Why Colgate-Palmolive is transferring talent across borders to cultivate leaders
Good morning! I’m writer Emma Burleigh, substituting for Kristin Stoller.
While workers are planning their 2026 travel itineraries and arguing about how to make the most of their paid time off (PTO), thousands of Colgate – Palmolive employees don’t have to make that choice. International travel is an integral part of their job.
The $68 – billion consumer products behemoth is intentionally rotating employees through global assignments to enhance its corporate culture and generate fresh ideas. With a 220 – year – long history and operations in over 100 countries, Colgate’s global presence is mirrored in its workforce. Currently, one out of every twelve salaried and clerical employees has worked in two or more countries, and half of the senior leaders have held positions in multiple international locations.
That mobility is crucial in shaping Colgate’s leadership succession plan, according to Sally Massey, the company’s chief human resources officer. One – third of the company’s division and country – hub leaders are now working outside their home countries, which reinforces Colgate’s view that global mobility is a must for senior leadership.
International rotations are intended to let employees know how Colgate really operates in different markets, from decision – making procedures to consumer strategies. The objective, as Massey puts it, is to cultivate leaders who can understand the business from a wider perspective rather than just a single region.
Massey herself is a result of that strategy. During her 26 – year tenure, she has worked across North America, Latin America, and Europe, starting with a 12 – month development program that kept her on the go all the time. The benefits, she says, are mutual. Employees gain broader outlooks and deeper market understanding, while Colgate develops more adaptable leaders who can handle today’s intricate global economy and draw on diverse viewpoints to drive growth.
By rotating employees across regions, functions, and roles, Colgate wants to prevent developing leaders with limited, single – market expertise. Leaders who have worked in multiple markets, Massey claims, are better able to balance competing consumer demands and make decisions on a global scale.
Emma Burleigh
Reporter, Success