Guenter Stahl

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.

Published 29 May 2009

Reference 5562

Topic Leadership & Organisations

Industry Banking

Region Middle-East

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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.

Published 29 May 2009

Reference 5562

Topic Leadership & Organisations

Industry Banking

Region Middle-East

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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.

Published 01 Oct 2003

Reference 5148

Topic Leadership & Organisations

Region Global

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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.

Published 01 Jan 2003

Reference 5080

Topic Leadership & Organisations

Region Global

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