Talent Management at ICICI Bank
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Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Case Details: |
Price: |
| Case Code |
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HROB157 |
For delivery in electronic format: Rs. 500;
For delivery through courier (within India): Rs. 500 + Rs. 25 for Shipping & Handling ChargesThemes
Talent Management/
Leadership Development/
Mentoring
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| Case Length |
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22 Pages |
| Period |
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2000-2013 |
| Organization |
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ICICI Bank |
| Pub Date |
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2013 |
| Teaching Note |
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Not Available |
| Countries |
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India |
| Industry |
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Banking and Finance |
Abstract:
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The case discusses the talent management strategies at India-based financial banking institution, ICICI Bank Ltd. (ICICI Bank). Since the 1980s, the bank had fostered a culture of nurturing young talent. This was a bid to create a talent pool and develop a leadership pipeline at the bank. The process of empowering young people, nurturing talent, and developing a leadership pipeline became part of the bank's culture and was carried forward by former CEO and MD, KV Kamath (Kamath) and present CEO and MD, Chanda Kochhar (Kochhar).
Kamath was instrumental in grooming several people who later took up key positions at the bank.
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He spotted people with leadership potential at the bank and moved them from one assignment to another and mentored them to take up different leadership roles and serve the bank.
The success of the mentoring process led to the bank institutionalizing a formal leadership development process that identified talented employees through a performance appraisal system after which they were assessed for future leadership roles.
According to experts, ICICI Bank's focus on nurturing young talent reaped several benefits for the bank. While the leadership grooming process helped it tackle the problem of attrition, it also enabled the bank move ahead of others in the Indian banking sector. The bank's focus on nurturing young talent also helped ICICI Bank develop businesses that accounted for half of ICICI Bank's profits. Industry observers felt that going forward, the challenge for Kochhar would be to maintain the bank's momentum, continue international expansion, expand product offerings, improve technological innovation, and continue to nurture young talent.
Issues:
» Critically analyze talent management strategies at ICICI Bank.
» Understand the mentoring process adopted by Kamath to groom young employees at the bank.
» Understand the need to set up a formal leadership development process at the bank.
» Understand the issues and challenges faced by the mentors while mentoring employees.
Contents:
Key Words:ICICI Bank, Talent management, Leadership talent, Mentoring, Nurturing talent, Leadership development, Performance appraisal, Human capital, Talent assessment, Leadership pipeline, Entrepreneur model, Talent screening, 360-degree performance management process, ICICI DNA, Talent retention
Introduction
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