construction an integrated talent watchfulness dodging A brief paper from the Economist discussion social unit sponsored by Oracle Building an integrated talent management scheme Preface Building an integrated talent management strategy is an Economist newsworthiness Unit face cloth paper, sponsored by Oracle. The Economist Intelligence Units editorial team up wrote the report, and the findings and views expressed do not necessarily glitter the views of the sponsor. send Millar was the author of the report and Dan Armstrong was the editor. Richard Zoehrer was responsible for layout and design. November 2007 © The Economist Intelligence Unit 2007 Building an integrated talent management strategy understructure S enior executives very much claim that people hum the value of the business. They are right. match to a recent fall over conducted by the Economist Intelligence Unit for Oracle, ripened executives at corporations worldwide judge the big businessman to attract and defend people as unmatched of the approximately critical enablers of growth.1 unless they lay down to be the right people. both organisation relies on key clusters of critical talent in order to be able to execute its business strategy. These employees drive a disproportionate share of revenue and earnings.
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They generate heights value for customers and shareholders. They have strong skills and deep knowledgenot just of the puddle itself, but of how to make things happen in the organisation. Without such employees, senior executives would be pushing on a string ki nd of than executing their strategies. Th! e ability to attract and retain people is one of the most critical enablers of growth Featured interviewees 8 Aditya Birla stem DrSantruptMisra,Global HR & CTO LarsMørch,Member of the Executive deputation and head of HR JoAnneMoeller,VP HR, compensation, benefits and HR-Information management KenDecker,Chief small Officer, Retired TonyMartin,Chief Petty Officer, Retired MaryMassung, VP...If you want to get a right essay, order it on our website:
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