Centralization of management talent
One of the major problems in the management of talent is that modern methods of management talent is difficult realizable, because of the strong decentralization of staff offices, the company. The point is that during the 80-90's, seeking to improve the level of responsibility and motivation of managers of the branches, the central offices of companies to grant them many responsibilities, including personnel management. In some companies, the central human resources department asked them to report on prospective people "local". But for regional managers, it means "theft" of talented assistants, so the facts are often distorted and "at the heart" are sent far from the most promising officers. With regard to staff development, the decentralization only accumulates error estimates of the number of required workers. If the program was centralized or at least coordinated, it can be arranging for the exchange of personnel trained in one branch and demanded another good example of the company "found a way out of the situation" is "Johnson & Johnson", known for its decentralized and an abundance of companies franchisor. The first was a single base, describing not only the positions held by employees, but also the positions that they could hold, thanks to some their skills. In addition, all training programs developed at the central office should be copied affiliated companies and partners in one single, unchanged.