Wow, if Haug spent more time making money than created bull.... in the  company we would be a $100 stock.
On a different note, I was wondering if someone in your shop could map the  current A&A process from planning for on-campus recruitment to manager  promotion  for the typical associate including timeline.
This process  mapping should be very detailed to give us the greatest insight.
I think radical change is not the answer.
The answer lies in a combination  of a) slight changes in process; b) increasing participation/ownership at key  points in the process by certain business units and people; and c) a credible  key business spokesman or spokespersons co-opting the other units where  necessary and providing the commercial leadership and representation for the  program internally.
Overall this is a commercial program that needs to meet  commercial objectives - the closer to the front the better.
The goals of any restructuring are:  a) eliminate the perception that the program is not receptive to the  business units needs or any bu's perception that they lack ownership for the  program;  b) increase the quality of the recruits that are brought in and retained;  c) ensure we have the best people in the organization recruiting, selling  and interviewing;  d) ensure that we have the best commercial training program that firmly  grounds the associate in the "Enron technology" which include skills in  market understanding, structuring, finance, logistics and risk;  e) ensure the business units have the ability to identify the outstanding  talent early and give those people the responsibility necessary to move them  up the curve quickly (ie) quickly identify the Whalley/Lavorato's in the  program and, on the flip side, quickly deal with clear non-performance issues;  f) review the effectiveness of the current PRC process as a development,  retention and performance tool;  g) incorporate mid-year flexibility, internet recruiting techniques,  non-traditional sources of talent and  h) increase cost effectiveness.
The solutions may include mandated participation by certain business units,  people and teams, business tracks, etc.
I think a thorough process mapping/tracking can identify (or help me see) the  key spots for change/modification/ownership that reach these goals with the  least amount of wholesale change for the sake of change.
I think we need to get back to Jeff not next week but the following week with  a strawman.
Let me know your thoughts.
Regards

Results of Super Saturday
Wow, if Haug spent more time making money than created bull.... in the company we would be a <CUR><NUMBER> stock.
On a different note, I was wondering if someone in your shop could map the current A&A process from planning for on-campus recruitment to manager promotion for the typical associate including timeline.
This process mapping should be very detailed to give us the greatest insight.
I think radical change is not the answer.
The answer lies in a combination of a) slight changes in process; b) increasing participation/ownership at key points in the process by certain business units and people; and c) a credible key business spokesman or spokespersons co-opting the other units where necessary and providing the commercial leadership and representation for the program internally.
Overall this is a commercial program that needs to meet commercial objectives - the closer to the front the better.
The goals of any restructuring are: a) eliminate the perception that the program is not receptive to the business units needs or any bu's perception that they lack ownership for the program; b) increase the quality of the recruits that are brought in and retained; c) ensure we have the best people in the organization recruiting, selling and interviewing; d) ensure that we have the best commercial training program that firmly grounds the associate in the "<COMPANY> technology" which include skills in market understanding, structuring, finance, logistics and risk; e) ensure the business units have the ability to identify the outstanding talent early and give those people the responsibility necessary to move them up the curve quickly (ie) quickly identify the Whalley/Lavorato's in the program and, on the flip side, quickly deal with clear non-performance issues; f) review the effectiveness of the current PRC process as a development, retention and performance tool; g) incorporate mid-year flexibility, internet recruiting techniques, non-traditional sources of talent and h) increase cost effectiveness.
The solutions may include mandated participation by certain business units, people and teams, business tracks, etc.
I think a thorough process mapping/tracking can identify (or help me see) the key spots for change/modification/ownership that reach these goals with the least amount of wholesale change for the sake of change.
I think we need to get back to Jeff not next week but the following week with a strawman.
Let me know your thoughts.
Regards
stock different note understanding structuring year flexibility internet cur spots change finance logistics promotion typical associate cost effectiveness solutions haug spent time map current process