Case Study

Thinking outside the box in talent development: Inter-company employee exchange (B)

8 pages
December 2010
Reference: IMD-4-0305

KUALA LUMPUR, February 2009: The third Leadership Development Circle for the CEOs and HR heads of the 20 Malaysian government linked companies (GLCs) was only one week away. One of the hot topics at this forum was the status and future of the talent exchange program. Fifteen promising managers (talents) had been in their new jobs for eight months now and it was time to evaluate the program, and devise a plan to expand it for the future. Tan Sri Azman, CEO of Khazanah Nasional Berhad (KNB) – which not only owned most of the participating companies but also served as the secretariat of the exchange program – had already announced the goal of ramping up the program, so that the next batch in June would include 50 talents! There had already been some failures – one talent had dropped out of the exchange and it was not clear whether shortcomings in the program itself had had any bearing on his decision. One of the strong supporters of the program, the HR head of Celcom Hilmi Harun, was well aware that some talents were dissatisfied with the program. He saw lots of room for improvement, especially in the communication of the program’s goals.

Learning Objective

How to manage the expectations of talent development; illustrate the usefulness of the concept of Secure Base Leadership; understand how managers can learn from their own mistakes.

Talent Development, Positive Feedback, Engagement, Banking
Field Research
© 2010
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