This paper aims to highlight the success of the Hudson's Bay Company (HBC) talent‐management and succession strategies.
Describes the origins of the talent‐management and succession strategies and the advantages they brought during a hostile takeover.
Reveals that the top team selected to report directly to the new HBC was made up completely of internal HBC executives, that internal promotions to supervisory roles rose by 40 percent in the first year after the takeover, and that the downward trend in staff turnover continued.
Highlights the importance to the company of having leadership profiles and regular talent‐review sessions, and using them to ensure individualized development plans and support.
Demonstrates how to engage top talent through a sound talent‐management and succession strategy.
