United Parcel Service (UPS) in 1987 faced serious challenges to its long-standing policies of on-the-job training and promotion from within. Increased competition in its traditional business of ground transport found UPS lagging in computerization and in need of technical expertise it could not simply cull from within its ranks. Whether, when, and how the new people were to be hired and assimilated, and to what extent the UPS culture and/or the new people would have to adapt, were the key questions.
CHANGE MANAGEMENT | DEVELOPING EMPLOYEES | HUMAN RESOURCE MANAGEMENT | IT ORGANIZATIONAL CULTURE | RISK MANAGEMENT
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