There's a plot for a Western in Paul Gemmell's triumphant bid to bring law and order to the 1,200-strong operations function at BAE Systems' Naval Shipyard on the Clyde. When Paul rode into town, he encountered low morale, disorder and advancement by reputation. Levels of competence within skilled roles were unknown, graduates were being left to find for themselves and employees were flocking to other areas of the business. As Paul stepped through the saloon doors, though, the music stopped. He vowed to put in place a more transparent and structured approach to talent management.
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