Citigroup's Global Structure - Strategic Hrm

Outline / Recommendations for the next five years

Strategic HRM is vital component to Citigroup's global structure. Therefore performing a external and internal analysis for critical and emerging HR trends and issues will help identify areas or gaps where performance and cost improvements can be addressed. The purpose is to predict organizational capabilities and limitations to improve forecasting future business function needs.

I. Recruitment and Talent Identification

A. Create social media models and integrate into the HRM strategy to increase applicant pools and control costs.

B. Identify and prioritize talent gaps within the business functions. Use data to create assessment models to attract talent, based on skill set needs.

C. Refine the recruitment model. Applicants having a bad experience could damage Citigroup's brand through the use of social media and networking channels.

II. Diversity Strategy

A. Establishing a global diversity committee will help Citigroup attract talent with different backgrounds, ideas, perspectives, and skills.

B. Diversity models will help Citigroup anticipate and manage EEOC issues and address the political and religious concerns within their global regions.

C. Technology can manage the increasing employee and applicant demographic changes.

III. Succession Planning Strategy

A. Create models to help identify talent from entry level to the C-suite. Eliminating traditional models that start at the director level.

B. Create employee career development models to help identify high-potential talent for key roles within the business functions.

C. Identify and develop employee's capabilities to support key positions that need to be filled when employees leave or promoted.

IV. Learning Management System Models

A. Design employee learning models tied to business goals and objectives.

B. Create learning plans to address employee skill gaps and increase intellectual capabilities to ensure learning models are