Overthepastfiveyears,TFIhasconstantlyevolvedinthedirectionofbeinganemployerof

choiceforcapableandcommittedindividualsseekingtomakeanimpactinIndiaseducation
system.Since2009,ouremployeestrengthhasgoneupsteadilyfrom 8staffmembersto
200+inlinewiththeyearonyeargrowthofourFellowshipcohort.Someofthehighlightsand
underpinningsofthisgrowthinclude:
Strongemployerbrand(*GPTW)2011and2015 wehavebeeninTop10andan
easytounderstandexplanationofthesurveyXXXX
StrongpipelinefromtheFellowshipTodayourAlumniform 65% ofourStaff
StrongandinvestedLeadershipTeamIn2016,wehave90%ofourLeadershipteam
and17%ofourManagersentersecondorthirdyearoftheirrole.
StrongemployeeengagementscoresDespitetherapidgrowth,wehavehad
consistentevidenceofstrongemployeeengagement(4.3/5visavisanaverageof
XXXX/XXXXintheTeachForAllnetwork),especiallyonMissionalignment,Manager
capabilitiesandAccountabilities(basisaglobalpeopleengagementsurveyconducted
bytheBostonConsultingGroup forallmembercountriesthatformpartoftheTeachFor
Allnetwork)
OurleadershipteamtodayisahealthymixofFellowshipAlumni(65%)andpeoplefrom
otherorganisations(35%)intheprivate/thesocialsector(93%/7%).Wehavebeen
successfulininfusingeffectivemanagementpracticesfromacrosstheboardwhile
adheringtoourcorevalues,culturalbeliefsandthemissionorientation.Whilethisis
healthy,italsoshowstheimportanceofourmission,valuesandcultureunderpinnedby
robustpeopledevelopmentpracticesaswestarttocompetedirectlywiththeprivate
sectorfortalent.
RenewedfocusonrigorousPerformancemanagement:OurStaffdevelopment
frameworkencouragesourpeopletodeepentheirimpactintheirrolesbygaining
mastery,contributetotheorganisationandthewidermovement.Thisseemstohavenot
onlyreducedthevoluntaryattritionratebuthasalsoempoweredourmanagersto
identifyalignmentofindividualsstrengthswithrolerequirements,andhelpthem
manageteamperformancemoreeffectively.Thisisstillanevolvingareaoffocusforus
withencouragingearlyevidencesofhigherstaffmorale,amoreconsistentandrobust
performancemanagementcultureandimpact.Between2014and2016,wewouldhave
successfullycompletedfourappraisalcycleswithasmanyas95%ofourStaffmembers
havinggonethroughatleasttwoofthem.Thequalityofthesehasbeenlargelygood
thoughtherearevariationsandwecontinuetolearnandevolve.Wewillkeepourfocus
onthishighasweidentifyhowourpeopleareperformingintheirroles,andwhatit
wouldtakeustodifferentiateanddevelopthemfortheirindividualandoverallcollective
impact.
Inthelatestroundofaninternalemployeeengagementstudy,theleadershipteam
identified
Autonomy intherole,
Learning environment,
Culture ,Opportunitiesto
grow
etc.askeyfactorsthatwillhelpthemcommitthemselveslongtermtotheorganisation.
Basedonthepeoplesurveyresultsandanecdotalevidences,wearedoingwellonmost

oftheseparametersthattheteamidentified,andourfocusoncultureandvaluesisalso
targetedatreinforcingtheseaspectseffectively.

Thisjourneyhasalsohaditsshareofchallenges(listedbelow).Whileaddressingsomeof
thesecouldtakemorethanayear,wewouldbefocusingonthemsharplyin201617forusto
buildastrongfoundationbeforeembarkingonourPhase3journey.

Lackofclearsuccessionplanninginourteams:Whilethereissomeevidenceofthisin
certainteams,wewillneedtobuildcapacityinourverticalheads(teamleaders)and
managerstogroomsuccessorsfortheirroles.Thisiscriticalbecausewearestartingto
seethesignificantpositiveimpactofcontinuityofleadershipphilosophyandculturein
ourteams.
ReadinessofourFellowsjoiningStaffincertainroles:In2016,65%ofourStaffwillbe
ourFellowAlumni.WeseethatthereadinessofourFellowstoassumecertainroles
(e.g.ProgramManager,TrainingandImpactrelated)ishigherthanitisforothers(e.g.
Fundraising,GovernmentRelations,Externalfacingroles).Wherewehavefoundthe
rightfittalent,oursuccesshasbeenhigh,butwewillneedtoidentifyarampup
inductionandcoachingmodelforotherrolesaswell.
Shorttenures:Theaveragetenureofourpeopleis~24months.Inthelasttwoyears,
thoughtherehasbeenasignificantimprovementinthetenureofourleadershipteam
(12verticalheadsaremovingintothe3rdyearoraboveintheirroles),weknowthatthe
impactofpeoplestayinglongerinanyroleispositiveasacquiringtherepertoireofskills
andcapabilitiesrequiredtocreatethedesiredlevelofimpacttakestime.Twokey
questionsthatwewantexploreindetailare:
Whatistherightaveragetenurebyrole/level?
Whyisthetenureofsomeofourpeoplemorethantheothers,andwhatwouldit
takeusasanorganisationtohavepeoplestayfortherightamountoftimein
theirroles?
Lackofclarityincertainroles:AquickstudythatwerecentlydidwithTeachForAll
helpedusidentifyafewrolesandteamsintheorganisationthatcouldoperateathigher
levelsofefficiencybycreatingand/orclarifyingthevisionfortheroles,andthelinked
goals.Thisstudyisongoingbutweexpectimprovedlevelsofeffectivenesswhichinturn
willhelpusreduceadditionofheadcountwithoutcommensuratecontribution.
ShortStaffing:Onaverage,wehavebeenunderstaffedby10%everyyear.Thoughthis
seemssignificant,twoearlytrendsareencouraging:
Wehavebuilttheorganisationalcapacitytoidentifyandattracttherighttalentfor
ourleadershiproles,andalsosustainteamsuntilwefindsuchtalent
Thebroadrangeofskillsthatourleadershipteammembersarestartingto
acquireishelpingthemstepupwhentherequirementarisestherebymitigating
(albeitnotentirely)theriskofimpactofvacanciesonsustainabilityrelatedgoals

ConcernsaroundcompensationandfinancialsustainabilityofourStaff:InMarch2016,
theBoardatTeachForIndiaapprovedacompensationframeworkforSeniorManagers
andabove,basedontheresultsofaninternalstudyaimedatidentifyingthe
compensationbarrier,andaddressingit.Webelievethiswillgoalongwayinbuildinga
strongteamfortheimplementationofPhase3.Wewillneedtohowever,lookintothe
concernsrelatedtofinancesofourotherstaffmembers,andaddressthem
appropriately.

Inthiscontext,thekeyPhase3questionsforusare:
Howdowebuildontheemployerbrandwehave,andcontinuetoattracttheright
talent?
Whataretheleadershipcapabilitiesthatwillmakeourpeoplesuccessfulintheir
rolesandbeyondinPhase3andwhatisthemosteffectivewayofbuilding
them?
Whatarethealternativestaffingmodelopportunitiesthatwecantapinto?

AswedoubleourFellowshipstrengthandlooktodeepenimpactacrossthe2,400strongcohort
ofFellowsandthe7,000strongnetworkofAlumniby2022,werecognizethatourTalent
managementframeworkneedstobebroadenedandstrengthenedsowecanoptimiseonour
humancapitalandfinancialresources.

Thereareseveralopportunitiesthatwewillcontinuetoleverageandbuildoninorderto
addressthegapswehaveidentifiedandalsogearupourselvesforPhase3.Thecriticalones
areoutlinedbelow:

TalentacquisitionandStaffingeffectiveness:

Oursuccesswithplacementconsultants:Forselectrolesthatwehirefor,weunderstand
wemayneitherhavetheaccesstothetalentpoolnorthedepthofnetworkthatcanhelp
usgetthereefficiently.Generally,theseareourleadershiprolesandbecausewelook
foraspecificsetofgeneralandfunctionalcompetencies,wemaybebetteroffbuildinga
smallnetworkofplacementconsultantsthatspecializeinservingourrequirements.Back
oftheenvelopecalculationalsoshowsthatthiscouldsignificantlyreduce(~40%)
our
hiringcostasweimproveourtalentretentiontimeframeintheleadershiproles,andfree
upourHRteamsbandwidthtofocusonemployerbranding,institutionalpartnership
buildingandtalentcultivation.
Partnershipswithleadinginstitutions:In201516,westartedbuildingpartnershipswith
institutionssuchastheIndianInstituteofManagement,theXavierLabourResearch
Institute(XLRI),TataInstituteofSocialSciences(TISS),FacultyofManagement
Studies(FMS)andIndianSchoolofBusiness(ISB).Theextentofengagementandthe

depthoftherelationshiphasbeenvaried,butwehavebeenabletogenerateinterest
amongcertainsectionsofthestudentbodyintheseinstitutes.
Longterminternshipsforcertainroles:Weareseeingthatinternshipsthatareayearor
morelongareanexcellentsourceofexternaltalentforus,particularlyforourAssociate
roles.Aswelearnmore,wewillneedtostructuretheseformallyandhavestrong
onboardinganddevelopmentprocessesthatwillhelpusidentifyrolesandprojects
whereinternswiththerequisiteskillscancontribute.Giventhatin201617,therewillbe
specificpilotsforPhase3,andstarting2017severalmediumtermopportunities,this
couldbeanefficientmodelforustoadopt.Overthelasttwoyears,thenumberof
successfullongterminternships(>sixmonths)hasgrownfrom5to~10.Thismodel
couldbepivotalspecificallyincaseswhereTFIdoesnothavethenecessary
competenceorisnotrequiredto/bestequippedtobuildit.
Projectbasedroles:Anothertrendthatisemergingistheinterestsofourstaffmembers
enteringyear3orbeyondtoassumepartorfulltimeConsultantrolesthathavespecific,
timeboundprojectswithcleardeliverablesandoutcomes.Thisishelpingustapintothe
talentpoolthatisinvestedintheOrganisationandtheMission,andhaspeoplewith
context,therelevantexperienceandthenecessaryskillstodesignandimplement
projects.TheaveragecostoftalentacquisitioninTeachForIndiais~15Lacsperyear
andthismodelcouldnotonlyoptimiseourtalentacquisitionandmanagementcost,but
alsohelpachieveourgoalsmoreeffectively.Theresultsofthismodelbythemiddleof
theyearwillenableuslearnandstructuretheseforhighimpact.
CompetencyandSkillbasedrolesinPhase3:ThePhase3Possibilitiestakentogether
havecertaincommonkeyskillsandmindsets.ExamplesincludeLearningCirclesforour
FellowsandAlumni,TFIxProgramLeaderandtheroleoftheCityDirector,Program
ManagerandtheStudentLeadershipmanagerroles.Isthereamodelthatallowsusto
crossleverageskillsandmindsetsifwefreeuppeoplesbandwidths?Forexamples:
CansomeofourProgramManagersmanageFellowsandrunLearningCircles
forourAlumniwhileothersdeliveragainsttheStudentLeadershipPossibility?
CanourCityDirectorssupportTFIxprojectleaderstovaryingdegreesand
requirementsdependingoncontextandbandwidth?
RethinkingourcurrentstructuresinProgramimplementation:In2016,Program
Managerswill form
33%ofourStaff.Onaverage,weplanforeachprogrammanagerto
managetheprocessoffacilitatingtheleadershipdevelopmentof17Fellows.Although
notbydesign,wehaveprogrammanagersmanagingupto23Fellowsinafewcities.
Weareyettofullyunderstandtheeffectofthisexpandedratioonimpactandstaff
morale,butanecdotallytheimpactdoesnotseemtobeaffectedwithincreasing
numbers.Consideringthesefactorsforfurtherstudy,someoftheearlyideastoincrease
theFellowPMratiothatwewillexploreinclude:
AssessingtheProgramimplementationstructuresthathavebeendesignedover
theyearsandarebeingimplementedincitiestoday.Postthisexercise,canwe
rationalise/simplifyourstructureswhichinturnreducetheeffort?Also,what

otherparametersandinputswouldweneedtoreviewtorethinkourFellow
supportframework?
CansomeofoursecondyearFellowsmanagethemselvesbyleveragingentirely
thecitywideopportunitiesandnotbemanagedbyaprogrammanager?
CansomeofourhighperformingsecondyearFellowsmanagefirstyear
Fellows?
CaninterestedAlumni(whoarenotpartofTFIStaff)intheleadershipand/or
teacherdevelopmentorcoachingspacementorselectFellowsonparttime/
voluntarybasis?
Team/Competencyclusters:Thereareseveralrolesinwhichourpeopledischarge
similarresponsibilities.Examplesincludefundraising,AlumniimpactandHuman
ResourcerolesacrosscitiesandtheNationalteams.Afewcitiesareexperimentingwith
theideaofpoolingincommonresources,andhavingManagersmentortheirAssociate
counterpartsinothercities.Wewillneedtothinkthroughtheoperationalisationofthisas
itwouldrequirefreeingupbandwidth,clearlyarticulatingsharedgoalsetc.,butthiscould
notonlyenableefficiencybutalsoplayacrucialroleindevelopingourmanagers,and
improvingthefunctionalandtechnicalskillsofourAssociates.
TappingintoourAlumninetworkefficiently:SeveralofourAlumnihavespentyears
withinandoutsidetheeducationsector,andhavebuiltsignificantlyontheirleadership
experiencesasFellowsinTFI.WhileoursuccessingettingthemtoTFIstaffroleshas
beenlimited,withthesizeofourAlumniinourcitiesgrowingeachyearalongwiththe
diversityofcareerchoicestheymakeandthedepthoftherelationshipsthatthe
organisationandcitieshavewiththem,wewillneedtocreatestrategiesthathelpus
identifybestpotentialtalentinthenetworkforspecificrolesinTFI.Thoughcurrently
latent,thiscouldbeasignificantleverforusinthenearfuture.

Talentdevelopment:

TheOpportunity:

Phase3alsoprovidesusahugeopportunitytodevelopourpeopleintostrongleadersinthe
movementandwithintheorganisation.Specifically,thefollowingskillsemergeascommonand
criticalforourpeopleasweenter2017.
SystemLeadership(theabilitytomanageinternalorexternalstakeholderswithdiverse/
divergentinterestsandworktowardssharedvision)
Strategy,Teammanagement(incomplexsettings)andOrganisationdevelopmentfor
ourVerticalheads
Strongteammanagement,peopledevelopmentandsystemanalysiscapabilitiesforour
SeniorManagersandManagers
AnalyticalandTechnicalskills,andteamsmanshipforourAssociates
Executionandteamsmanshipforourinterns


Likewise,keycommonmindsetsinclude:
Tolerancetodiverseperspectives
Tolerancetoambiguity
Workinginacontextwithdelayedgratification
Strongimpactorientationevenifitsnotshorttermoreasytomeasure
Beliefinthecollectiveandtheabilitytoworkinacollectivesetting
Inclinationtodeveloppersonalmastery
Highbarofexcellenceforoneselfandforothersthatpeopleinteractwith
MissionorientationandbuyinintotheSharedvision
CommitmentandadherencetoourCorevalues
Keepingchildrenatthecenterofeverythingwedo

TheStrategies:

Ourinduction,onboardingandperformancemanagementwillneedtofacilitatethedevelopment
oftheseskillsandmindsets,andourverticalheadswillneedtohavethecapabilitytodevelop
andhonethemintheirpeople.TheHRwillneedtokeepaconstantpulseontheefficacyof
variousinterventionsthathelpdeveloptheseskillsandmindsets,andprovideconstant
feedbacktoimprovetheeffectivenessofthesame.

InthefirsttwophasesofTFI,giventheorganisationalstrengthandthenatureandthe
requirementoftheprogrammanagerandtheseniorprogrammanagerroles,significanteffort
hasgoneintothedevelopmentofourpeopleintheseroles.Inphase3,weunderstandallroles
intheorganisationwillneedtoberampedup,andsomeevenrevampedgivenourfocuson
Alumni,TFIx,StudentLeadership,ImpactandOrganisationalLearning.Thisprocesswillhave
threecomponents:

Overallbehaviouralskillsandmindsetsgearedtocreatethedesiredlevelofimpactin
Phase3
TechnicalandFunctionalskillsthatwillneedreinforcementorbuilding
Generalmanagementskillsforourverticalheadstodealwiththeincreasedlevelof
internalandexternalcomplexitieslinkedtolandscapeandstakeholdermanagement

Overyears,wehavebuiltthecapacitytotrainourpeopleonculture,behaviourandmission
orientation.Currently,theunderlyingstrategyhasbeentolargelylettheimpactofour
interventionspercolatethroughourverticalheads.Thiswillneedtoberelookedatforusto
assesstheneedforandthewaytosustainourpeoplescommitmenttoourvaluesandthe
mission,aswegrowinscaleandgeography.


OneoftheinterventionscurrentlybeingthoughtthroughissupportingourManagersthrougha
structuredcontinuousprogramfocusedondevelopingtheirpeople/stakeholdermanagement
(internalandexternal),analyticalandadvancedcommunicationskills.Theseemergedas
prioritiesinourdiscussionswiththeverticalheads.Thiscouldbedonethroughacombinationof
internalandexternaltrainersandcoaches.Giventhatbetween2016and2022,wewillhavean
increaseof 30%inthenumberofManagersand~ 60%inthenumberofProgramManagers,
thiscouldalsohelpusbuildastrongfoundationforsuccessionplanningintheorganisation.

Arecentdipsticksurveyandinterviewswithourverticalheadshaspointedtotheneedfor
identifyingasetofskillsthatarecommontomostrolesintheorganisation(e.g.Planning,Time
management,workinginteamswithmultiplepriorities).Giventhatsomeofourpeopleexcelin
theseandhavethecapabilitytotrainothers,wewillneedtobuildatrainingandongoing
coachingmodulewiththenecessaryfeedbackmechanismsinawaythatitreducestheburden
onourverticalheads.Overtime,thecentralHRteamcouldfacilitatetheprocessoftrainingour
newpeopleontheseskillsandmindsets.

Forourverticalheads,wearestartingtoseethevalueofhavingcoachesandmentorswhocan
guidethemintheirworkandbeyond.Thereisalsoearlyevidenceofsomeofour(potential)
donororganisations(specificallytheinindustriesthatarepeopleandknowledgeoriented)
expressinginteresttomentorourmanagersandverticalheads.Whilethisneedstobethought
throughforriskofmixedmessaging,andbandwidthmisallocation,itcouldbeasignificantlever
ofdevelopmentforourleadershipteammembers.TeachForAllisanothersourceof
leadershipexperiencesandresourcesthatwecanenableourpeopletotapinto.Currently
manyofourverticalheadsandsomeofourmanagershaveexperiencedinterventionsonan
eventbasis,andweareengagedindiscussionswiththemtoformlearningcohortsforidentified
rolesthatarecommontothememberorganisations.Thiswillhelpkeeppeopledevelopmenta
keyprioritythroughoutthelifecycleofthestaffmember,andalsobuildthenecessarysystems
attheorganisationalleveltoinstilconfidenceincontinuityofqualityofourpeopleand
consistencyoftheirrolesandimpactastheytransitiontodifferentrolesoroutofthe
organisation.

OneofthekeystrategiesthatwearefocusingoninPhase2iskeepingchildrenatthecenterof
ourworld.WehaveexperimentedwithourProgramManagersworkingdirectlywithchildrento
createproofpointsofstudentleadership,takentheideaofstudentleadershiptotheTeachFor
Allnetwork,androlledouttheframeworkofourStudentVisionwhichrepresentsourevolving
ideaofanexcellenteducation.Impactandsignificantimprovementinlearningoutcomesarethe
biggestmotivatorsforourStaffandtheentireTeachForIndiacommunity.Aswestraddlethe
systemicviewofourworkandimpact,andwidenourreachtoAlumniandexternalpartners,it
willbecriticalforustocontinuetostrengthenourfocusonchildrennotjustwithinthe
organisationbutalsoacrossourAlumni,Governmentandpartnercommunities.


QuestionstodeepdiveintoasweenterPhase3:

Clarityofimpact:Basedonouranalysisoftheselfandmanagerperformance
assessmentandpeopleengagementdata,weseethatoneofmostimportantfactorsfor
ourpeoplesmotivationlevelsistheimpacttheycreateintheirroles.Thisseemstolead
toroleclarity,adriveformasteryandasenseofaccomplishmentwhenthegoalsare
met.AswerolloutthedesignofPhase3,acriticalsuccessfactorforuswouldbeto
defineasetofevidencebasedmetrics(qualitativeorquantitative),linkthemtothe
Organisationgoals,andalsobreakthemdownclearlyintoteamandindividualgoals.
Overthelasttwoyears,wehavenoticedthatgoalorientationdictatesstrongbehavioural
changes,andhencetheprocessofcreatinggoalsandplanswillalsotakeintoaccount
ourvalues,cultureandthefocusoncollectiveimpact.Inaddition,whilesometeams
(e.g.Recruitment,Development)mayhaveclearquantifiablemetricsthatcanbe
trackedcontinuously,otherswillbedesignfocused,andhencewillbeevaluatedonthe
impactoftheirdesign.
CultureofCollaborationandCollectiveimpact:AsTeachForIndiaentersPhase3,we
willbeatcrossroadsofbeingastableorganisation(inPhase2)andastartup(inPhase
3).Thispresentsagreatopportunityforusachievescalewhiledeepeningourimpact.In
Phase2,wefocusedquiteextensivelyonbuildingacultureofcollaborationbyenabling
ourteamstoworktogetherforprojects,creatingsharedgoals,encouragingand
highlightingcollaborativebehaviourasakeyleadershipskillinourverticalheads,and
facilitatingdialoguesinourtimetogether.Simultaneously,wealsohelpedpeoplefocus
ontheirrolesandgoals.Aswescalefrom1,100to2,400Fellows,sevencitiestonine
regions,andfrom220to~400Staffteamsize,wewanttokeepthespiritofindividual
excellencealiveandstronglyencourageacultureofcollectiveimpact.Phase3
possibilitiesnotonlypushustobemorecollectiveinourapproachwiththeexternal
stakeholdersbutalsolookinwardasweseektocreatedisproportionateimpactwith
limitedhumanandfinancialresources.Whatarethenorms,behaviouraltraits,beliefs
andsuccessesthatweshouldbereinforcedandencouragedinordertohavethebestof
bothworlds(Individualexcellenceandcollectiveimpact)?Havingexperiencedsuccess
andchallengesinthisregardinPhase2,whatwillwedodifferently/moreofthesame
inPhase3?Couldthismeanwehaveonlyteamgoalsandstrategiesthataresupported
byindividualactionandlearningplansasopposedtoindividualgoals?
Genderdiversity:In2016,around65%ofourstaffmemberswillbewomen.Overthe
pastfewyears,thegenderratiohasincreasinglyskewedinfavourofwomen.Alarge
contributingfactoristhegenderratiooftheFellowship.Wewillneedtounderstandthis
trendfurtherandassesstheneedandthewaytobringadequatediversityinboththe
FellowshipandtheStaffteams.
Organisationaldemography:TheaverageageofStaffmembersinTeachForIndiais27
years.Thisrepresentsanincreaseof2yearssince2013,andthistrendislikelyto
continueparticularlyatourleadershipteamlevel.Thisimpliesmanyofourpeopleatthe

leadershiplevelandacrosstheorganisationwillbeenteringdifferentlifestageswhich
couldresultinaneedforsignificantlifestylechangesasthenumberofdependentsand
thefinancialrequirementsincrease.Whatchangesinourmodel,operationsandpolicies
wouldberequiredsowecanenablethemsustainimpactintheirroleswhileadjustingto
thedemandsoftheirpersonallives?
Flexibility:Certainrolesintheorganisation(e.g.ProgramManager,rolesinthe
Recruitmentteam)arestructuredinsuchawaythatthereslimitedflexibilityintheway
thelinkedresponsibilitiesarebeingdischargedandthetimeandeffortcommitment
requiredtobesuccessfulinthem.Thiscouldposechallengesaspersonalcommitments
ofourpeoplechangeorincrease.Whatwouldittakeforustohelpthemmanagetheir
workandhomecommitmentswhilecreatingthedesiredlevelofimpactinthe
organisation?OneofthekeylessonsfromourPhase2operatingmodelisthepotential
underutilizationoftechnologyandknowledgemanagementtofuelcontinuousand
efficientlearning.Thekeyquestionweareaskingourselvesis:Howcouldtechnologyas
anenabler,knowledgemanagementasapracticeandlearningforhigherimpactasa
culturehelpusbemorecreativeandefficientwithourprocesses?
TargetedTalentattractionstrategy:Basedonhistoricaldata,weobservethatour
understandingand/orcapabilitytoaddressbarrierstotalentinspecificteams(e.g.
AhmedabadCityOperations,Recruitment)islimited.Wehavereliedalotonthe
graduatingcohortasthemostimportantsourceoftalentfortheseteams.This
assumptionneedstobevalidatedand/oraclearstrategytoidentifyexternalsourcesof
talentthatwouldfitourrequirementsintheseteamsneedstobedesignedand
implemented.