Edwards Lifesciences' Talent Management Practices: Creating a Competitive Advantage

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Case Details:
Case Code : HROB126
Case Length : 17 pages
Period : 2000-2009
Pub Date : 2009
Teaching Note :Not Available
Organization : Edwards Lifesciences Corp.
Industry : Healthcare / Medical Technology
Countries :US; Global

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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The growth had been driven by its innovative products. For instance, its transcatheter heart valves, introduced in 2008 and sold under the brand name 'SAPIEN', were hailed as a major innovation. The company's stock price had risen from an initial public offering price of US$14 to around US$90 in November 2009.

Both Michael A. Mussallem (Mussallem), Chairman and CEO of Edwards, and Robert C. Reindl (Reindl), Corporate Vice President, Human Resources, at Edwards, attributed the success of the company to its rich pool of talent, nurtured over the years through its talent management processes. "If we didn't have these people, none of our successes would have been possible,"⁵ said Reindl.

Human Resource and Organization Behavior | Case Study in Management, Operations, Strategies, Human Resource and Organization Behavior, Case Studies

While the talent management processes at Edwards started taking shape even before it was spun off in 2000, it was after it obtained its new identity that Mussallem and Reindl worked closely to put talent management up as a key priority on the company's agenda and wove it into the company's business strategy...

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5] Gina Ruiz, "Hiring for the Intangibles," www.workforce.com, March 2007.

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