How Much Value Do Our Processes for Developing People Add to the Company?

  • 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

Like this content? Why not share it?
Share on FacebookTweet about this on TwitterGoogle+Share on LinkedInBuffer this pagePin on PinterestShare on Redditshare on TumblrShare on StumbleUpon

Leave a Reply

Your email address will not be published. Required fields are marked *

This site uses Akismet to reduce spam. Learn how your comment data is processed.