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    AP Moller Case Analysis Summary

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    Syaiful Alam
    The A.P. Moller-Maersk Group is a Danish shipping and energy conglomerate founded in 1904. It operates in 130 countries with over 110,000 employees and has a market capitalization of $28 billion. Maersk has experienced challenges with employee turnover, training, hiring, rehiring former employees, and increasing diversity while maintaining an inclusive culture. The document recommends that Maersk improve retention through development programs, leadership coaching, and integrating actions across its five talent management areas. It also suggests improving rehiring processes through exit interviews and alumni tracking. Hiring and onboarding can be enhanced through quotas, improved onboarding, mentorship programs, and orientation on culture and processes. Conducting culture

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    AP Moller Case Analysis Summary

    Uploaded by

    Syaiful Alam
    2K views3 pages
    The A.P. Moller-Maersk Group is a Danish shipping and energy conglomerate founded in 1904. It operates in 130 countries with over 110,000 employees and has a market capitalization of $28 billion. Maersk has experienced challenges with employee turnover, training, hiring, rehiring former employees, and increasing diversity while maintaining an inclusive culture. The document recommends that Maersk improve retention through development programs, leadership coaching, and integrating actions across its five talent management areas. It also suggests improving rehiring processes through exit interviews and alumni tracking. Hiring and onboarding can be enhanced through quotas, improved onboarding, mentorship programs, and orientation on culture and processes. Conducting culture

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    AP Moller Case Analysis

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    The A.P. Moller-Maersk Group is a Danish shipping and energy conglomerate founded in 1904. It operates in 130 countries with over 110,000 employees and has a market capitalization of $28 billion. Maersk has experienced challenges with employee turnover, training, hiring, rehiring former employees, and increasing diversity while maintaining an inclusive culture. The document recommends that Maersk improve retention through development programs, leadership coaching, and integrating actions across its five talent management areas. It also suggests improving rehiring processes through exit interviews and alumni tracking. Hiring and onboarding can be enhanced through quotas, improved onboarding, mentorship programs, and orientation on culture and processes. Conducting culture

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    2K views3 pages

    AP Moller Case Analysis Summary

    Uploaded by

    Syaiful Alam
    The A.P. Moller-Maersk Group is a Danish shipping and energy conglomerate founded in 1904. It operates in 130 countries with over 110,000 employees and has a market capitalization of $28 billion. Maersk has experienced challenges with employee turnover, training, hiring, rehiring former employees, and increasing diversity while maintaining an inclusive culture. The document recommends that Maersk improve retention through development programs, leadership coaching, and integrating actions across its five talent management areas. It also suggests improving rehiring processes through exit interviews and alumni tracking. Hiring and onboarding can be enhanced through quotas, improved onboarding, mentorship programs, and orientation on culture and processes. Conducting culture

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    of 3

    A. P.

    Moller-Maersk Group:
    Evaluating Strategic Talent
    Management Initiatives
    JELLYFISH GROUP
    Joko | Jul | Resi | Richard | Sondang | Syaiful

    Brief History

    The A.P. Mller-Maersk Group was founded in 1904 by Arnold Peter Mller and
    his father, Captain Peter Maersk Mller

    Headquarter : Copenhagen, Denmark

    The largest company in Denmark, and operates in 130 countries with nearly
    110,000 employees

    Maersks total market capitalization was $28 billion (As of December 31, 2011)

    Comprises over 100 companies

    Core business : One of the largest container shipping businesses globally as well
    as oil and gas exploration and container terminals operations

    Revenues : Container business (40% of revenues) operates 2.5 million twenty


    foot equivalent units (TEU )

    Transitioned from a family business to a global conglomerate

    Problem
    The global recession in 2008 had negatively impacted both Maersks top line and its
    returns; however, operating results had since improved, and Maersk earned record
    profits in 2010.
    In recent years, Maersk had seen a rise in its unusually low historic employee turnover
    rate. And, Maersk had experienced a notable change in its corporate culture because
    of transition.
    In particular, Maersk was experiencing five notable talent challenges.

    Employee Turnover

    Training and Development Program

    Hiring

    Rehiring former Maersk employees (Boomerangs)

    In increasing diversity how to creating an Inclusive Culture ?

    Growth has posed a daunting challenge to Maersk's talent management infrastructure.


    Their shifts in strategies have revealed their strengths and weaknesses as a global
    conglomerate but they were still faced with the question

    PAGE 1

    Recommendation

    Retention & Development


    o

    Retention should be synced with Development (pre 2003 era)

    Facilitate "Talent Intimacy"

    Integrate actions out of the 5 talent management areas as part of the


    strategy to improve retention

    Leadership and development coaching to support upward movement

    Rehiring
    o

    Exit Interview provide employers with the opportunity to gain candid


    feedback and provide employers with information as to how the
    organisation compares with other employers who recruit from the same
    talent pool.

    Develop a tracking system to keep touch with key employees that have left
    to further their development to ensure they return and can contribute
    positively to the firm

    Hiring/Integration
    o

    Establish external and boomerang hiring quotas with a criteria


    (background, experience, leadership qualities) to smooth intake and
    transition into the organization.

    Improve the On boarding experience for external hires. (Look at the


    changes in communication styles, culture, processes)

    Establish Bi - directional mentor-ship programmes to facilitate knowledge


    transfer and ease of integration

    Initiate Orientation programme for new, external hires highlighting work


    processes, tacit knowledge inherent to the organization, deeper insights
    into organizational culture - norms, language, heros in the organization

    Culture
    o

    Develop informal mix of heavy/light task related programmes that will


    facilitate employee mixing to build relationships.

    Conduct Culture Assessment to understand the explicit and tacit facets of


    the organization's culture to inform the Talent management Strategy.

    Conduct cross functional and departmental training exercises to drive


    integration and greater sharing organizational values

    PAGE 2

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