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Talent Management Process
Globalization is progressing faster and faster in many industries in recent years. In the pharmaceutical industry too, the development of new drugs requires huge time and investment so globalization is expected to be promoted more and more in the future.
With sudden changes in the environment surrounding the pharmaceutical industry, Bayer is also working proactively on world-class human resource development. There are limits on the development of global human resources if you conduct small-scale human resource development using sets of values and processes found only in Japan. Even at Bayer, we have had trying experiences like that in the past. We know that we should utilize those experiences in the human resource development. We are currently working proactively on the development of human resources of world class in terms of both quantity and quality through the proactive use of human resource development tools and programs that are common throughout the world under the Talent Management Process of the global Bayer Group. That is because Bayer has a policy of placing importance on human resource development concepts and methods of a global standard in order to cultivate global human resources.
The results of those activities are gradually starting to become visible. As of March 2009, five Japanese Bayer employees are active overseas in countries including Germany, the U.S. and Canada. Through their experiences overseas, such employees come to have a deeper level of understanding of other cultures and refine skills such as their teamwork with people of a wide variety of ethnic backgrounds and value sets, leadership and communication. After completing a number of years working on postings overseas, success as global or domestic leaders is expected from these employees. Bayer will continue to provide many further career opportunities overseas to employees with strong ambitions and capabilities.
Globalization is progressing faster and faster in many industries in recent years. In the pharmaceutical industry too, the development of new drugs requires huge time and investment so globalization is expected to be promoted more and more in the future.
With sudden changes in the environment surrounding the pharmaceutical industry, Bayer is also working proactively on world-class human resource development. There are limits on the development of global human resources if you conduct small-scale human resource development using sets of values and processes found only in Japan. Even at Bayer, we have had trying experiences like that in the past. We know that we should utilize those experiences in the human resource development. We are currently working proactively on the development of human resources of world class in terms of both quantity and quality through the proactive use of human resource development tools and programs that are common throughout the world under the Talent Management Process of the global Bayer Group. That is because Bayer has a policy of placing importance on human resource development concepts and methods of a global standard in order to cultivate global human resources.
The results of those activities are gradually starting to become visible. As of March 2009, five Japanese Bayer employees are active overseas in countries including Germany, the U.S. and Canada. Through their experiences overseas, such employees come to have a deeper level of understanding of other cultures and refine skills such as their teamwork with people of a wide variety of ethnic backgrounds and value sets, leadership and communication. After completing a number of years working on postings overseas, success as global or domestic leaders is expected from these employees. Bayer will continue to provide many further career opportunities overseas to employees with strong ambitions and capabilities.
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