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General counsel are increasingly recognizing the need not only to manage the talent within their departments, but also to develop and enhance the group and its individual lawyers.
In this, the second article in a three-part series on talent management, we focus more closely on what innovative initiatives law departments are using to capitalize on existing capabilities and what steps some of them have taken to continually add to the effectiveness of team performance.
In the first of these three articles, we focused on three principal issues facing law departments. These issues provide a context in which talent management has been brought into sharper focus and provide part of the answer to why talent management represents an important agenda item for law departments. More compelling still, but of less of obvious significance, not least because the effects are difficult to measure, is the potential impact this has on individuals, the team and the department's stature in the organization.
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