Screening and Assessment
Screening and identifying high potentials is central to the organizations in the top 20. McDonald’s uses roundtable discussions to help identify top candidates. After an individual is identified as a high potential, he or she goes to a third-party assessment center for a two-day session. Candidates then undergo an accelerated program designed to build strengths and competencies.
At Unilever, candidates are re viewed annually with high potentials working with coaches, facing closer scrutiny for special attention. After five years in the program, those who don’t make it to the next level are dropped. At Britain’s Vodafone, the telecom giant uses assessment centers vigorously at an early stage. After high potentials are identified, they attend a series of meetings with peer groups and managers. Their names begin to appear on succession plans, which trigger advanced training and development.
The study found that the best companies are more likely to use rotational job assignments. Some have formal programs that require candidates to work in, for example, two business units, across two functions in at least two countries before reaching the C suite. At Unilever, according to global talent director Chris Macrae, 10 percent of management are expatriates. “Everyone is rotated to different roles-maybe in their home countries, maybe not,” he says. “It’s always been a part of the way we do business.”
Hans Oberschulte, head of global HR at BASF, estimates that 70 percent of the company’s 700 executives have worked outside their home countries for three or more years. He adds that about half of its expats are working cross-functionally or divisionally, broadening their exposure to different parts of the business.