Developing high-potential talent at Hughes Supply

In 2005, following a four-year period of extensive growth, a new strategic HR team was formed at Hughes Supply, a construction products distributor, to enable its continued success. The team's main challenge was to set up a new talent management program and focus on acquiring and retaining tale...

Full description

Saved in:
Bibliographic Details
Published in:Strategic HR review 2006-03, Vol.5 (3), p.32
Main Authors: Romans, Jay, Frost, Alan, d, Sharyn
Format: Article
Language:English
Subjects:
Careers
Case studies
College campuses
Distance learning
Distributors
Employees
Human capital
Leadership
Management development
Management training
Managers
Presidents
Recruitment
Students
Workforce planning
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:In 2005, following a four-year period of extensive growth, a new strategic HR team was formed at Hughes Supply, a construction products distributor, to enable its continued success. The team's main challenge was to set up a new talent management program and focus on acquiring and retaining talent at Hughes Supply. To address the talent acquisition need, the Hughes Supply HR team analyzed the business environment to determine which channels were the most important for the organization. The "Manager in Training" (MIT) program was developed under a number of difficult conditions. The MIT program began very successfully, but an overarching strategy was required in order to guide their actions and future enhancements. The program is continually enhanced by working jointly with the business leaders and designated "Subject Matter Experts" within the business. A key strategic need for HR functions is to establish clear staffing practices now -- because the major talent shortage is looming ever closer.
ISSN:1475-4398
1758-8537