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Case Study CANON

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Canon is enriching lives and businesses in incredible new ways. While often recognised for its photography products, Canon also provides document and information management services, 3D printing and mixed reality technologies as well as medical imaging solutions to customers around the world. Canon Europe has more than 18,000 employees working across 22 regional offices. Yet a continued reliance on highly manual processes left the company with little visibility of requirements and trends around talent development. As part of a large transformation initiative, Canon has established several programmes to develop capabilities, which include updating core HR practices such as performance management, and employee and leadership development. "Our HR processes varied broadly across the region. Whilst we encourage local ownership on how to apply HR practices in the markets, the lack of consistency did not allow us to drive the business critical talent priorities across regions," said Patrizia Seifert, talent and resourcing director EMEA at Canon Europe. "We mainly used Excel and Word to manage our talent agenda." These local processes weren't just inefficient, they were costly. "We were spending a lot of money on a variety of talent and learning activities, but could not achieve the ROI we strived for," said Seifert. "We were also seeing a high attrition rate in our high potential groups due to lack of visibility, and access to learning and career opportunities." Increasing Internal Hires by 25% & Engaging High Potentials Industry: Retail Region: Global Employees:18,000 Live Since: 2012 Business Impact: Delivered more learning interventions and effective learning at similar costs, standardised performance management, created an internal talent pipeline and succession plans, identified hidden employee skills, addressed retention of high potentials Learning Performance Connect

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