- Can we make a business case for all of our development programs?
- What balance should we attempt to strike between developing our own talent internally and bringing in talent from the outside?
- How does the shape of our promotion pyramid affect our growth prospects?
- Do we have too many people at the top?
- Should we train anyone at all?
Source:
The talent-growth dynamic
by Andrew Doman
The McKinsey Quarterly, 2000 Number 1
Subject: Human Resources Questions
Like this content? Why not share it?
