In 2004 Microsoft, a US software developer, reorganised its functional units of product group, operations group and sales group into business units. The reorganisation increased the need for general management talent. Faced by a severe competition for talent, Microsoft implemented a career model framework, developed people and career management/development materials, and other tools designed to describe roles and career paths. Three pilot groups developed and implemented the Career Model. Result...

BPIR Categories

9.4.6 Develop management/leadership competencies
9.4.1 Align employee & organisation development needs

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