Talent Management at Cisco
Talent Management at Cisco
Talent Management at Cisco
By VRINDA MANJUNATH
Cisco’s technologies open up the potential to link networks all the world
R R
Cisco’s Manufacturing Philosophy and
Organization (2)
Cisco’s heavily dependent on outsourcing. It would
keep only the core business and outsource everything
else to alliance partners
About 25% of Cisco’s revenue and 50 % of its unit
volume was from external factories
Cisco did supply them to make sure that they met
Cisco’s standards.
Cisco’s acquisition strategy
Pre-production hardware
companies
Mature hardware
companies
Manufacturing Integration team
C A
ca ca ca
DEVELOP
LEAD & DEPLOY
People integration @Cisco
Art of integrating acquired companies into the Cisco fold. For the record, the
company states that more than 50% of its current employees are those
who have successfully transitioned from the acquired companies.
Disrupt
SUCCESSFUL LEADERS
Few stars of the company like Mike Volpi (ex-SVP of
the Routing and Service Provider Technology Group)
and Charles Giancarlo (ex-Chief Development
Officer) all having had a successful stint in the
Business Development. The class of leaders during
these times can be classified as a mix of “Achiever”
and “Strategist”.
Cisco’ s success formula
Strategist vs Achiever.(stress on both productivity and
growth)
Integrating the leaders who identified new talent in
Acquired company.
{NTD +LD=Execute Strategy=
Achiever Productivity.}
Hiring for excellence
CISCO’S Value:
Competence.
Innovation and learning.
Team work.
Frugality(best value).
Adapt to market trends.
Culture
Stretch goals.
Fun and creating excitement (rewards and
recognition)
Teamwork.
Ability to drive change.
Giving back to community.(oneness)
Recruitment strategy
HR group ensures that culture is aligned with business
Strategy and continuously reinforced.
Non traditional methods.
Motto to attract highest caliber people
Passive job seekers.(happy & successful where they are)
Strategy 1.
Identify the kind of people required.
Create focus group with ideal recruitment targets.
Recruitment strategy (2)
Reach the focus group by art fairs and microbrewery festivals
Annual home and garden show(attract young achievers at
successful high technologies.)
Strategy 2:
Place newspaper adds featuring internet address and
invitation to apply.( leverage technology)
Why job posting on net?
To track the prospectus workplace.
Top 10% of the highest-performing employees are reached
through net.
E- RECRUITMENT
Cisco search engine to match one skills with job
openings.
Resume builder.
Easy software with download profiles & screen
disguise.(People look for jobs on company time.)
“Make friends @ cisco” (100 -150 a week friend request
to pair potential recruit with a volunteer friend within
the company.)
Referral (huge fees twice the industry norm of 500 to
2000$ and free trip to Hawai).
Talent Development
Stellar Track Record (indicates potential leaders
in the company)
Cisco follows “Grow Model” for desirable traits of future leaders (customer
relationship, focus on productivity, business knowledge, integrity, and
judgment.)
Cisco heavily emphasis on Transformational Leadership
All the top leaders are expected to handle transformation smoothly
skill includes the ability to disrupt
(willingness to constructively challenge common practices as well as have the
courage to share new ideas.)
Diversity Initiatives at CISCO
Believes in diversity for new ideas, understanding customers
and better decision making.
Encourages network to connect with other employees who share
cultures, identities, or career.(71% USA, 15% in Europe & Middle
East, 9% Asia, 2% Japan.)
Gender Initiatives
Gender initiatives 2000 to develop Professional roles for women
in technology industry.
E- WAN(employee Women Access Network) mentoring,
networking and career development across throughout Cisco
global operations & capitalize talents in students in universities
and professional at work places.
CISCO ‘S Methods
TWO IN A BOX Advantages
key to development of
younger leadership in the It eases transitions.
company. Can be used in jobs that
The Two-In-A-Box require multiple skills.
framework consists of one Increases the availability of
younger leader and another senior management at the
more experienced one. home office (when the other
This provides opportunity for manager may be travelling)
the newer leader to learn Offers customers more access
first-hand from the senior to senior management.
one. Helps in the role of mentoring.
Executive development
Programs Advantage
Executive Action 14-week process helps align
Development Forum the vice-presidents to the
strategic priorities of Cisco
gain a better understanding
of market transitions.
understand the disruptions
necessary to successfully
execute the new strategic
priorities.
Action Learning Forum Advantage
The program emphasizes an action- It brings together high-
learning approach in which potential directors for 16 weeks
participants develop financial of intense discussions. Working
models and go-to-market strategies
in teams, they develop
for various business ideas in support
of our emerging technologies group strategies for new products,
The program costs approximately markets, and technologies,
$10,000 per employee some of which result in new
the chance to strengthen their skills Cisco business units
in leadership, strategic it is projected to bring in $10
management and team billion of revenue over the
development while working on next five years. by Cisco
real, high-profile business
executives and faculty
problems and start-up projects
that are strategic to Cisco's from MIT and Stanford.
operation
4 series of leadership program
PROGRAMS OUTCOME
To enhance the global mindset of the
managers. It helps translate the Cisco’s
Global Leader Program global priorities into organizational
goals, focuses on developing business-
oriented technical leader
For manager-level employees, the
Business Leader Program in the Cisco
Global Technical Leader Program
Leadership Series aims at
strengthening knowledge in key
Global Business Leader Program For
business areas.
manager-level employees, the Business
Leader Program in the Cisco Leadership Series
It helps entry-level managers build their
Emerging Leader Program The Emerging capabilities for personal leadership,
Leader Program in the Cisco Leadership Series teamwork, and staff development
Take home lessons.
Cisco is a classic example for a successful employer of
choice.
Perfect synergy between business strategy &
employee centric model.
Innovation in hiring creative workforce globally,
developing talent and leadership.
Excellent in inculcating and reinforcing organization
culture fit across diversity.