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Few companies manage analytical talent as a strategic resource. Because analysts are often scattered throughout the organization, many companies don't even have a clear picture of who their analysts are, where they reside organizationally or how many they have. They certainly don't recognize or manage them as a distinct and pivotal workforce segment that requires its own recruiting strategies, training and development plans, career paths or performance management processes. In fact, more often than not, companies have many different job descriptions for similar analyst roles - if they have them at all. Performance expectations and measurements are vague or inconsistently applied.
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