Talent Retention Strategy at Essar Group

            
  
Case Studies | Case Study in Business, Management, Operations, Strategy, Case Study

Case Details:

Case Code: HROB146
Case Length: 12 Pages
Period: 2010-2011
Organization: The Essar Group
Pub Date: 2011
Teaching Note: Not Available
Countries: India
Industry: Diversified

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


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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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Excerpts

HRM Initiatives at Essar Group

In 1998, the Essar Group had formally developed a Human Resource Development (HRD) Center as part of streamlining the Group's HR operations. The Center was devoted to people development in the organization. Young employees with growth potential were identified from each business of the Group in terms of career and succession planning...

New Lateral Moves

The attrition levels at Essar Vodafone had increased from 2009 to 2011. The employee turnover rate during 2009 and 2010 was 13% and during 2011 it was 15% (Refer to Exhibit IV and Exhibit V for details on employee turnover rate at Essar Steel and Essar Aegis)...

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

Exhibits

Exhibit I: Timeline of Essar Group
Exhibit II: Organization Chart of Essar Group
Exhibit III: Aon Hewitt's Engagement Model
Exhibit IV: The Attrition Rate at Essar Steel from 2009 to 2010*
Exhibit V: Employee Turnover Rate at Essar Aegis (2008-2010)
Exhibit VI: Employees Retained at Essar Group through 'Next Moves' Strategies

  

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