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AUTHOR: Rachel Suff
By making line managers accountable for talent development, an international tobacco group has increased its pool of ready successors and improved the sustainability of the business.
On this page: Developing a distinctive employer brand Changing line manager behaviour to support development Encouraging people management performance Developing managers to develop their staff Employee development is a joint responsibility Building managers' competencies Development centres Driving line manager accountability Organisation profile Additional resources on XpertHR.
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