Evaluating Strategic Talent Management Initiatives Maersk

Evaluating Strategic Talent Management Initiatives
Businesses that wish to remain relevant in the logistics and transportation industry must have a global outlook. This is more so the case given that the world of today is, in essence, a global village where the traditional physical barriers no longer hinder business operations. This they could do by adapting their organizational culture to reflect global standards especially with regard to embracing diversity. Maersk is aware of this fact. As Breum (Damco HR head) has in the past pointed out, the company’s trainee program has grown to be “a lot more international gradually..”, a move that has helped change “the entire mindset in the company…” (Groysberg and Abbott, 2018). It is important to note that earlier on, “the hiring of inexperienced outside individuals had become an increasingly important piece of Maersk HR strategy” (Groysberg and Abbott, 2018). Later on, Maersk would recruit internally if it was satisfied that its existing employees had the desired set of skills. An open position would, however, be filled by seeking external candidates if current employees did not possess the desired talent. While internal recruitment give the selection panel an edge as the work ethic and strengths (as well as weaknesses) of employees were already known, external recruitment permitted the infusion of new (and perhaps beneficial) perspectives.
Maersk has had a reputation of “hiring inexperienced individuals and proving them with training” (Groysberg and Abbott, 2018). This was in line with one of the organization’s policies of building the right team. At some point, Maersk’s HR strategy largely comprised of hiring outside people who were inexperienced. There were concerns that this would deny the company of outside talent founded on new viewpoints. It is also important to note that at the time, rehiring former employees was not permissible. This is a policy was later on repelled as the company sought to reinvent its strategic corporate direction in the 2000s. Maersk ought to have in place a solid and well defined recruitment policy. Amongst other things, such a policy would have terms that provide for fair recruitment practices that ensure the company is able to not only hire the best employees, but also retain them in the long term.
References
Groysberg, B. & Abbott, S.L. (2018). A.P. Møller - Maersk Group: Evaluating Strategic Talent Management Initiatives. Boston: Harvard Business School.