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r �, r. � <br /> - <br /> / <br /> k' �' ' <br /> I'•T (' p '` /o 4, p.,- . <br /> ,. ,..„ <br /> .„---- <br /> 4_. <br /> , , ,:_., ,. ,_ - „------ <br /> ; ,.., , . .,, „,...... „.. ; .. ,, ,, . �y , Y <br /> i I.- I <br /> f <br /> .,---- �/ <br /> A Stronger Employee Strategy Have you developed succession plans for <br /> key positions? <br /> The great shift change is both a challenge and an <br /> opportunity to transform your workforce. The key will to How clear is the career path for recruits? How flexible <br /> leverage and capture the experience of your existing are they-are employees stuck within a particular <br /> employees while at the same time attracting and retaining function or division or can they transfer their skills to <br /> a new highly energized workforce. This objective requires other areas of the organization? <br /> a different strategy in today's environment. Consider the <br /> following questions to strengthen your employee strategy: ® Have you developed a key position rotation plan for <br /> high performers? <br /> EirHave you taken an inventory of the current skills and <br /> experiences of your current most talented employees? What role does innovation play in your organization? <br /> Do you have an understanding of your capability gaps in 6 Is it visible to recruits? <br /> light of the changes occurring in the industry? <br /> Do you have recruiting plans targeting key <br /> WWhat is the typical experience for an employee's first universities? How strong are your relationships with <br /> 18 months with the company? Do new employees faculty and students regarding innovations occurring <br /> get exposure to the "heart" of the business?Are in the industry? <br /> there opportunities to contribute meaningfully in the <br /> beginning of their tenure? <br /> KPMG Building a Workforce for the 21st Century 21 <br /> 119 <br />