Disha 2015, Day 4: Sophos – Mr. Indrajit Chatterjee, CHRO, KEVA. –“People are not your most valuable asset, The RIGHT people are!”

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Day 4 of Disha 2015 saw TAPMI playing host to Mr. Indrajit Chaterjee -the CHRO of Keva. In his address to the students of TAPMI, he broadly touched upon the various facets of ‘talent’ in the industry. He began by giving the students an overview of the Flavors and Fragrances industry. The industry was currently fragmented, however future trends suggested that there was scope for consolidation. The younger population was demanding and this in turn resulted in a shift of creative direction for the entire industry. He said that business was primarily driven by four basic layers namely the consumers, the economy, the product-markets and the organization comprising the people who run it. These layers were changing rapidly. Regulation, Business Processes and Technology were also critical in ensuring that organizations adapt to the changing landscape.

Elaborating on the global talent perspective of Keva, he spoke about Netherlands serving as the center for perfumery and creative development, Mumbai as the hub for product development, South East Asia as the center for sales and marketing and South Africa for distribution.

Growing talent involved the following stages – identifying the talent, attracting the same, hiring talent, developing talent to perform, assessing talent and developing the talent to result in growth. Mr. Indrajit Chatterjee then went on to describe the levels of talent pipeline which were supplemented by the various talent development processes and tools in Keva. These included selections, succession planning, talent development, talent identification and performance reviews. In addition, he went on to talk about talent mobility which needed to be outward focused rather than being inward focused. In terms of talent mobility, he said European countries led from the front while Asia lagged way behind.

Keva followed an exchange program which involved training local resources to work at the Multi-purpose plant at Netherlands. This ensured talent mobility and was called as cross pollination at Keva. The key differentiators of Keva for talent management included competency, nuances of the business, potential and risk taking ability. On a concluding note he said that talent management had to be well aligned with talent mobility to ensure that the right talent was tapped and optimally utilized to contribute towards growth.

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