Birla milks its employees for the creamiest leaders of the future: Internal talent has a vital role in company development

Abstract

Purpose

This paper aims to describe how Birla creates a strong pipeline of people who are ready to lead the organization in the future.

Design/methodology/approach

It explains the origins of the group’s global-manufacturing leadership program (GMLP), the form it takes and the results it has achieved.

Findings

It reveals that the program aims to shape the manufacturing leaders of tomorrow through exposing them to world-class technologies and processes, state-of-the-art research and continuous learning and development opportunities.

Practical implications

It reveals that of the five GMLP candidates recruited in 2011, three have become independent unit heads, one in China and two in India.

Social implications

It outlines the company belief that retaining and developing the skills of its existing workforce is at least as important as importing new talent when faced with increasing competition and growing pressure to cut costs in its main markets.

Originality/value

It demonstrates that the program is designed to ensure that each participant is able to understand and anticipate customer needs, influence colleagues without too openly expressing authority and develop and communicate the company’s long-term vision.

Citation

Rana, G. and Goel, A.K. (2015), "Birla milks its employees for the creamiest leaders of the future: Internal talent has a vital role in company development", Human Resource Management International Digest, Vol. 23 No. 2, pp. 9-11. https://doi.org/10.1108/HRMID-01-2015-0002