Emirates Bank (B): the search for talent
Author: Evans, Paul ; Stahl, Günter K. ; Butler, CharlotteINSEAD Area: Organisational BehaviourPublisher: Fontainebleau : INSEAD, 2009.Language: EnglishDescription: 16 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: 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. A comprehensive talent management programme is developed, while talent spotting by line management is critical.Pedagogical Objectives: To address the following issues: How to attract, develop and retain talent in the booming but volatile environment of the Emirates and Gulf region? What are the levers for talent attraction and retention other than financial rewards (exploring the concept of the employee value proposition)? Managing the localisation (nationalisation) of talent. The challenges of job rotation, gender, and building a reputation as an ?employer of choice?.| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Asia Campus Archives | Consultation only | |||||
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Europe Campus INSEAD Publications Display | Consultation only | BC008745 |
Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>
To address the following issues: How to attract, develop and retain talent in the booming but volatile environment of the Emirates and Gulf region? What are the levers for talent attraction and retention other than financial rewards (exploring the concept of the employee value proposition)? Managing the localisation (nationalisation) of talent. The challenges of job rotation, gender, and building a reputation as an ?employer of choice?.
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. A comprehensive talent management programme is developed, while talent spotting by line management is critical.
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