career management of highfliers at alcatel

1 / 14AIT-SOM │ November 1st, 2012 │ Lars Baier, Ariane Elverfeldt, Christophe Ramamonjy-Ratrimo, Jush Shresta, Aroonlod Udomphol

IHRM │ Career Management of Highfliers at Alcatel

Career Management of Highfliers at Alcatel

Asian Institute of TechnologySchool of Management

International Human Ressource Management

November 1st, 2012 │ Lars Baier, Ariane Elverfeldt, Christophe Ramamonjy-Ratrimo, Jush Shresta, Aroonlod Udomphol



Agenda

1 Background of Alcatel

2 Challenges Facing Alcatel

3 Alcatel selection methods

4 Conclusion & Recommends



Agenda







Alcatel is a innovative French telecommunication company.

French company

Headquarters : Paris, France

Industry : Telecommunication

Revenue: 15 billion Euro (2011)

Employees :104,000

Managers :45,000

MIT's Technology Review: TR50 List of the World's Most Innovative Companies (Mar. 2012)

Mobile World Congress: Best Infrastructure Technology Award for the lightRadio Network (Mar./Feb. 2012)

Recent awards: Company information:



Agenda







Telecommunication market

Alcatel is facing the challenge of technological transformation in the industry.

Mushrooming of international telecommunications equipment market

New market patterns

Push for standardization

Investment in R&D



Alcatel is also facing the challenge of foreign subsidiaries

Different corporate cultures at different foreign subsidiaries

Lack of integration between foreign subsidiaries

Bad performance by Alcatel SEL

Each foreign subsidiary has its own national specificity of the market

Selection and training of Top Managers



Agenda







Three types of model

The Competitive Examination

Model

The Feudal Model

The Professional

Model

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General Information about HIPO selection

Selection and training of the top management has become very important for the companies success than ever before. There are several new methods of HIPO Selection.

As Alcatel has consciously allowed each business unit to maintain its autonomy and national characteristic, a diversity of models has emerged. This decentralization of power has been a key element in the high potential policy at Alcatel.

Alcatel way of selection is a traditionally French in which the profiles and selection criteria don’t changed much.



The Competitive Examination Model

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A process for selecting future leaders from only professional schools in France. These highly competitive schools aren`t business schools, but are schools of engineering public administration. Especially for Alcatel a degree from the Polytechnique (or after that from HEC and ENA) is highly recommended to become a top manager.

It is also a helpful springboard to work a lengthy period before for the national government. This type of career is the most common way to become a top Alcatel manager

The Competitive Examination Model works because you have success in an informal test leads to membership in an influential group and the group helps his members so succeed. The presence of so many engineering has a big influence in the corporate culture and market approach. Maybe that’s the reason why especially Alcatel has its focus in production, research and development and therefore forget other areas as Marketing.



The Feudal Model

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The Professional Model

In this model informal co-opting mechanism structure the organization at the highest levels and networking within subsidiaries is an important step in attaining high management positions.

Titles and job descriptions often have little to do with the real influence and power in within in the company. There seems to be almost no connection between the formal hierarchical structure and the relationships that exist within the informal decision-making bodies.

Anyone who wants to climb to the top must decipher, by interpreting situational and personal cues, the true power structure.

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Agenda







Conclusion

When circumstances change ,the approach to select and training need to be adapt in order to be successful company.

In this case, we support the Professional Model to be the best “HIPO” or “High-Potential employee” selection.



Recommendations

To identify “HIPO” or “High-Potential employee”

- Performance Appraisal

- Using Assessment Center

- In-basket training

- Leaderless group discussions

Training

- Awareness building : Help employees appreciate the benefits of diversity

- Skill building : Provide KSAs for working with people who are different

Development

- Mentoring : The executives and manager who coach ,advice and encourage employees of lesser rank are called “Mentor”



Thank you for your attention!

Asian Institute of TechnologySchool of Management

career management of highfliers at alcatel

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