SOURCING TALENT GLOBALLY:

HIRING PROFFESIONALS FROM XLRI JAMESDEPUR,SCHOOL OF

BUSINESS AND HUMAN RESOURCES MARKETING TALENTS FROM INDIAN SCHOOL OF BUSINESS(ISB) a business school based in Hyderabad on which Vaseella as a board Of Director
Moving talent and managing salaries across boarder:

International assignee program (IP):One program the company where the employees continued to paid at the(typically higher compensation level of their country and a variety of additional assistance war the children, and tax advice). The due maintaining their house in their home country to make an easy transition in both directly drawback of this program was that it typically cost the company typically twice the individual salary to make that person an IA; thus the company the local operation did not have the as typically expected that the individual her position. This was not always easy, given t the home organization. Further, in the interactional

There are four categories of leadership potential at Novartis:

High potential a potential for rapid or near-term growth to a key leadership position (or potential to quickly progress through increasingly higher levels of leadership) Promotable potential to assume a leadership role at a higher level than ones current role High professional a subject-matter expert with the potential to serve in a larger role or a lateral move within the existing leadership level and/or with the ability to apply his order talent to broader leadership roles within the current functional area Essential contributor potential to make a significant contribution in his or her current leadership position and/or the ability to move laterally into a new functional area with similar scope and accountability.

NOVARTIS focus of a good learning program is people management: how to manage people, how to manage leaders, and how to manage middle managers along the leadership pipeline. All training programs should be built around the leadership standards, values, and behaviors that are defined by the company.

Strong incentive pay-for-performance culture. Recalibrating the norms and processes to achieve the desired culture,performance,and accountability Novartis could improve on its existing attempts to achieve performance excellence and deals with the opportunities of global talent management

TALENT MANAGEMENT IN CHINA

Making

salary and perquisites more competitive. Turnover challenges in China. Strategies for reducing turnover in China:

Place more position in second tier cities where salary is still much less than Shanghai Do more hiring of young talents such as young university graduate

Ratcheting

up its compensation to match its outside offers.