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Case Studies by Guenter Stahl

6 case studies

by Publication Date
published: 29 May 2009

  • Topic: Leadership & Organisations
  • Industry: Banking
  • Region: Middle-East

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Abstract:
The case describes the efforts of Emirates Bank’s HR team to build a performance-oriented culture in order to facilitate growth. To introduce basic HR processes, resistance to change from the established management hierarchy must be overcome. More recently, business segmentation of the bank and an impending merger raise new challenges for the direction of HR.

Pedagogical Objectives:
To address the following issues: How should the HR function go about managing culture change in a Middle East context? How to improve performance orientation. What should be the strategy of HR when it has the personnel basics in place, as a firm expands, merges, segments and grows? Does the HR as ?business partner? concept make sense in the Middle East?

Keywords:
Performance Management, Platform for Growth, Hr Transformation, Job Family Model, Cultural Change, Business Segmentation, Resistance to Change, Adec

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published: 29 May 2009

  • Topic: Leadership & Organisations
  • Industry: Banking
  • Region: Middle-East

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Abstract:
The case focuses on the recruitment and retention challenges of Emirates Bank and its HR team as the organisation expands from 900 staff to more than 5500. It highlights the challenges of managing expatriates and locals in the context of nationalisation, and those of changing a culture of traditionally managing retention through salary rises alone. A comprehensive talent management programme is developed, while talent spotting by line management is critical.

Pedagogical Objectives:
To address the following issues: How to attract, develop and retain talent in the booming but volatile environment of the Emirates and Gulf region? What are the levers for talent attraction and retention other than financial rewards (exploring the concept of the employee value proposition)? Managing the localisation (nationalisation) of talent. The challenges of job rotation, gender, and building a reputation as an ?employer of choice?.

Keywords:
Recruitment and Retention, Talent Management, Training and Career Development, Cultural Change, Localization of Managementjob Rotation, Gulf Region, Adec

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published: 01 Oct 2003

  • Topic: Leadership & Organisations
  • Region: Global
published: 01 Oct 2003

  • Topic: Leadership & Organisations
  • Region: Global

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Abstract:
Case A: Mark Chan worked for a British multinational in Singapore and was posted on an international assignment to its corporate headquarters in London. He performed well at his job and enjoyed a successful international career. When he and his wife decided to return home, he was unable to find a position that was requisite with his experience and skills back at the company’s Singapore subsidiary. The case ends with Mark Chan wondering what he should do. Case B: Mark Chan decided to move back home to Singapore and accepted a lower rank position compared to the one he held overseas. He started to feel bored with his job after a few months. His attempts to find a new job that was requisite with his experience and skills within his company did not yield any results. His wife and children also experienced problems adjusting back to life in Singapore. The case ends with Mark Chan taking the first step to find a new job.

Pedagogical Objectives:
The main teaching objectives are to illustrate the impact of an international assignment on career advancement and professional development, the career-related dilemmas faced by expatriate managers and the difficulties awaiting them upon return from an overseas assignment. Family re-adjustment problems are also highlighted. Students must reflect on the factors that contributed to re-entry problems, and explore approaches to improve international career management and repatriation practices.

Keywords:
International Assignments, Expatriate Management, Repatriation, International Human Resource Management, Careers, Career Management, Leadership Development

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published: 01 Jan 2003

  • Topic: Leadership & Organisations
  • Industry: Banking
  • Region: Global

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Abstract:
Andreas Weber was selected as a “high potential” in a large German bank early in his career, and was posted on an international assignment to the USA. Over time, he progressed swiftly in the New York office. When he and his wife decided to return home after several years, headquarters was not able to find a position for him back in Germany that was requisite with his experience and skills. The case ends with Andreas wondering what he should do.

Pedagogical Objectives:
The main objectives are to illustrate the impact of an international assignment on career advancement and professional development, the career-related dilemmas faced by expatriate managers and the difficulties awaiting them upon return from an overseas assignment. Students must reflect on the factors that contributed to reentry problems, and explore approaches to improve international career management and repatriation practices.

Keywords:
Expatriate Manager, International Assignment, Career Development, Leadership Development, International Human Resource Management, Repatriation, International Careers

Related:

published: 01 Jan 2003

  • Topic: Leadership & Organisations
  • Industry: Banking
  • Region: Global
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