2012 Trailblazer – Division 1 Gold

With support from Estée Lauder’s regional president and regional head of HR, Seng developed a new learning and training model using a future-back approach.

FIGIN SENG

Global Learning and Talent Development Director, Estee Lauder Cos.

The Asia-Pacific region of the Estee Lauder Cos. has shown tremendous growth in the last few years. Sales increased 21 percent in just the last year. Still, the region lacked strong talent who could take over senior leadership positions inside and outside the region. Before Figin Seng, the regional director of learning and talent development in the Asia-Pacific region, came to Estee Lauder in 2008, the company had no focus on learning and talent development for the region. This meant existing leaders often had little leadership experience and training, which led to ineffective and inefficient business practices.

With support from Estee Lauder’s regional president and regional head of HR, Seng developed a new learning and training model using a future-back approach. She looked at where the organization wants to be in 2015 and 2020 and developed both short- and long-term talent strategy. The final solution: the Asia Pacific Leadership Institute, a learning module that combined in-person and mobile opportunities.

The leadership institute focuses on talent management, leadership development and learning with an emphasis on high-touch practices and includes a nine-month leadership development program, coaching framework and a series on innovation, creativity and digital acceleration. Estee Lauder partnered with Korn/Ferry International, an executive recruiting and search firm, to development the nine-month leadership program. The learning modules offer customization, executive education, strategy development, senior management mentorships, and coaching.

In the 18 months since the leadership institute opened, more than 2,300 staff members in the Asia-Pacific region have gone through various programs. Further, the learning and talent development department has created 750 individual talent development plans for managers and employees.

10 percent of individuals who have participated in Estee Lauder’s leadership institute now have greater roles in the company.