CWT Responsible Business Report 2012 - Carlson Wagonlit Travel

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ContentsChapter 4 - Human Resources 2012 Responsible Business Report -Chapter 4CWT core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceMy journey. My CWT. will help makethese cultural attributes clearer andmore visible to people who arethinking about joining CWT.Our message is based on anoverriding approach: at CWT,employees feel a genuinerespect for one another, act withuncompromising integrity andfeel proud of our global marketleadership. Employees value workingtogether, embrace opportunities forcontinuous learning and have anintense desire to serve customers.The way that we will attract the righttalent as part of our New Heights2015 global ambition will revolvearound how our recruitment processis designed to identify not only theright skills and experience, but alsothe right “fit” culturally. This willenable us to identify people morelikely to stay with the organizationand deliver higher levels ofperformance.A global recruitment processTo ensure that CWT’s recruitment process identifies the right skills andexperience, along with the right fit culturally, the company has launched anew global recruitment process.The global recruitmentp rocess aims atobtaining a level ofrecruitment quality thatis the same across allcountries we operate in. It is mainlybased on our set of corporatevalues and has been recentlyorganized and structured in a waythat will enable all recruiters toalign recruitment with our strategicrequirements. A specific tool kithas been created to ensure thatrecruitment fits within the five CWTAttributes that characterize ouremployer brand.This global process focuses on threekey stakeholders: the manager whorecruits, the Human Resourcesdepartment point of contact, andthe HR recruiter responsible formanaging the recruitment process.Under the new process, which callsfor more transparency and fasterhiring, hiring managers will be moreinvolved in recruitment.The new process ensures thateach stakeholder involved in theprocess brings their specific addedvalue. It requires all three mainstakeholders to work together,bringing their unique skillsand expertise to contribute tothe success of the recruitment.Respect, communication andagreement are the foundations ofa good partnership between allparties.Copyright © 2013 CWT42
ContentsChapter 4CWT core valuesChapter 4 - Human Resources 2012 Responsible Business Report -Human capital developmentCommunication,employee dialogue andemployee engagementTo ensure that CWT’s growth remains sustainable over time, the company assesses skills andperformance against constantly changing customer and market requirements. As the world’s leadingtravel management services company, CWT aims to reinforce its leadership role in every aspect ofits business. Talent and performance development, as well as employee recognition, are critical tothis goal.Diversity andequal opportunityTalent acquisitionThe current emphasis on talent management within CWT aimsat enabling the company to thrive in a more complex, morecompetitive environment while meeting growing employeeexpectations for a satisfactory work-life balance and meaningfuljobs. The structured talent management approach will ensure thatCWT has the leadership talent necessary to deliver against today’s strategiesas well as the leaders needed for tomorrow’s business challenges.Human capitaldevelopmentHealth and safetyWork-life balanceTalent Development is about how tobring the best out of people.With our talent management approach,we aim to make CWT more successfulin business performance and to makeemployees more successful in theirjob by enabling them to unleash theirpotential.Mark Karelse, Vice President, Global Talent Management & LearningCopyright © 2013 CWT43
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