A large global diversified company in the travel industry.
Planning future talent for a geographically dispersed, complex workforce composed of employees, contractors, and third parties.
The complexity and tenure of the company’s workforce caused challenges in assessing value, focusing efforts, and planning for the future.
Talent assessment and planning isn’t an HR issue – it’s business issue.
Shared Services Centers (SSCs) / Global In-house Centers (GICs) have evolved as powerful value creators, driving innovation and catalyzing their parent enterprises’ priorities.
We assessed 43 GICs' talent strategies. Pinnacle GICs rated highest in terms of maturity of their capabilities and the impact delivered.
Twice as many Pinnacle GICs have kept their HR costs to less than 5% of overall GIC costs.
The talent programs of Pinnacle GICs have improved their operational metrics to three times greater than other GICs.
Pinnacle GICs deliver 1.5 greater satisfaction from their talent programs than other GICs.
Download a complimentary excerpt of our analysis to understand Pinnacle GICs' talent journeys and how they have driven superior outcomes.
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