REVOLUTIONISING RECKITT’S APPROACH TO EARLY TALENT
REVOLUTIONISING RECKITT’S APPROACH TO EARLY TALENT
REVOLUTIONISING RECKITT’S APPROACH TO EARLY TALENT
REVOLUTIONISING RECKITT’S APPROACH TO EARLY TALENT
Services
Early Talent Strategy
External Gen-Z insights
Voices heard internally
Territories covered
Reckitt Benckiser came to Wiser for support in building their global Early Talent strategy. Historically, they’d had very different approaches across the regions they cover, with no consistent experience for graduates across territories or the divisions within them. We conducted an Early Talent Value Proposition project (ETVP) to uncover their unique graduate offering and build a strategy for the future. An important part of the project was implementing a “Glocal” approach - maintaining global consistency whilst having local flexibility.
IMPLEMENTING A ‘GLOCAL’ APPROACH TO EARLY TALENT STRATEGY - GLOBAL CONSISTENCY WITH LOCAL FLEXIBILITY
We spoke with senior leaders across Reckitt’s core territories to discover the ambitions they had for their early talent. Having a “glocal” approach with a clear framework for different regions whilst retaining autonomy in their approach was an important factor. They also wanted to balance attracting future leaders with developing technical expertise through the programme, which led to Wiser suggesting the programme be split into two streams with unique learning pathways.
At a glance
#E7E9EE — Reckitt Grey
Building any early talent strategy should always start with research, and this project was no exception. We surveyed 170 Gen-Z students to understand what Reckitt’s perceptions are currently in the early talent market, as well as surveying 150+ graduates, alumni and managers of their programme and holding 40 interviews with key senior stakeholders in the business and juniors in a range of roles. This allowed us to plug ourselves into the current company culture and starting point for the strategy.
Interviews in the market
Graduates, alumni and managers interviews
Interviews with key business stakeholders
Once we’d grounded ourselves in research insights and plugged the team into Reckitt’s needs, we set out to build Reckitt’s Early Talent strategy. Knowing that change doesn’t happen overnight, especially in a global FMCG organisation, we split our recommendations into short-term (0-6 months), medium-term (6-12 months) and long-term (12-24 months). These recommendations would take the business through an interim fix stage, moving through to implementing change and finally delivering excellence.
As well as our recommendations, we also scoped out success measures which Reckitt could use to measure their progress against best industry practices as well as the starting point we benchmarked them at in the research stage.
