Syngenta -- Building Leadership Talent Pools
Syngenta utilizes both their internal and external leadership development programs, and intends to have a fully integrated talent management process that evaluates future leaders. The high potentials that emerge from the talent pool will be placed in the leadership development programs. Each level of leadership has their own dedicated program. At the first level, candidates learn what it means to be a leader and how they can use their capabilities to the full effect. Higher-level leaders learn about the business as a whole in the horizon program.Because Syngenta doesn't want recruit leaders outside the organization, they are forced to pay special attention to their internal development programs. This means acquiring the knowledge of various business units, as well as some functional experience. Top leaders must have a comprehensive knowledge of the business as a whole. Many program participants had never been out of the States, creating a culture shock when interacting with people from all over the world. These cultural situations help facilitate both cross-cultural and cross-functional interaction. They not only fulfill succession plans, but also build leadership talent pools where people achieve leadership levels as opposed to just fulfilling jobs. After completing the leadership development program, 60% of participants have moved to a new role and 18% moved to a higher-level.
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