????為了規(guī)避未來的風(fēng)險，百威英博啤酒集團(tuán)（Anheuser-Busch InBev）采取直接從大學(xué)招聘有前途的領(lǐng)導(dǎo)者，包括旅居國外的外籍人士。公司最近聘用了華盛頓大學(xué)（University of Washington）的兩名中國畢業(yè)生。這兩名畢業(yè)生均參加了公司的全球管理培訓(xùn)項目。凡是表現(xiàn)良好的管理人員將被指派擔(dān)任10年任期的全球首席管理工作。公司全球部門的三位總裁和兩位首席高管想出了這種方式。公司培訓(xùn)項目負(fù)責(zé)人比艾克?蒂爾林克稱：“事實證明，這是非常成功的。”

????為了確保留住優(yōu)秀的印度高管，iGATE開始提供股票期權(quán)，而且雖然競爭對手不斷拋出兩倍或三倍的薪酬，但公司還是成功使印度的高管團(tuán)隊多年保持穩(wěn)定。此外，坎杜拉稱iGATE也非常注重從公司內(nèi)部挖掘具有管理潛力的印度籍員工。

????四位高管跳槽之后，控制風(fēng)險集團(tuán)的凱德爾開始為新聘用的高管規(guī)劃一條清晰的職業(yè)發(fā)展道路，向他們介紹了獲得更多領(lǐng)導(dǎo)機(jī)會的具體步驟、薪酬和工作說明。此外，他還對高管定期進(jìn)行績效評估，如果可以的話，還會主動給高管加薪和升職。他說：“‘人才是公司最寶貴的資產(chǎn)’絕不僅僅是個形式，而是一個客觀事實。如果身處中國這樣的市場，你就能深有體會。”(財富中文網(wǎng)）

????譯者：劉進(jìn)龍/汪皓

????Beer-maker Anheuser-Busch InBev (BUD) is hedging its bets for the future by recruiting promising leaders straight out of college, including foreign nationals while they are living outside their home countries. The company recently recruited two Chinese graduates from the University of Washington who joined the beer-maker's global management trainee program. Managers who perform well are put on a 10-year track for global C-level jobs. Three of the company's global division presidents and two C-executives came up this way. "It's proven to be successful," says Bieke Teerlinck, who oversees the company's trainee program.

????To ensure top Indian executives stay today, iGATE began to offer stock options, and the company has managed to keep its C-team in India for several years even while competitors offer executives jobs for two to three times the pay. iGATE has also placed an emphasis on identifying Indians within the company who could be groomed for top jobs, says Kandula.

????After losing four top people in China, Control Risks' Kedl started laying out a clear career path for new management hires, showing them the specific steps for more leadership opportunities, pay, and job descriptions. He also gives managers regular performance reviews and, when appropriate, offers them raises and promotions before they even ask. "The whole 'people are the most important assets' thing is not corporate bologna," he says. "That's the hard-core truth. You really learn that in a market like China."