Attracting and retaining the best talent, developing the teams’ skills and promoting the sense of leadership and culture of performance: these priorities act as a guide for the human resources policy of Pernod Ricard.
SENSE OF LEADERSHIP AND CULTURE OF PERFORMANCE
The Pernod Ricard leadership model
Good practice: Pernod Ricard China is developing manager leadership
In order to provide more effective support to its Managers in a context of strong growth, Pernod Ricard China initiated an ambitious leadership development programme for its 50 General Managers, Senior Managers and Business Directors. For several months, they followed various training modules to improve their managerial skills and learn the essential behaviours associated with leadership.
“We alternated theoretical learning with practical scenarios, focusing mainly on the development of talent, the key to effective management”, said Angel Li, Human Resources Director. The initiative was chosen as the Best Human Resources Practice of 2010/2011 at Pernod Ricard.
THREE KEY PROJECTS FOR THE FUTURE
- iLead – identifying the leaders of tomorrow: The main tool for managing talent in the Group. It allows talent individuals to be identified and selected according to the leadership model defined by Pernod Ricard and enables career plans to be developed in line with their hopes and ambitions
- Pernod Ricard University – training talent: The Group’s university offers training courses that have been specifically designed to support and develop talent, and for training future leaders through innovative and ambitious programmes
- iMove – promoting international mobility: The Group has made international mobility a powerful tool to allow its talent to develop, and to strengthen commitment, innovation and diversity within the Group.
Find out more about talent development