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Task A.P. Møller - Group2 PDF

The document discusses talent management initiatives at A.P. Møller - Maersk Group from 2003-2012. It outlines challenges in retention, hiring/integration, development, and culture. Recommendations include improving retention and development by linking them through individualized programs. It also suggests keeping connections with former employees, improving onboarding, and establishing mentorship to aid integration of external hires. Conducting cross-functional training and assessing culture are recommended to strengthen culture.

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Siddharth
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450 views12 pages

Task A.P. Møller - Group2 PDF

The document discusses talent management initiatives at A.P. Møller - Maersk Group from 2003-2012. It outlines challenges in retention, hiring/integration, development, and culture. Recommendations include improving retention and development by linking them through individualized programs. It also suggests keeping connections with former employees, improving onboarding, and establishing mentorship to aid integration of external hires. Conducting cross-functional training and assessing culture are recommended to strengthen culture.

Uploaded by

Siddharth
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Task A.P.

Møller - Maersk Group:


Evaluating Strategic Talent
Management Initiatives

Submitted by : Group 2
Uphar PGP10121
Shivangi PGP10172
Shaloo PGP10046
Shalini PGP10170
Kulbhushan PGP09089
Ankur PGP10132
Introduction

▪ The A.P moller- Maersk Group was founded in 1904 by Arnold Peter Moller and father, Captain
Peter Maersk Moller
▪ The largest Company in Denmark, and operates in 130 countries with nearly 110.000
employees
▪ Maersk’s total market capitalization was $28 billion
▪ Core business: One of the largest container shipping businesses globally as well as oil and
gas exploration and container terminals operations
▪ Revenue: Container business ( 40% of revenue) operates 2.5 million twenty foot equivalents
units
▪ Moller family controlled an additional 25.9% of the voting power of Maersk
▪ Transitional from a family business to a global conglomerate

2
Talent Management pre-2003

▪ Familial relationship
▪ Strong, arguably homogenous and company focused,culture
▪ Bureaucratic
▪ Maersk was good at filling the firm’s needs
▪ less good at focusing on the needs of its individual employees
▪ Execution focus
▪ Lack of external focus

3
Talent Management 2003-2008

▪ Hiring and training became business-line rather than Group functions


▪ rotations within rather than across Maersk’s business lines
▪ more performance measurement standards
▪ let go of underperforming employees
▪ Rollout of Maersk’s key corporate values

4
Talent Management (2008-2012)

Attraction: Bringing the right people in the group


Identification: Presented by people strategy session
Development: Individual program and development was introduced
Deployment: Focused on more balanced strategy
Scenario Planning: 5 year plan for each unit and assessing unit’s major people needs

5
Talent Management Challenges

Retention

❖ Maersk’s energy businesses had seen a notable uptick in attrition – annual voluntary attrition
rates in Maersk Drilling had recently risen from 1-2% to 5%

❖ Managers were often slow to let go of under-performing employees

❖ Not doing well enough is on leveraging the talent of each individual

6
Talent Management Challenges
Hiring/ Integration

❖ Maersk referred to this new, balanced talent development approach as “Build, buy or borrow”

❖ Not enough done to support these hires, and that strong and cohesive culture made it difficult
for experienced hires to succeed

Rehiring

❖ The thinking was “There are people that have been successful in the organization, they left for
the right reasons”

❖ Hiring needs were increasing, and the decision was made to reverse the policy of not rehiring
and to consider returning applicants on an opportunistic basis
7
Talent Management Challenges
Development

❖ By 2008, Initial results showed above-average attrition rates for program participants as a result
the program was closed down

❖ Training—it was no longer viewed as a reward to be given to high-performing employees.


Instead, “it should be given to people who need it to perform better in their jobs, instead of a
bonus

Culture
❖ Maersk had traditionally been very much a Danish company, that had begun to change, and
as Maersk grew larger and more globalized with respect to its business operation

❖ It was realized later that building a corporate culture which would allow them to attract and
retain talent from all over the globe was of paramount importance 8
HR Customer Initiative

▪ Opening up of Damco’s PSS (People Strategy Sessions) to its best customers


▪ positions were reviewed and then the people in those positions were assessed
▪ Positions ranked as mission critical, critical, less impactful.
▪ People ranked as high performers, successful performers, and less successful performers
▪ customer’s perspective
▪ Lack of control
▪ New and different perspectives

9
Recommendations

Retention and Development Rehiring

▪ Retention and development should ▪ Keep track and connected with


be synced together former employees
▪ Facilitate "Talent Intimacy" ▪ Exit management should be formed
[individualized development] in to handle exit interview with leaving
alignment with the company's and the employees to gain feedback
employees expectations

10
Recommendations contd.

Hiring/Integration Culture

▪ Improve the onboarding experience ▪ Conduct informal programme for


for external hires like change in employees
communication style,culture ▪ Conduct cross functional and
▪ Establish mentorship programme departmental training exercise
▪ Orientation programme should be ▪ Conduct culture assessment
conducted for new and external hires
introducing tacit knowledge inherent
to the organisation

11
Thanks!

12

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