Talent Retention Strategy at Essar Group

            
 
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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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"Talent acquisition is an integral part of our assignments and we are never going to be in a world where we don’t have to do talent management. If I've got retention, I've got an advantage."1

- Adil Malia, Group President, Human Resource Management, The Essar Group, in May 2008.

In March 2011, the Essar Group, one of India's largest Corporate Houses and a multinational conglomerate, launched two new HR initiatives, 'New Lateral Moves' and 'True Calling'2 together called as Next Moves, aimed at improving employee retention.3 The company found that many of its employees were leaving the organization for opportunities that were also available within Essar Group itself and so decided to frame new retention strategies to retain these employees. The aim of the two HR initiatives was to provide better career growth opportunities for people within the Group and to motivate experienced talent to stay on in the Group. The Essar Group believed that the new initiatives would help to reduce the attrition rate among the employees. But experts were skeptical about the future of the Next Moves at the Group.

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

About Essar Group - Next Pages >>


1] "HR Leadership in India, A Roundtable Discussion," www.content.spencerstuart.com.
2] Dibyajyoti Chatterjee, "New Lateral Moves," www.businessworld.in, July 23, 2011.
3] "ESSAR profile," www.forums.sureshkumar.net, February 5, 2007.

 

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