Tiếng Việt English China
 
 
纸浆
牛皮 纸
其他纸
卫生卷纸
印刷/写作/复印纸
双挂纸 (Duplex)
库存纸
库存
废纸
废纸
Airlaid纸
卫生废料纸
卫生部门
SAP
尿布
无纺布
卫生巾
再生绒毛浆
丝尿布
湿餐巾/毛巾
湿餐巾/毛巾
调味品制造湿巾
塑料等
机器
切纸机或刀具
卫生纸的机器生产线
湿纸巾生产线
转换机
包装机
木胶
购物车
  索引

兑换比率
单位VNĐ
金的
天气
Hot news
» 美卓公司中期财报——2014年1月1日至6月30日
» 美卓进一步战略转型,聚焦高利润增长业务
» 美卓为智利 Codelco公司的Chuquicamata矿山提供服务解决方案
» 美卓公司一季报——2014年1月1日至3月31日
» 美卓赢得为沙特阿美炼油和石化厂提供阀门解决方案的重大合同
» 美卓与柳工的合资公司将在中国开展履带式破碎与筛分业务
    要闻和事件 » 目录 UKp - - - paper - Magazine Roll-up Crafts - How to Make a Vase out of Magazines - How To Make Paper - How To Make Paper - How to on Handmade Paper - Exhibit shows paper to be anything but plain - Timerman: “The pulp mill of Colonia respects the treaty of Río de la Plata” - What is Kraft Paper? - Thurso, QC, pulp mill restart will restore large pulpwood, biomass demand - Timber management company enters biomass supply realm - Giant miscanthus grass studied for biofuel production - AbitibiBowater studies $51M power generation project in Ontario - Alabama Power partners with lumber producer Westervelt to make biomass energy - Clearwater using wood slash for biofuel at Idaho mill [From the web] - Wisconsin legislature advances logging equipment tax relief bill - New York coal power plant to co-fire with wood - BC government issues review of busy 2009 wildfire season - USDA announces new subsidies and loans for biomass development - Quebec wood energy plant expands effort to use fuel from old bark piles - Bids come in to convert IP’s Franklin mill to energy plant - Graphic Packaging to go off the grid with 100% biomass in Georgia - Electrabel more than quadruples wood biomass use at Netherlands power plant - Idle QC pulp mill to become pellet plant - Clenergen, Honeywell to test dedicated wood biomass crops for oil production - Siemens awarded contract for biomass-powered turbine at paper mill in UK - May 5, 2010 Clenergen secures land lease in India to cultivate dedicated biomass crops - The RISI Top 50 Power List - APP applies advanced wastewater treatment to enhance environmental performance - New York coal power plant to co-fire with wood - Demand drop caused IP Franklin mill shutdown [From the web] - Paperlinx to close Burnie Mill in Tasmania and become merchant only - Billerud's Skärblacka paper mill faces production shutdown due to Swedish paper union strike - Taiwan Pulp & Paper halts production due to earthquake - Asia Pulp & Paper Disappointed in Subsidy Case Findings - Metso to deliver defibrator system to Siempelkamp for Indonesia - 2010 AF&PA Community Recycling Award Presented to Virginia Beach, Virginia - Process for manufacturing bleached pulp with reduced chloride production - £350,000 kit investment for new finishing startup - APP claims new study proves its green credentials - Pulp giants to boost capacit) - Paper - How To Recycle Paper (homemade Letter Paper) - Paper recycling information sheet - Recycling Cardboard and Paper - Why Recycle Paper? - CHINA - TEND YOUR TALENT ‘SEEDLINGS’ - THE PRIDE OF ESTONIA - WORLDWIDE NEWS - Wood pulp - Pulp mill - Wood pulp is made in several stages: - Paper history - 3000BC - Paper history - AD 105 - Paper history - AD 610 - Paper history - 14th CENTURY - Paper history - 16th CENTURY - Paper history - 17th CENTURY - Paper history - 18th CENTURY - Paper history - 19th & 20th CENTURY - Paper history - 2000 & BEYOND -
Share |
TEND YOUR TALENT ‘SEEDLINGS’

AS FOREST PRODUCTS and packagng compa-nies emerge from a decade of cost reduction and capacity re-building, they are discovering that the bottom-line may look better, but the front of office is a bit empty. Companies have lost many of the man-agres who traditionally would have been groomed for senior leadership.

Applying talent management best practices now, even in small increments, will help companies not only attract, develop and retain high performers, but also seize business opportunities.

To provide insight into industry talent and needs, Korn/Ferry International conducted background research, a demographic study of the current composi-tion of both sector-leader management teams and incoming entry-level college draduate talent, and inter-views with more than 50 senior executies and indepen-dent board directors from publicly-traded and privately-held forest products companies around the world.

The industry’s talent drain has been occurring over a period of time and it is useful to review its history. Five factors have contributed to the global talent gap that is hampering the marketing and innovation capability of the industry today:

1. An “image problem”-Younger workers view the forest products and packaging              as an “old economy” sector. College students and recent graduates perceive    careers in finance, technology or other “hot” sectors to be more lucrative and  attractive. As a consequence, enrollment in well-established pulp and paper science degree programs has steadily declined, reducing the pool of job candidates.

2. Industry consolidation-As the mergers and acquisitions of the 1990s have  consolidated the sector’s key players, mid-level executives question the opportunities for advancement and seek employment elsewhere.

3. Globalization without talent integration-Forest products companies have accepted the challenge of doing business in s global marketplace, but the ‘C-suite’ (group of ‘chief officers’, CEO,CFO,COO, etc) does not reflect this. Companies have failed to recruit and develop a truly international crops of executives who can help them anticipate market needs and become sector leaders.

4. Lagging investment in innovation and marketing-The dearth of true innovation and marketing invest-ment during the cost-and-capacity-reduction cycle has left forest products and packaging companies short of talent to create new revenue streams and to develop market leadership.

5. Supply chain and logistics complexity-As companies wrestle with the new reality of buying raw materials in one place, shipping them halfway around the world to production facilities and then bringing them to a range of markets, supply chain and logistics management has grown in sophistication and importance. Yet, the lack of mid-level managers with sufficient experience to assume senior roles in this area creates a void of qualified experts.    

Attracting early-stage career candidates, retention of high-performing mid-level managers and developing supply chain leadership were unanimous concerns among the industry executives we interviewed in late 2006 and early 2007.

The streamlining of organizations resulting from the industry’s consolidation and efficiency programs has inevitably reduced management-training opportunities. Where yesterday’s large market players would hire as many as 30 new graduates each year and place them throughout the organization, today’s leaner and smaller companies cannot do this.

The specialization of many forest products sector companies no longer allows young executives to manage smaller profit-and-loss operations, such as converting and non-integrated packaging plants, at early career stages. These opportunities traditionally had been major attractions for young talent.

The consequene of these realities has been that for-est products and packaging are not viewed as a presti-gious career path. To change this perception, companies must find ways to engage new graduates.

For example, new hires can participate as “internal consultants” on mill start-up, product development or similar projects. Companies with major assets, such as a large mill in Latin America, Europe or Asia, can use this fact to attract and excite young talent. Who would not want to be involved in a $1 billion operation internationally?

Such initiatives over the next decade will allow com-panies to compete more effectively for entry level, high-potential talent.

A clealy demonstrated, coherent talent management process will also attract attention not only from new graduates but also from mid-career individuals. During the recent ear of consolidation, divestiture and segmen-tation, few forest products companies have developed a comprehensive approach to managing the “next 50” senior leaders. Such programs have brought impressive results for organizations such as DuPont, General Electric Company and Nucor Corporation, and there is every  rea-son to believe they could do the same in this sector.

___________________________________________________________________

BARRIERS TO SUCCESS

 

While many forest products and packaging companies are beginning to reinvest in talent management and development, our research and interviews revealed some nagging barriers to success:

·   Siloed organizations - When an organization is divided into a segregated structure, it is difficult to create and implement an organization – wide talent management process.

·   Reduced skills development cycles – Performance in current roles is often used as a predictor of future potential and the crucial middle step of “rounding” assignments that build skills are overlooked. What would in the past have been three-to-five year horizons for skill-building assignment are now dramatically reduced, sometimes even to six months. This lack of time to “ripen” compromises the ability of promising middle managers to make the successful transition to senior leadership.

·   Lack of cross-functional experiences – benchmark organizations such as GE and Nucor offer young man – agers opportunities to work in operations, human resources and other functional areas. Such rotating assignments are the rare exception in the forest prod-ucts and packaging arena. While a single – track talent management approach may produce stellar HR, opera-tions or financial management talent, it does not create well-rounded senior executives who see the big picture.

·         Lack of formal mentoring – External training and coursework remain substitutes for internal mentoring, coaching, and development of high-potential man-agers. Some companies have re-invested in internal programs, but commitment levels to these internal development efforts have been mixed at best. By com-parison, benchmark organizations in other industrial sectors such as DuPont, GE and Philips continue to “contribute” leaders to the forest products and packag-ing sector from their mid-level candidates for these posts wondering if there is a career path for them.

      Executives we interviwed, regardless of geographic location and industry sub-sector, concurred that the lack of supply chain expertise is critical. The current speed of order fulfillment, the need for efficient logistics support (internal or outsourced) and complex global procure-ment procedures make supply chain management chal-lenging, multi-dimensional and difficult to master.

      These excutives suggested the talent gap in this cru-cial function is made difficult to address by a lack of senior leadership appreciation for this complex job, which results in a lack of supply chain representation at the management table and, consequently, poor career paths.

      Our interviews revealed that companies, for the most part, focus on reducing supply chain cost, rather than on creating value and building capabilities in this area. Yet, in those organizations where attention is being paid to the lat-ter two activities, new revwnue streams and service exten-sions are developing higher margin returns. Supply chain leaders are adding share in core markets based on differenti-ated service and cost capabilities, not just price alone.

      These benefits are leveraged further by the addition of global sourcing and procurements skills and world-class logistics excellence. This leads not only to streamlining costs, but also helps a business to develop a deeper under-standing of customer buying decision factors and the sup-ply chain value levers that improve competitiveness.

      It is not coincidental that businesses with best-in-class supply chain operations in every sector – e.g. Walgreen’s in retail pharmacy – have created dispropor-tionate shareholder value.

      One can extend this line of thought to other func-tional areas within a company. If value creation and capability improvement is focused on such areas as information technology and product management, to name a few examples, the industry will create an oppor-tunity to boost its attractiveness and renew interest in career paths in forest products, paper and packaging.

      Our interviews found executives clearly concerned about crucial shortages in supply chain competence and early-career talent acquisition. While many executives had key concerns about the industry’s gap in marketing and innovation competence or the lack of multi – nationality management teams, there was a wide disparity of opinion as to the size of the gap or need in either of these areas.

      Certainly, for those organizations that are primarily focused on one geographic region or a mature product line with little room for innovation or growth, interna-tional management teams and sales and marketing development are less relevant.

      Yet, those companies whose executives are focused on diversifying leadership geographically and are manag-ing their marketing talent appear to be performing at higher levels.

      The impact of globalization on a company’s talent strategies is significant, even if it is not always perceived as such by industry executives. As companies make major investments in emerging markets or in mature market cross-region acquisitions, it is challenging to find managers with the best cultural fit and skills base.

      In terms of international M&A, there have been a num-ber of documented integration failures with European and North American combination efforts and, while significant progress has been made, it has been almost singularly focused on reinstituting local management in the acquired regions (e.g. US managers in the United States and native executives in each European country).

      While this creates a comfort level for the internal senior team, it limits an organization’s pan-regional or global operations and customer efforts. Additionally, companies that have committed to creating international leadership teams generally have had to go outside of the industry to find the talent they need, another reflection of the current talent squeeze.

      Asian and Latin American forest products and pack-aging companies have not yet had to face management team geographic diversity issues because of their current local market focus. But as they expand, they too will have to grapple with this issue.

___________________________________________________________________

BEST PRACTIES WILL HELP

Attracting high performers early in their careers, retain-ing and training the best mid-level managers, and devel-oping competence in specific areas, such as supply chain management or innovation, will improve they current tal-ent gap. Forest products and paper industry execitives also may consider a range of options to improve the tal-ent process in even the most challenging business envi-ronments. These include.

·   Commit to recruiting a small number of top-tier college graduates on a regular basis. If this cannot be done annu-ally, talking on new grads every two to three years, as the organization can accommodate them, still brings results. Use of performance management practices among the next level of employees with identify weak performers and create room for new graduates if none exits.

·   Create robust anf consistent competency and career development models across the bisiness. This can be done initially in small steps at all levels of the organization while you create the framework to allow for larger steps.

·   Conduct regular succession planning and performance/ potential reviews of the “next 50” senior leaders and the most recent 50 entry-level college graduates. Such action can spur incredible change in the talent pool and, ultimately, in the results achieved by a capable and agile core group of leaders at each rung of the organiza-tional succession ladder.

·   Infuse the organizationwith a few high-performing specialists in areas such as supply chain, information technology, sales and marketing, and innovation and development. Bring these skills into the organization, even if the individuals involved are from other indus-tries, in oder that they may work with existing teams to change the business capability.

The business challenges facing the forest products, paper and packaging sector remain daunting, even in the best business cycles. And, there is no easy solution to the workforce and leadership transformation issues. Yet, those organizations that recognize the key issues and take steps to address them are positioned to weather the worst of the business storms and seize value creation opportunities because they will have a team of talented leaders at every business cycle. PPI  

  

 


回来

Online: 23
Today: 1.283
Yesterday: 2.512
This month: 63.098
Last month: 93.692
Counter: 13.619.298
  Copyright © 2006 ASIA INVESTMENT JSC. All rights reserved.
Head office: Nhat Tao -Dong Ngac -Tu Liem district- Ha Noi city -Viet nam
Tel: +84.4.22128806 Fax: +84.4.37575156 Email: info@aijsc.com
Germany office: Heisenbergstra 26-08066 Zwickau, Germany.Email:pulpandpaper@aijsc.com
Asia Group website:
http://www.aijsc.com  http://www.aipte.com.sg http://www.pulp.com.vn
http://www.kraftpaper.com.vn http://www.wastepaper.com.vn  http://stocklots.com.vn http://paper.org.vn  http://pulp.org.vn
Email: info@aijsc.com     pulpandpaper@aijsc.com     sales@aipte.org

Tags: OWS   SWL   MWL   NDLKC   BBC   SOP   HWS   OCC   NCC   waste airlaid   UWKP   paper  airlaid paper  SAP  tissue  toilet tissue  nonwoven  printed paper  photo coppy 
 
wet napkin  towels napkin  plastic  packaging   paper   airlaid paper  SAP  tissue  toilet tissue  nonwoven  printed paper  photo coppy  wet napkin  towels napkin  plastic  packaging
  paper  airlaid paper  SAP |tissue  toilet tissue  nonwoven  printed paper  photo coppy  wet napkin  towels napkin  plastic  packaging   paper  airlaid paper  SAP  tissue  toilet tissue
  nonwoven  printed paper  photo coppy  wet napkin  towels napkin  plastic  packaging   kraft paper  sack kraft  kraft liner  kraft liner board  bleachead kraft  kraft  sack kraft paper
  paper  virgin kraft   pulp  pulp paper  fluff pulp  hardwood pulp  softwood pulp  bleached pulp  unbleached pulp  virgin pulp   stocklot  stocklots paper  towel tissue stocklot 
 
virginkraft stocklots  virginpulp stocklots  printed paper stocklots  pulp stocklot  kraft stocklot  waste paper waste recycled paper paper margins waste tissue wiki wiki aipte aijsc 
 
http://aijsc.com/en/product.html http://aipte.com.sg http://aipte.org http://aijsc.org http://kraftpaper.com.vn http://stocklots.com.vn http://wastepaper.com.vn  
http://pulp.com.vn  http://chemgio.pro.vn http://wikicompany.sg http://aipte.com http://aipte.sg http://bds.aijsc.com http://wikicompany.sg/ 
http://gemart.aipte.org/ http://loinhac.aijsc.com/  kraft pulp inventory recycle