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Leading high performance at British American Tobacco

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
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