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Oxfam works with local people and organizations to best carry out its humanitarian assistance, as they are more knowledgeable and better placed to respond faster and better. These volunteers are women from Myanmar, now living in a refugee camp near Cox’s Bazar, in Bangladesh. Credit: Saikat Mojumder/Oxfam Novib

THE CHALLENGE: Managers were not engaged in building talent due to ineffective technology and lack of a link to a comprehensive talent management strategy.

Oxfam is a non-profit organization dedicated to changing lives around the world by working to end the injustice of poverty. Everything they do is driven by their core values of empowerment, inclusiveness, and accountability. They knew it was important for their talent management strategy and technology to support their mission and their values.


However, a lack of clear talent development practices and policies, along with cumbersome technology, led to managers who were not engaged in the talent management process. Performance reviews had a completion rate of only 23%. Managers needed help building their
skills around setting goals and delivering feedback.

Patricia (Pat) Hylton, Associate Director, People, Culture & Global Human Resources, fully embraced the opportunity to transform Oxfam’s talent management strategy. As work began on the project, she focused on this question: “How can we make the process more worthwhile, beneficial, useful, and get more buy-in, more ownership from an employee and management perspective?”  Download the full case study.

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