Case study: Building national talent into leadership
- What was not working in the organisation’s approach to nationalisation?
- How did it move from meeting hiring targets to developing nationals for key business roles?
- What experience and development helped nationals move into specialist and leadership roles?
- How did managers and expatriate colleagues help develop national talent and pass on their knowledge?
- How did the organisation decide who was ready to progress and prepare people to fill future vacancies?
- Did more nationals stay, progress and take on greater responsibility? What difference did this make to the business?
- How did mentoring, working alongside experienced colleagues and planned handovers help keep knowledge in the business?