People Power: Going Global With Talent Management

Topics:
Performance Management,
Talent Management
Tags:
BOE,
Business Unit,
Deloitte Touche Tohmatsu,
Human Resources,
Talent,
Talent Management,
Workforce Management
Source:
Deloitte Touche Tohmatsu

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Overview: BOE's (Big Oil Enterprises) Human Resource (HR) leaders began to recognize that the company's decentralized approach to talent management, structured in a manner that required each business unit to do its own recruiting, training, performance management, and succession planning, was becoming increasingly outdated. Because both the "Upstream" (production) and "Downstream" (refining and distribution) business units were starting to overlap each other's traditional activities, BOE needed to be able to quickly identify specific resources and effectively move them to other business units. BOE also wanted to be able to meet its younger workers' expectation to be able, if they wished to work in a variety of different environments.

(Is this item miscategorized? Does it need more tags? Let us know.)

Format: PDF | Size: 1,055KB | Date: Jul 2008 | Pages: 2


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