Re-Gearing Talent Development in Joint Ventures

By Paul Flatin | Tuesday, March 14, 2017

OVER THE LAST 25 years and across numerous research studies, we have found that joint ventures face a set of unique talent demands and opportunities that are the direct and sole outgrowth of the shared ownership structure of these businesses. Although talent development in joint ventures may be challenging, JVs have an advantage in that they have a natural connection with at least two other companies with which they can actively collaborate with to develop talent in the JV.

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Water Street Essentials: How to Bolster the JV Employee Value Proposition

By James Bamford | Tuesday, August 23, 2016

LIKE OTHER ORGANIZATIONS, joint ventures care about talent. Most have an HR function, think about the value proposition for their employees, and have training and development programs. But few take advantage of what being a JV offers them when it comes to talent. In fact, while more than 70% of joint ventures have at least one secondee – an employee of one parent company who has been loaned to the JV to fill a specific role, provide a needed capability, or help the JV build skills – for many JVs and their parent companies, the collaboration when it comes to talent ends there.

This creates a missed opportunity at best, and a real issue in many cases.

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How to Assess Talent Engagement in a Joint Venture

By Paul Flatin | Monday, April 11, 2016

IN MANY WAYS, working in a joint venture is not like being employed by a traditional company. After all, joint ventures are often designed to have limited lifespans – and, according to our recent analysis, live on average for ten years. While a JV is likely to have a powerful business proposition and assemble distinctive capabilities in novel ways, a JV will also have an authorized product and market scope that is restricted by the legal agreements between the shareholders.

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