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.
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.
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.
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.
Codan 2000 is a change project at a Danish rubber company to break down functional barriers and build client/business orientation. It focuses on the creation of self-managed teams in three new product factories. After two years of implementation, Codan 2000 lives up to performance expectations in one unit, there is 25% progress in a second, but no progress in a third.
Codan 2000 is a change project at a Danish rubber company to break down functional barriers and build client/business orientation. It focuses on the creation of self-managed teams in three new product factories. After two years of implementation, Codan 2000 lives up to performance expectations in one unit, there is 25% progress in a second, but no progress in a third.
Marks & Spencer dominates the retailing industry in Britain. Yet the future of the firm is by no means secure. International expansion into Canada and Europe during the 1970s had disappointing results, and the UK industry is undergoing deep structural and competitive changes.
Marks & Spencer dominates the retailing industry in Britain. Yet the future of the firm is by no means secure. International expansion into Canada and Europe during the 1970s had disappointing results, and the UK industry is undergoing deep structural and competitive changes.
Marks & Spencer dominates the retailing industry in Britain. Yet the future of the firm is by no means secure. International expansion into Canada and Europe during the 1970s had disappointing results, and the UK industry is undergoing deep structural and competitive changes.
Marks & Spencer dominates the retailing industry in Britain. Yet the future of the firm is by no means secure. International expansion into Canada and Europe during the 1970s had disappointing results, and the UK industry is undergoing deep structural and competitive changes.
Global Talent Management (former Academic Director-Global Talent Competitiveness Index), International Human Resource Management, Leadership Development, Tension Analysis (Duality/Paradox Theory)
