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    Top Global Leader Programs, Workforce Planning Solutions Recognized

    By Bpi

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    Honoring Excellence in Corporate Leadership and Talent Development

    Best Practice Institute (BPI) has recognized corporate leaders who have developed exceptional programs in global leadership development and strategic workforce planning with the 2013 Best Practice Awards. These awards celebrate the senior talent management executives behind these initiatives, with winners singled out for recognition by their peers.

    2013 Best Practice Award Winners

    BPI, a leadership development center serving many of the world's top corporations, named 15 winners in Global Talent Solutions and four in Workforce Planning and Analytics.

    Global Talent Solutions

    • Leslie Joyce, Novelis
    • Brian Bules and Natalie Woodford, GlaxoSmithKline
    • Dan Coombes, Monsanto
    • Shannon Banks, Microsoft
    • Paul Reevs, Triumph Group
    • Troy Hayes and Craig Mundy, Ingersoll Rand
    • Brian Fishel and Scott Smith, Bank of America
    • Tanya Clemons, Pfizer
    • Sue Hale, Hilton Worldwide
    • Christopher Henry and Michelle Ditondo, MGM Resorts International
    • Roger Cude and Dave Adrian, Walmart
    • Deb Tees, Lockheed Martin
    • Donnell Green, BlackRock
    • Michael Perman, Gap
    • Ernesto Sanchez, PepsiCo

    Workforce Planning and Analytics

    • Juliette Trollope, National Grid
    • Russell Klosk, Hewlett-Packard
    • Michael Manning, Edison International
    • KC Bradley, ConAgra Foods

    Case Study: Hilton Worldwide’s Global Talent Solution

    Sue Hale, VP of Leadership Development at Hilton Worldwide, was recognized for creating exceptional programs to develop internal talent, particularly hotel General Managers.

    Keeping Up with Growth in Emerging Markets

    With 4,000 hotels across 90 countries and nearly one thousand more in the pipeline, Hilton requires a strong and continuous pipeline of leadership talent. "Our general managers are one of the 'differentiators' that distinguish Hilton Worldwide from other hospitality companies," said Hale. The focus is on effectively resourcing this rapid growth by cultivating leaders at all levels.

    A key to their success is a true commitment from business leaders. "Many of them have come up through the business, and they really see it as an important part of their job to develop the next generation of leaders," Hale noted.

    Case Study: Edison International's Workforce Planning

    Michael Manning, senior manager at Edison International, was honored for designing and launching an enterprise-wide workforce planning solution to serve the company that provides power for more than 14 million people.

    Preparing for a 'Retirement Deluge'

    Manning was tasked with developing a strategic program in the face of a potential "retirement deluge," with up to 40% of workers in the electric power industry eligible for retirement. The industry was also undergoing transformational change, requiring investment in aging infrastructure and understanding the workforce impact of new technologies. The program Manning launched in 2011 has been critical in aligning workforce strategy to business strategy, especially as the company increased operating revenue by 19% while reducing its workforce by 9% between 2010 and 2012.

    A Data-Driven, Business-Led Approach

    Edison's program emphasizes capturing data and creating meticulous workforce metrics. In a significant departure from common practice, Edison has each business unit project its own workforce needs. "HR shouldn't own workforce forecasting," Manning stated. "The businesses are the experts in their respective areas... This approach makes it their forecast. We are the facilitator."

    Award Selection and Criteria

    Recipients were nominated by BPI's Senior Executive Board, composed of top talent management executives from global corporations. The nominees were then presented to BPI's 10,000 members for feedback before the final selection.

    Global Talent Solutions Criteria:

    • Successfully addressed a clear need.
    • Based on diagnostic and assessment measures.
    • Reflects and supports the company's business strategy.
    • Developed with the involvement of senior leadership.

    Workforce Planning and Analytics Criteria:

    • Focuses on capabilities and capacity, resulting in greater efficiencies.
    • Creates a shared language for workforce processes and metrics.
    • Achieves full stakeholder engagement and ownership by individual businesses.
    • Is communicated effectively and supports the company's business strategy. ""

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