In May, I posted a story of a young man who had been identified by a Fortune 100 firm as a high potential and placed into a leadership development program to prepare for the possibility of promotion into the executive ranks.
The story was unfinished, as a month after his Director left the organization and the young man had been appointed as interim Director, the VP told him that they were considering outsourcing the position. The young man was disappointed, but he was determined to show the organization that he could handle the position as interim, on the chance that they decided to keep it in-house.
I described this process as “talent management gone wrong.” (more…)
....@ the intersection of learning & performance 