CPG & Retail

Talent leadership in manufacturing is fungible and in continuous evolution mode due to rapidly changing customer needs & patterns. Hence CPG requires leadership that can respond to these changing consumer buying patterns and strategize for new purchasing patterns; as well as understand that the catchment areas for CPG/retail are millennial.

Retaining retail talent and ensuring no disruption is a major challenge; given that retail talent can be re-trained for other service-oriented businesses irrespective of Level or Skills. Less focus on training & career development can lose crucial talent to competitors; hence retaining talent is tough and traditional tools of recruitment don't suffice for the niche need.

Today's CPG is premised on technology which in turn has empowered customers with varied buying patterns across geographies. From the word GO - leadership has to understand dynamic rostering and the need to harness technology for consumer behaviour and talent management and traditional tools of talent hiring don't suffice for these niche needs.

Developing global talent bank/inventory is imperative for an industry that has an estimated 60% attrition. Leadership talent pools (predominantly in CPG) are spread across several geographies but scarce; especially in newly emerging market economies. Attracting this widely spread talent requires leveraging specialised research based experts.