Imagine this all too common scenario. You are the HR head of a large corporation which has been very successful in its time but is now in great need of renewal and transformation. The change demands new businesses to be created from scratch and entire functions to be modernized and greatly strengthened. For several reasons, including the immediate infeasibility of lifting compensation structures to levels high enough to attract talent, lateral intake has to be limited. Over the years you have been recruiting some excellent people from campuses but they’re way down in the hierarchy. You don’t have time for them to crawl up the plaque-blocked promotion channels and, in any case, most of them get frustrated by their slow progression and leave before they have a chance to make a significant difference.
The challenges listed here are the right triggers for a Fast Track Program (FTP) provided you are a passionate believer in the 'stretch' theory of development.1 Of course, an FTP is not a panacea for all organizations in all situations. Let us examine where it is likely to make the greatest contribution to the firm’s strategic and operational goals.
Why have career path Autobahns
This story is from the November 2020 edition of People Matters.
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This story is from the November 2020 edition of People Matters.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.
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