IKEA`s Talent Management and Corporate Culture |
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| IKEA was structured in such a way as to prevent any kind of takeover of the company and to protect the Kamprad family from taxes. Though Kamprad was the founder, he did not technically own IKEA. He wanted an ownership structure that stood for independence, a long-term approach, and continuity. Therefore, in 1982, he created Stichting INGKA Foundation, a non-profit organization registered in Leiden in the Netherlands. In 1984, Kamprad transferred 100% of IKEA equity as an irrevocable gift to the Foundation. IKEA was privately held by this Foundation... |
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| IKEA believed that to grow its business, the retailer had to have the best talents. Hence, its talent management was defined both in recruiting and developing its new employees as well as its existing employees.. |
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| IKEA’s positive HR policies were supported by a strong and nurturing culture that promoted diversity and creativity. Spiers-Lopez said IKEA’s culture was characterized by a family-like quality that made relationships between employees strong and open... |
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| While IKEA received appreciation from several quarters for its talent management initiatives and corporate culture, the retailer was accused of discriminating against workers on the basis of age by promoting younger workers to higher positions than workers who were 40 years or older... |
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| Analysts opined that IKEA’s generous HR policies had led to reduced absenteeism, increased employee retention, reduced costs of employing new co-workers, enhanced employee performance, and improved commitment from its co-workers. .. |
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Exhibit I:IKEA’s Revenue Growth (2001–2019)
Exhibit II: IKEA’s Consolidated Income Statement (2015-2019)
Exhibit III: IKEA’s Corporate Structure
Exhibit IV: IKEA’s Values
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