Talent Management at ICICI Bank

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Case Details:

Case Code: HROB157
Case Length: 22 Pages
Period: 2000-2013
Organization: ICICI Bank.
Pub Date: 2013
Teaching Note: Not Available
Countries: India
Industry: Banking and Finance

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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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Strategic Management Formulation, Implementation, & Control, 12e

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Excerpts Contd...

Other Initiatives

While the formal leadership development system identified and nurtured young professionals at the bank, ICICI Bank also took some initiatives to nurture leaders at the senior management levels. For instance, in 2003, ICICI Bank came up with a new leadership program called ‘Mentoring the Mentors’ for professionals at the senior management level. The program aimed to hone the mentoring abilities of professionals. The bank also identified some corporate professionals from companies across other sectors for this initiative. These professionals conducted sessions on effective mentoring for the senior management level at the bank...

Human Resource and Organization Behavior | Case Study in Management, Operations, Strategies, Human Resource and Organization Behavior, Case Studies

Results

According to experts, ICICI Bank’s focus on nurturing young leaders helped the bank move ahead of others in the Indian banking sector. Moreover, they felt that the leadership development process had also helped the bank survive through the crisis. For instance, in mid-2008, the global economic environment became very challenging due to the global financial crisis. ICICI Bank also faced the heat due to its heavy global exposure. Moreover, a rumor that began in Gujarat that ICICI Bank would go bankrupt spread like wildfire...

Looking Ahead

Experts felt that though ICICI Bank had a depth of talent, it also faced the risk of becoming a poacher’s paradise. According to Kochhar, "When an organization grows at 35-40 per cent per annum for 10 years and adds 10 new businesses during that period, young professionals get the kind of exposure they would not have got anywhere else. We have groomed people to build and run businesses like insurance, securities, and retail. So if other players are looking to grow who would they pick? The best person would be someone who has already run the business."...

Exhibits

Exhibit I: ICICI's Profit and Loss Statement
Exhibit II(A): Role of Top Management in Mentoring
Exhibit II(B): Employees Mentored by Kamath
Exhibit III: ICICI Bank's Talent Management Components
Exhibit IV: Women Leaders at ICICI Bank
Exhibit V: ICICI DNA Anchors
Exhibit VI: Kochhar's Career Path to the CEO

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