CASE STUDY: ANALYSIS OF CASE STUDY: A.P. MOLLER-MAERSK 4
GROUP
OL 211 Analysis of Case Study: A.P. Moller-Maersk Group:
Evaluating Strategic Talent Management Initiatives
,CASE STUDY: ANALYSIS OF CASE STUDY: A.P. MOLLER-MAERSK 4
GROUP
Case Study: Analysis of Case Study: A.P. Moller-Maersk
Group Final Project
Name
OL211-T2621: Human Resource
Management
Management Professor
Date
Southern New Hampshire University
College of Online and Continuing Education
School of Business
, Case Study: Analysis of Case Study: A.P. Moller-Maersk Group: Final Project 2
Evaluating Strategic Talent Management Initiatives
Maersk started off as a small family-owned business. They valued their employees and
even felt that they were like family. This led to a lot of loyalty towards their employees. So
much so that if an employee left, it felt like some sort of betrayal. Most employees remained
with the company for many decades. It was common for many employees to have work 40 years
or more there. As the company grew into a multinational conglomerate, they soon realized that
they need to update their hiring and overall personnel strategy. They found that it was important
to get HR in line with the direction the company was heading. They needed to diversify more
and incorporate a strategy to lower the turnover rate and increase employee retention.
In an ever increasingly competitive environment, having the right people in key positions
that support the company’s strategic goals in vital. The human resource department can play an
important role in getting the right people in the right positions. They are the ones who do the
recruiting and onboarding. They are the conduits of talent for the company. Having the HR
group aligned with the organization’s objectives is important because they can define what the
job requirements are, what the prerequisites a candidate needs to have and find the right people
to fill those positions. Aside from finding candidates from the outside, HR can create training
and mentoring programs to grow talent internally.
Maersk has had to change how it’s HR has functioned throughout it’s existence. Maersk
started off as a small family-owned business. They have grown steadily over the years and are
now a major multi-national conglomerate. Up until the early 2000’s, Maersk still operated
internally like a family owned business. They hired young and inexperienced people and grew
them internally. They was a strong family-like feeling about being employed with Maersk.
Maersk had a strong two-year training program that culminated in an overseas assignment. At
the end of the training and overseas assignments, only about 20% of the new employees stayed
GROUP
OL 211 Analysis of Case Study: A.P. Moller-Maersk Group:
Evaluating Strategic Talent Management Initiatives
,CASE STUDY: ANALYSIS OF CASE STUDY: A.P. MOLLER-MAERSK 4
GROUP
Case Study: Analysis of Case Study: A.P. Moller-Maersk
Group Final Project
Name
OL211-T2621: Human Resource
Management
Management Professor
Date
Southern New Hampshire University
College of Online and Continuing Education
School of Business
, Case Study: Analysis of Case Study: A.P. Moller-Maersk Group: Final Project 2
Evaluating Strategic Talent Management Initiatives
Maersk started off as a small family-owned business. They valued their employees and
even felt that they were like family. This led to a lot of loyalty towards their employees. So
much so that if an employee left, it felt like some sort of betrayal. Most employees remained
with the company for many decades. It was common for many employees to have work 40 years
or more there. As the company grew into a multinational conglomerate, they soon realized that
they need to update their hiring and overall personnel strategy. They found that it was important
to get HR in line with the direction the company was heading. They needed to diversify more
and incorporate a strategy to lower the turnover rate and increase employee retention.
In an ever increasingly competitive environment, having the right people in key positions
that support the company’s strategic goals in vital. The human resource department can play an
important role in getting the right people in the right positions. They are the ones who do the
recruiting and onboarding. They are the conduits of talent for the company. Having the HR
group aligned with the organization’s objectives is important because they can define what the
job requirements are, what the prerequisites a candidate needs to have and find the right people
to fill those positions. Aside from finding candidates from the outside, HR can create training
and mentoring programs to grow talent internally.
Maersk has had to change how it’s HR has functioned throughout it’s existence. Maersk
started off as a small family-owned business. They have grown steadily over the years and are
now a major multi-national conglomerate. Up until the early 2000’s, Maersk still operated
internally like a family owned business. They hired young and inexperienced people and grew
them internally. They was a strong family-like feeling about being employed with Maersk.
Maersk had a strong two-year training program that culminated in an overseas assignment. At
the end of the training and overseas assignments, only about 20% of the new employees stayed
