Talent Management 

Dell™’s continued success relies on teamwork and the opportunity each employee has to learn and excel. Our winning culture mandates that we invest in people, value learning and remain endlessly curious. We are committed to being a meritocracy and to developing, retaining and attracting the best people, reflective of our marketplace.

Dell provides global talent management programs to develop people who can execute our business strategy and meet customer needs. In the last five to ten years, our systems and processes catapulted us into the Fortune 50 as an industry leader.

However, we face a major inflection point. With more than half of Dell’s workforce now outside of the U.S., a significant portion of our key growth areas are in emerging countries. Our current programs and processes must serve as springboards as we regenerate and rejuvenate our talent and leadership development programs to meet critical growth and expansion objectives.

Talent Planning

Dell continuously invests in processes and systems to place the right talent in the right roles. In 2009, Dell’s Executive Leadership Team and Board of Directors conducted quarterly talent reviews in the context of our business strategy. During these reviews, the Executive Leadership Team may:

  • develop talent imperatives
  • identify mission-critical jobs
  • forecast talent needs
  • assess and calibrate talent
  • identify development actions for top talent
  • report progress
  • create succession plans

Performance Planning

Dell’s performance management system links individual goals with organizational performance. The system helps identify the next generation of Dell leaders and elevate the performance of all Dell employees.

The performance management process requires annual formal reviews, the calibration of talent and allocation of performance rewards and promotions — all decisions in line with being a meritocracy. Throughout the year, managers provide employees with ongoing feedback, coaching, training and on-the-job development. Employees and managers mutually create the employee-development plans.

This entire process aligns individual-performance objectives and career-development planning with business and company goals and results. This plan evolves over time, adjusting to internal and external changes.

Learning and Development

Our learning and development strategy is focused on three outcomes:

  • a culture that fosters exceptional and agile organizational performance
  • the best workforce teams in the industry
  • superior individual-learning experiences

Dell creates learning experiences that draw from multiple approaches and styles. We value on-the-job experience and assignments, and we also offer networking, coaching, mentoring and formal learning programs. We offer tuition reimbursement for employees and scholarship opportunities for the children of Dell’s U.S. employees.

Learning through Experience and Others

Dell employees work with managers to create well-rounded development plans to prepare them for future roles. An ideal plan blends training with on-the-job experiences and career moves and mentoring from co-workers and others. Employees build networks in which they can give and receive feedback. Targeted external coaching is offered to executives to provide guidance and support to help improve performance and grow leadership capabilities. Dell employees may use the 360 review process to gain performance insight and identify opportunities for growth and improvement.

Training and Learning Programs

Formal and informal learning programs foster individual and professional development. Courses are directly tied to business needs and designed to address specific competencies. Dell training courses help prepares employees for current and future roles. Courses cover a range of topics, starting with onboarding processes and moving to more complex topics such as business process improvement (BPI) and sales and compliance training. In the last five years, Dell made significant investments in manager and leadership development, including the addition of two new online tools:

  • Harvard Manage Mentor, an online resource tool from Harvard Business School that provides practical help on 38 key management topics
  • MentorConnect, an online tool for matching mentees and mentors across the corporation and around the globe.