The unique development programs for talents as a tool for their retention and effective development – Home Appliances industry


Like all industries, the Home Appliances company is struggling with the problem of finding and retaining talents. The company asked to propose solutions that will help to retain key employees and support their development in line with the company’s culture.


To analyze the situation, we used the information about business challenges in Poland and globally; we analyzed the structure of the company in Poland and together with business we redefined the key roles for the future. We have established that the company wants to manage talent at the level of Poland, taking into account several Factories, Sales Department, Shared Services Center.

Based on the current percentage of talent turnover (the company’s global definition), we have jointly set ourselves the goal of reducing this percentage along with a new practical goal – the percentage of taking by talents the key positions during a calendar year.

The first element of success was our proposal of an additional step in the global process of Talent Review. On the basis of our suggestion the business introduced an additional meeting / teleconference, during which the Heads of Branches and their management team shared information about talents in their branch.

Such a step initiated the broader thinking about talents as a company’s resource and showed the benefits of sharing talents, eg relocations to key positions to branches, exchange of talents between branches etc. The next step proposed and accepted by us was the talent development program for all branches, whose aim was to teach them a comprehensive understanding of the company’s operations.

The program was annual and consisted of 10 training modules starting with a meeting with the company management, which explained the company’s strategy, through working with sales representatives to understand the client’s needs up to getting experience in all business areas – purchasing, production, logistics, finance etc.

During the first modules, the participants created mixed project groups and worked on a specific improvement and their mentor was a person from the Board. The substantive parts of the business presentations were connected with soft trainings developed by us in the field of Presentation Skills, Inspiring Leadership, Change Management, etc.

We finished the whole project with a summary of our work and presenting the results in comparison to the goals set at the very beginning.


Thanks to this program, we combined the management team with talents, broadened the business understanding by talents, increased cooperation between departments, branches, we helped to establish specific improvement projects that finally raised the satisfaction and loyalty of talents.

To summarize the effects with hard measures – the percentage of talent turnover has decreased by 6 percent, and the percentage of talent taking key positions has increased by 5 percent.