7th topic. Managing ralent They say all people are talented but not all of them know themselves enough. As a chief accountant I had such experience to hire staff and I remember our HR paid a lot of attention on how to spot raw talent, he used many tools, managing fight and overlap battle are part of them. Candidates then need to be inducted on the key factors of business system, applicable IT systems, corporate culture and their responsibilities according to their role. Now I work for a company that recruits highly skilled IT specialists. Though the company provides training of negotiation and managerial skills I don't see that HR department develops capabilities of newcomers, it's mostly their vertical boss's responsibility. We have an annual performance assessment and it's compulsory for particular positions. As our company has 1200 employees it's reasonable to have such opportunity for improvement as job rotation. 360-degree analysis is also carried out in the company but not for all employees and not so frequently. I know about current HR's activity to develop the road-map for each position in the company, the aim is to show employees what capabilities are required for their career move for each position oh their path (in their field of expertise ), which options for job rotation they have. Of course I'm interested in this road-map. As for project managers we have only description of capabilities necessary to be promoted from one grade to higher grade but career path of strategic project manager to executive management is unclear yet...