Thinking Outside The Box In Talent Development: Inter-Company Employee Exchange (B) Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

IMD-4-0305 © 2010
Kohlrieser, George; Szekely, Francisco; Nedopil, Christoph

KUALA LUMPUR, February 2009: The third Leadership Development Circle for the CEOs along with HR heads of the 20 Malaysian authorities linked companies (GLCs) was only one week away. Among the hot issues at this forum was the status and future of the gift exchange system. Fifteen promising supervisors (gifts) had been in their new jobs for eight months now and it was time to evaluate the program, and formulate a plan to enlarge it for the future.

There had already been and it was not clear whether shortcomings in the program had had any bearing on his decision. The HR head of Celcom Hilmi Harun, one of many strong supporters of the plan, was aware that some talents were dissatisfied with the system. He saw tons of room for development, particularly in the communication of the plan’s goals. Learning objectives: How to manage the expectations of ability development; illustrate the usefulness of the concept of Secure Base Leadership; comprehend how managers can learn from their own blunders.

Thinking Outside The Box In Talent Development Inter-Company Employee Exchange (B) Case Study solution

Subjects: Leadership; Secure Base Leadership; Managing difficulties; Talent development; Positive feedback; Engagement
Settings: Malaysia ; Finance; Banking ; KNB holds stakes in more than 50 companies with assets valued in excess of USD25 billion ; 2009-2010