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SOURCING TALENT GLOBALLY:•HIRING PROFFESIONALS FROM XLRI JAMESDEPUR,SCHOOL OF

BUSINESS AND HUMAN RESOURCES•MARKETING TALENTS FROM INDIAN SCHOOL OFBUSINESS(ISB) a business school based in Hyderabad on whichVaseella 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 highercompensation level of their country and a variety of additional

assistance war the children, and tax advice). The duemaintaining their house in their home country to make an easy

transition in both directly drawback of this program wasthat it typically cost the company typically twice the individualsalary to make that person an IA; thus the company the local

operation did not have the as typically expected that theindividual her position. This was not always easy, given t the

home organization. Further, in the interactional

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High potential – a potential for rapid or near-term growthto a key leadership position (or potential to quicklyprogress through increasingly higher levels of leadership)

Promotable – potential to assume a leadership role at ahigher level than one’s current role 

High professional – a subject-matter expert with thepotential to serve in a larger role or a lateral move withinthe existing leadership level and/or with the ability to applyhis order talent to broader leadership roles within thecurrent functional area

Essential contributor – potential to make a significantcontribution in his or her current leadership position and/or

the ability to move laterally into a new functional area withsimilar scope and accountability.

There are four categories of leadershippotential at Novartis:

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NOVARTIS focus of a good learning program is people

management: how to manage people, how to manageleaders, and how to manage middle managers along theleadership pipeline. All training programs should be builtaround the leadership standards, values, and behaviorsthat 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

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TALENT MANAGEMENT IN CHINA

Making salary and perquisites morecompetitive.

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 universitygraduate

Ratcheting up its compensation to matchits outside offers.