stressed that in order to dri ve this forwardsenior managers needed to take on responsibility and ownership for identifyinghigh potentials in their teams.

ADE (Accelerated Development Experience): Closingthe gap from potential to performance

BAT worked with Xancam to create the ADE (Accelerated DevelopmentExperience). It is an innovative development concept designed to provide richinsight into future leaders in Human Resources and fast forward their readinessfor future roles.


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The ADE was deployed to prepare BATs HR talent pool for HR Director levelroles in their respective countries. The individual members of the talent pool

participate the ADE from HR functions across the globe including Central andEastern Europe, South America and South East Asia. Prior to the ADE, thedelegates completed a range of activities to encourage them to reflect on theircareers, their aspirations and development needs. Insights were utilized to informand structure the ADE. (BAT Sustainability Report, 2008).

BAT worked with Xancam to create the ADE (Accelerated DevelopmentExperience). It is an innovative development concept designed to provide richinsight into future leaders in Human Resources and fast forward their readinessfor future roles. The ADE wa s deployed to prepare BATs HR talent pool for HRDirector level roles in their respective countries. The individual members of thetalent pool participate the ADE from HR functions across the globe includingCentral and Eastern Europe, South America and South East Asia. Prior to theADE, the delegates completed a range of activities to encourage them to reflect ontheir careers, their aspirations and development needs. Insights were utilized toinform and structure the ADE. (BAT Sustainability Report, 2008)

The Accelerated Development Experience included:

Highly realistic simulations requiring delegates to operate as a countryHR Director

Development bursts designed specifically to support delegatescompletion of the simulations and to provide practical frameworksto use in the business

Designated business coaches provided ongoing in the momentfeedback & coaching

In depth individualised feedback from psychologists and coaches ontopics such as strategic thinking, commercial skills, leadership andstress management


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Strategic Al liances with I BM for Synergic CareerDevelopment and Talent Evaluation

BAT appointed IBM to manage the development and standardization of its globalleadership development framework as part of its broader learning transformation

project. To perform this two-year global project, IBM led a virtual team of BATtalent management professionals in reducing the total number of leadership and

career development programs from more than 250 to fewer than 30. (IBM.com,2012)

IBM developed a four-level scale for each of the ten capabilities, and built a matrixto show the expected capability levels for each management grade. This modelnow enables BAT to identify, for the first time, development gaps - where amanager has a lower level than expected for a particular capability - and to designdevelopment interventions to bridge these gaps. The model is actively used forassessments for all 12,000 global managers and leaders.(IBM.com, 2012)

Benefits of Strategic Alliances with IBM


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Discussion

Each organizations talent management program improves their career success to

do so organization go through career and talent management program according to

this types of program organization makes effective workforce. British American

Tobacco is one of the second largest organization forces on such career and talent

program. They make sure their employees are gaining their knowledge about their

employees structure planning, active management choice of own professional

career acquiring, hiring and retraining talent employees. Each and every

organization needs career and talent management to improve the performance of

their employees. To do so organizations go through different types of career and

knowledgeable program. By means of this career and knowledgeable program

organizations make efficient workforce. BAT, one of the famous multinational

1 Achieved over 10 percent annual savings in Leadership

and Management Training Spend.

2

Reduced the number and cost of leadershipdevelopment programmes without impacting qualityand while introducing modern learning formats.

3

Provided consistency in global executive learning, whichwill support broader global integration efforts at BAT.


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organizations in the world is also focusing on such career and talent management

program. They make sure that their employee are gaining the knowledge about the

strategy; developing personal skills such as presenting, relationship building;networking with senior managers; gaining an understanding of BATs structure

and customers; and so on. BAT includes in its career and talent management

program more than 1,100 experts and well recognized career and knowledgeable of

the field around the world, which are hired by BAT in order to supply to the career

talent program online education and guidance to make the employee perfect. But

sometimes all these efforts go in vain. Development results from career and talent

to develop the performance proper knowledgeable is necessary. But to do so

employees and employers both need to be supportive and enthusiastic as well. The

trainer needs to be helpful to the career and knowledge. Employees need to think

that if they work the employee properly it will be beneficial to the organization.

After that the employee or the employers need to be serious in their career and

talent program. They have to keep in mind that this career and talent management

program will help them to increase the performance level. Organization itself is not

except from these responsibilities. At first, organizations need to think that is

career and knowledgeable workforce necessary for the employee. Organization

also needs to make sure that employees are getting proper career and talent

management program. Overall, career and talent management depends on all of

the following: employers, employees & organization. Without any support of these

three sides skilled and knowledgeable workforce will not be created which is thegoal of the organization. BAT took decisive steps based on succession planning

strategy.BAT could secure in future through the quality of potential leaders in the

organization. BAT imposes those types of formula which play critical role for

every business. BAT involves development concept of ADE (Accelerated


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Development Experience) which provide future leaders in Human Resources and

readiness for future roles. The ADE was arranged BATs HR talent pool for HR

Director level roles. Under the talent pool, the individual members of the ADEfrom HR functions those are participating workforce across the globe. A range of

activities encourage them to reflect on their careers, their ambition and

development needs. There are four characteristics under ADE. First, ADE operates

as a country HR Director by high practical models. Second, ADE designed

specifically to support completion of the models and to provide practical

frameworks to use in the business through development activities. Third, ADE

provides on-going business instruction like feedback & coaching. Fourth, in depth

individualized feedback based on both psychologists and coaches on topics which

considered such as strategic thinking, commercial skills, leadership and stress

management.

Conclusion

British American Tobacco is a well known and one of the second largest leading

multinational tobacco company in the Bangladesh. We make a holistic approach

and try to critically evaluate their career and perception programs to make

knowledgeable and skillful working human capital. We find that at British

American Tobacco, they believe their competitive advantage comes from their

employees. The British American Tobacco, authority arrange different

programs(career and talent management) to improve their employees ability in

order to make skillful(business ,functional& leadership skill) and knowledgeable

workforce to provide a superior customer experience to their customers that sets us


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(Rudeman, Mecauley Van Veslor, 2012). (2012 Health and Human Service. In M.V. &Rudeman, knowledge management & knowledge management (p. p.2).

(Kozlowski, 2000). Kozlowski, S. (2000). Organizational Behaviour And Human Decision Process. Gully S.M Brown.

www.ddiworld.com/.../ninebestpractice talentmanagement _wp_ddi.pd.

www2.warwick.ac.uk/fac/soc/wbs/conf/olkc/.../contribution113.pdf


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