Allen's Leadership Group HR Case Study

724 Words 3 Pages
The strategies by Peter and Allen’s were effective in accordance with the company’s overall evolution and growth. Due to the complexity of the organization several of the strategies were more challenging to implement than others. Under Allen's Leadership Group HR implemented a new talent management process. The initial strategy instituted consisted of five phases: attraction, identification, development, deployment, and scenario planning. The implementation of the strategy was done in phases because there was an inadequate and antiquated talent management process and as such, the company couldn’t have grown from a family business to an internal corporation.
Regarding turnover, the organization relied heavily on employees who commenced with the company as trainees and then remained the entirety of their career with Maersk. It was projected that, of the approximately 400 trainees that Maersk brought on-board each year, only 20% of them remained after five years. Provided these statistics, it can be observed that it’s not uncommon for Maersk to have faced the challenge of talent retention. An article states that 70%
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This strategy was implemented to handle the concern that the company was becoming increasingly global, its business, and its employee base. SHRM (2015) states that “When companies are in tough turnaround mode, or require a significant shift in strategy due to disruption in markets, they should think more closely about external candidates,” says Bob Damon, executive chairman for the Americas at global executive search company Korn Ferry International. Regarding our case, it appears that Maersk internal talent may did not possess the specific skill set required to perform to expectation of the organization. Furthermore, by attracting and hiring external hires, the organization could disrupt legacy thinking and

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