Conclusion
Using a skills-gap approach to developing targeted learning plans, Cisco has created a model for improving sales force readiness. When linked to experience and performance management, the model can also be used for long-term workforce development in engineering, manufacturing, support, as well as sales. By closely aligning with business objectives, individual strengths, and targeted learning plans, a skills-gap approach to work-force development can help make the productivity pyramid an integral part of the business process.
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