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INDEPENDENT STUDY

TALENT DEVELOPMENT IN
MAERSK GROUP THAILAND

SASIKAN NESTSAWAT

GRADUATE SCHOOL, KASETSART UNIVERSITY
2009

Independent Study

Talent Development in Maersk Group Thailand

SASIKAN NESTSAWAT

An Independent Study in Partial Fulfillment of the Requirements
for the Master’s Degree of Business Administration
Graduate School, Kasetsart University
2009


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The result of the study showed that Maersk Group Thailand had a successful talent development program which was applied for both new employees and current employees. utilize and retain talent in order to fill in the talent gaps for short and long term business needs. the study of advantages and disadvantages of the program should be done thoroughly. Secondary data was obtained from research papers. This study was done by using primary data from in-depth interview.S. This research aimed to study the concept of talent development implemented in Maersk Group Thailand.I. International MBA Program. / Student’s signature Advisor’s signature / . Ph.Sasikan Nestsawat 2009: Talent Development in Maersk Group Thailand. Haruthai Numprasertchai. it was important to note that different companies had different cultures. The talent development program of Maersk Group Thailand extended to two groups of employees which were Management Trainee (M. The company had the systematic procedures to manage.E) and High Potential employees (HIPO). In order to gain the most benefit from the program. journals and website related to talent development. theses.D. 73 pages. Major filed: Business Administration. textbooks. The procedures of talent development from various sources were collected to compare with talent development procedure of Maersk Group Thailand. Master of Business Administration. Even the company had effective talent development program which would be the beneficial guideline for other organizations that would like to apply talent development program in the company. identify. Independent Study Advisor: Mrs.

i TABLE OF CONTENTS Page LIST OF TABLES iii LIST OF FIGURES iv CHAPTER I CHAPTER II CHAPTER III INTRODUCTION Problem Statement 1 Objectives 2 Expected Benefits 2 Scope of the Study 3 Definitions 3 LITERATURE REVIEW Concept of Talent Development 6 Talent Development Process 13 Concept of Employee Engagement 22 Overview of Maersk Group Thailand 27 Related Studies 30 METHODOLOGY Data Sources 32 Unit of Study 33 Tool of the Study 33 Data Collection 34 Data Analysis 35 .

ii TABLE OF CONTENTS (CONTINUED) Page CHAPTER IV CHAPTER V APPRENDIX RESULT OF THE STUDY Talent Development Program of Maersk Group Thailand 36 Process of Talent Development 39 Benefits of Talent Development Program 52 The Challenges and Difficulties of Talent Development Program 55 Discussion 56 CONCLUSION AND RECOMMENDATIONS Conclusion 64 Recommendations 65 72 .

3
33

LIST OF TABLES
Table

Page

1

Sample of core competencies

13

2

Sample measurement scale for the communication competency

15

3

Example talent competency assessment

18

4

Sample competency assessment

19

5

Strategic approaches by employee type

20

6

7 Questions Guideline

42

7

Performance grouping

45

8

Performance management guideline

46

9

Management trainee turnover

51

44

LIST OF FIGURES
FIGURE

Page

1

Four dimensions of employee engagement

26

2

Human Resources organization chart

29

3

MISE Rotation

37

4

Performance Appraisal

41

5

Potential Rating

41

6

Personal Development plan

47

7

Personal Development Plan area no.1

48

8

Talent Development Process in the Theory

62

9

Talent Development Process of Maersk Group Thailand

63

CHAPTER 1
TALENT DEVELOPMENT IN MAERSK GROUP THAILAND

It is widely respected that skill of the employee is one of the top key to success
for any profit or non-profit organizations globally. Skill is the ability of the person in
doing or performing specific things. Every organization tries to improve employee’s
skills with many methods i.e. training, job rotation, etc.
In the modern organization, the term skill has been extended into “talent”
where it includes the attitude integrated together with skill. Moreover, the talent also
means the ability to adapt themselves with the changes while still be able to deliver
the impressive results from their jobs.
In brief, the modern organizations today seek for ways to improve and manage
their employees’ talent rather than narrowly focus on skill like it did in the past.
Problem Statement
This study takes the case of MAERSK GROUP THAILAND, the world largest
shipping line (a vessel operator) from Denmark, who continuously pays a full
attention on employees’ skill development. At its headquarter in Copenhagen,
Denmark, this shipping company has started up a shipping school for its employees to
study various important areas of shipping knowledge from vessel construction to
international maritime and logistic regulation, from the ship operation management to
the financial management.
During many decades of this school in running, it has produced more than
10,000 graduated students who are expected to be the young skilled workforces for the
business expansion globally. The Executive Trainee Program has been established for

2

more than 10 years to formalize the learning methods for the young generation with
potential managements who have passed the tough screening and recruiting processes.
Until these days, the company starts to realize that focusing only on skill
development is not sufficient to get a full contribution from employees. The attitude of
the employees is also crucial to turn the skill into visible results to the organization.
Moreover, the employee development has to focus not only on the selected group of
the good profile staffs but also on all employees throughout the organization.
Therefore, the talent development has been focused and the scheme settlement
has been started up today. The talent is extended to the skill on the daily work, the
ability to adapt to change, the interpersonal interaction, the creativity, and the attitude.
Talent is strongly believed to be the key to success and to strengthen the
competitiveness for MAERSK GROUP in long run.
Objectives of the Study
Based on the practices of Maersk Group Thailand, this study aims to:
1) Verify the scope of talent development
2) Examine the benefits of successful talent development program
3) Search for best practice for talent development
Expected Benefits
1) The study will be beneficial for Human Resources Department of Maersk
Group Thailand for further development.
2) The study will be beneficial for other organizations which would like to
develop talent development program.

Employees People who work for Maersk Group Thailand during the period of 2008 – 2009. Talent Development The process of recruiting. Talent The potential.S. Personal Indicator Test (PI) It is an employment test which will conduct for every candidate applying for job at Maersk.P.E) is 2 years management trainee program to develop the future leaders for Maersk Group Thailand. and retaining the talented employees in order to achieve and maintain a competitive advantage for the company.I. Moller – Maersk Group The headquarter of Maersk which is located in Copenhagen.Scope of the study 1) The study focused on employees in the talent development program of Maersk Group Thailand during the year 2008-2009. It is the tool to analyze the behavior and motivating need of each employee.S. 2) The context of the study emphasized on the activities of Human Resources Development of Maersk Group Thailand. Logical Indicator Test (LI) It is an employment test which will conduct for every candidate applying for job at Maersk. . identifying. Denmark Maersk International Shipping Education (M. Definitions The company Maersk Group Thailand A. It focuses on reasoning and logical of individual people.E) Maersk International Shipping Education Program (M.I. skill or performance of employees who show superior to others.

Logistics The management and running of all processes of a product from production to the consumer's hands. packaging. It involves the warehousing. . operations. screening. Recruitment Process The process of sourcing. inventory. Maersk Group Thailand conducts performance appraisal 2 times a year: mid year performance appraisal and year-end performance appraisal. purchasing. Expatriation An employee temporarily residing in a country and culture other than that of the person's upbringing or legal residence to learn the culture and broaden their working experience. transportation. Job Rotation An approach to talent development where an employee is moved through a schedule of assignments designed to broaden the knowledge and experience. and selecting people for a job or vacancy within Maersk Group Thailand. and the planning/coordination of all activities. Performance Appraisal A measurement of actual working results in the area where employee is accountable. Performance The actual effort that an employee undertakes in order to carry out the work.Training Both internal and external training courses provided by Human Resources Department of Maersk Group Thailand in order to enhance its employees’ performance.

Excellent talent then refers to those who produce an above-average amount of product and poor talent means those who do much less than average. Talent dictates your moment-by-moment reactions to your environment -. who have certain skills. Concept of talent development 2. Talent Development Process 3. Sorensen and Crabtree (2000) discuss the characteristic of talent that talent reflects how you're hard-wired. That's what sets the concept apart from that of knowledge or skills. To deviate from those patterns requires conscious effort. Concept of Employee Engagement 4. Talent results in consistently recurring patterns of thought or behavior. Wheeler (2006) defines talent as those employees whose contributions are vital to ability to produce product or deliver service. immediacy implied.there's instinctiveness. Overview of Maersk Group Thailand 5. Related studies Concept of Talent Development Powell (2006) defines the term of talent that talents are people. . talent development which is one of the key successful factors of the company should be mentioned.CHAPTER 2 LIITERATURE REVIEW The concepts and literature involving this study as follows: 1. Once the term talent has been identified. and such deviations are difficult to sustain. personality or nature that drives them to succeed at a higher level of performance than the average person.

Rothwell and Kazanas (2004) reveal that Talent Development. in order to achieve and maintain a competitive advantage for the organization. career management. part of human resource development. Mathis and Jackson (2005) identify nature of talent development as follows: 1) Creating and maintaining an organization culture that values people 2) Identifying future needs and developing individual to fill those needs 3) Establishing ways to conduct and manage activities to support talent development . and retention of key human resources. Talent is recognized as either potential or performance. Barlow (2006) implies that talent development is about the recruitment. Mathis and Jackson (2005) reveals that talent development concerned with enhancing the attraction. long – term development. and groups of people within it. retention.Francoys (1995) provides the meaning of Talent development that identification of those who show superior natural abilities as well as aptitudes for a particular domain and emphasis on developing those special skills. using planned and unplanned learning. and development of an elite band of people. The term "Talent Development" is becoming increasingly popular in several organizations. and organizational development. and training and development. as companies are now moving from the traditional term "Training and Development". its employees. As we proceed through the 21st century more companies will begin to use more integrated terms such as "Talent Development" Talent Development refers to an organization's ability to align strategic training and career opportunities for employees. is the process of changing an organization. its stakeholders. career development. Talent Development encompasses a variety of components such as training.

meet expectations (3). talent management assessment tools are required. Organizations. Mapping and Weighting Competencies: Mapping of competencies is the process used to further differentiate competency definitions into glossaries of behaviors associated with each level of and organization. below expectation (2). and greater specificity to competency definitions. generally take one of three options to the mapping and weighting process: .4) Developing a pool of talented people who can supply future job needs In order to classify talent. career preferences. clarity. Measurement scales for Performance and Potential: The study of 350 organizations involved in some type of successful talent management process showed that the vast majority used a five-point scale for performance measurement is: greatly exceeds expectations (5). They provide amplification. greatly below expectations (1). cultural tolerance. and actual and projected competency levels. Talent Management Assessment Tools Performance Appraisal: A measurement of actual results achieved within those areas for which the employees is held accountable and/or the competencies deemed critical to job and organization success. training and development needs. and resource support. depending on their level of talent management sophistication. Potential Forecast: A prediction of how many levels (organization/job) an employee can reach within the organization based on his/her past/current performance appraisals. A greater level of specificity can be achieved by assigning numerical weights to each job competency level in the glossary of behaviors. exceed expectations (4).

Hewitt Associates (2008) has worked with many great organizations to help them tackle their talent issues and conducted extensive research into the practices of double-digit growth and Best Employer companies. below other candidates (2).1) Creating High Performance Workforce Over the years. greatly below other candidates (1). can also be utilized in the external selection process. exceeds other candidates (4). . developed for internal talent assessment. Competency definition. The talent development will be the mechanism to strengthen either the high performance workforce or the rest of the employees. They are energized. and they learn that in the most successful companies. The internal performance measurement scale. engaged and perfectly positioned to give their best. 1) How to attract Talent? 1. Option 2: A glossary of behaviors is used as a supplement to competency definition Option 3: Maps and weight are used to refine comparisons of employee behavior with the specific expectation for current and future jobs The map and the weight discussed above must again be reviewed and adjusted by the senior staff with the final modification and approve by CEO. equal to other candidates (3). The rating scale for performance previously cited is applied to competencies definition. building a high-performance workforce is a core capability. is modified in the following way: greatly exceeds other candidates (5). glossaries. or weights are used. In a high-performance workforce. people at every level and function are focused on the right priorities and understand that they are accountable for delivering strong results.Option 1: No maps. when used to access external candidates.

This steadfast attention to bringing the right people on board and keeping the right talent starts with the top leadership. they are a competitive differentiator. processes and training modules in place: they understand it takes a very different level of focus to get them right and realize their potential return-oninvestment for the business. These companies not only nurture a high-performance company culture. These companies sustain a commitment to deep manager . This means the organization needs to think of the way to get the employee achieve the stage of High-Performance Workforce. However. In short. The strongest organizations approach these building blocks in a very different way to their less successful competitors. they also ensure they create an environment and infrastructure that enables them to build a high-performance workforce. the organization cannot expect that it will always recruit the gifted people into the firm. Most double-digit growth organizations house rigorous processes and committed resources to match the right people to the appropriate business opportunities. The Critical Path to a High-Performance Workforce Treacy (2004) reveals that companies needs to get three fundamental factors right across the organization if they are to build a high-performance workforce.They are dedicated to building the necessary skills to grow the business. They aren’t satisfied with simply having programs.

but also attract. to stay competitive. motivate and retain key people in an increasingly competitive talent market. At the same time. According to Andrew Bell. “We now have a clear barometer—and real-world ways to strengthen and support the manager capability that’s crucial—to realize the tremendous ROI in building a highperformance workforce. The labor market’s perception of the employment value proposition of the company – the impression made on employees and the labor market – is as vital as its view of service or product integrity.2) Employment Branding Berger (2004) reveals that creating a most desirable work environment corporate image through branding is viewed by more and more companies as the ideal means for attracting and retaining superkeepers. and grow leaders at all levels. by developing and then rewarding high potential individuals.10 10 capability in order to ensure their execution is spot on. They don’t just do them: they do them well enough to create a real competitive advantage. It also includes a public image of organization’s culture that induces the best potential candidates to apply for positions while allowing the company to retain its superkeepers. Successful employee branding includes a consistent and common theme that employees relate about their work experience. Berger (2004) points out the advantages of leadership branding.” He explains. Human resources department will increasingly treat employees like consumers who can spread the word about a company’s positive attributes throughout the marketplace. they must not only strengthen accountability for results. In order for companies to build a truly high-performance workforce. Companies realizes that.” 1. comparable marketing and branding practices used to products and/or services must be applied to recruitment and retention programs. organization can build a reputation as the kind of place leaders want to work. Regional Head of Talent and Organization Consulting at Hewitt Associates “The good news is we now know exactly what needs to be done in order to get the absolute best out of all of our people. these efforts ultimately .

How to identify talent? Berger (2004) reveals that an important first step in identifying superkeepers is uncovering the profile that will best mesh with position requirements and organization culture. which are either difficult to fill or critical to the business’ success. 2) Individual – based program –focused on particular people with the potential for advancement. 3) Pool – based program – focused on a number of high potential people who conceivably could move into any of several leadership positions within the organization. An in-depth and concise assessment of the keys elements of organization culture and job structure is a crucial first step. Be defining these elements.make them stronger competitors for leadership talent because few firms can match the strength of their leadership brand. Berger (2004) determines the target groups as follows: 1) Role-based program – focused on specific key positions. and inner personal qualities that will make for a good fit. The first step is to define the culture (values. you are able to match candidates who have specific backgrounds. Each organization has its unique culture and each position has specific requirements. it also needs to determine the target group for Talent Development program. The culture context should be clearly articulated. work experiences. but also in upgrading the caliber of talent across the organization. competencies. which not only aids them in successful identifying those who will fill the key position tomorrow. 3. It is clearly that one size does not fit all. The second step is to look at target companies that have similar . 2) How to determine target group of Talent Development? Once the firm achieved its task on supporting its employee to achieve HighPerformance. skills) and to match it with the candidate’s qualifications.

and innovation skills and the appropriate style to fit your organization. those employees who greatly exceed expectation. costly. keepers. Solid Citizens. Gaps in replacement activity for key positions are highly disruptive. it must recognized the need for proactive talent management and have a systematic way of accomplishing the activity. those employees who meet organization expectation. those employees who exceed expectation. To optimize an organization’s ability to achieve sustain excellence. Berger (2004) identifies that the successful companies either articulate or intuitively focus on three outcomes: 1) The identification. Bill Gates once said. The third step is to identify the individuals holding the positions in the targeted companies and. leadership. Superkeepers are a very small group of individual who have demonstrated superior accomplishment.cultures. through networking. Their loss or absence severely retards organization growth because of their disproportionately powerful impact on current and future organization performance. determine if they have the technical. particularly on Superkeeper and Keepers group. and Misfits. The employee groups are superkeepers. . Poor allocation of compensation and training and development resources can lead to unwanted turnover and morale and performance problems. and distracting to the organization. 3) The classification of and investment in each employees based on his/her actual and/or potential for adding value to the organization. selection. and who embody the core competencies and values of the organization. “Take our twenty best people away from us and I can tell you that Microsoft world be unimportant company” 2) The identification and development of high quality replacements for a small number of positions designated as key to current and future organization success. development and retention of Superkeepers. have inspired other to attain superior accomplishment. those employees who are below organization expectations. management.

Presents ideas clearly and concisely and understands detail in presented information . Berger (2007: 22-28) classified the process of talent development into a four-step as follows: Step 1 – Develop a list of your organization’s core competencies and assessment tools for measuring them The development of an organizational talent management plan requires the assessment of each employee based on a framework of accepted definitions and measures of competency performance and potential. Effectively conveys and shares information with others. A set of representative core competencies and worksheet as shown in table 1 as follows: Table 1 Sample core competencies Competency Action Orientation Competency Definition Targets and achieve results. therefore. Listens carefully and understand various viewpoints. accepts responsibility. creates a result-oriented environment. These core/institutional competencies are expectations of behaviors/skills/values that are crucial to the success of each employee and. and follows through on actions Communication Communicates well both verbally and writing. to the success of the entire organization. the establishment of approach to access the competencies or qualities that are considered desirable in a high-potential person should be identified. overcome obstacles.Talent Development Process Once a highly developed approach to talent management based on extensive research and practitioner experience has been illustrated. establish standards and responsibilities.

sets appropriate customer expectation. empowers. inspires. collaborates with. reward. and encourages others. takes risks. and encourages innovation Critical Judgment Possesses the ability to define issues and focus on achieving workable solutions. Focuses team members on common goals. . encourage others. Consistently does the right thing by performing with reliability Customer Listens to customers. Acts to build trust. and confidence with others Leadership Motivates.Table 1 (continued) Competency Competency Definition Creativity/Innovation Generates novel ideas and develops or improves existing and new systems that challenge the status quo. and respond to customer needs Interpersonal skill Effectively and productively engages with others and establishes trusts. inspire enthusiasm. ensure commitment are met. Teamwork Knows when and how to attract. Builds consensus when appropriate. increase Orientation customer satisfaction. credibility. and help resolve conflicts and develop consensus in creating high-performance teams. develop. and utilize teams to optimize results. build customer confidence. Develops a culture where employees feel ownership in what they do and continually improve the business.

Shows knowledge of company business and proficiency in the strategic and financial processes. including P&L planning process and their implication for the company Source: Berger.Communicates well both verbally and in writing.Table 1 (continued) Competency Competency Definition Technical/Functional Demonstrates strong technical/functional proficiencies and Expertise knowledge in areas of expertise. Listens carefully and understand various viewpoints. 2008: 23 Each competency can be described and score based on its relative contribution to an organization. A representative scale is as show in Table 2. Table 2: Sample measurement scale for the communication competency Definitions of “Communications” . Presents ideas clearly and concisely 1 Cleary and appropriately expresses his/her desires and needs 2 Understands the importance of and demonstrates good oral listening. Effectively conveys and shares information and ideas with others. and writing skills 3 4 Adapts Actively communications presents to audience information requirements to and ideas optimize to all understanding appropriate levels and leads others to do the same 5 Promotes open expression of ideas and encourages communication without retribution 6 Is recognized as one who effectively clarifies and communicates key/strategic information .

indicating the contribution to the organization. Now that the core competencies have been determined and defined. none (1). The following training and development can be applied. A performance appraisal is a measurement of actual results achieved within those areas where the employee is held accountable and/or the competencies deemed critical to job and organization success. a performance appraisal and potential forecast should be developed. marginal (2). a supervisor can use training and development to help eliminate the gap. A potential forecast is a prediction of how many levels (organization/job) an employee can reach within the organization based on his/her past/current performance appraisals. Coaching Kermally (2004) indicates that the learning organization adopts the concept of coaching in the spirit of developing individual talents. the organization must map a set of appropriate training and development options for each selected competency. When a gap exists between an employee’s demonstrated proficiency in a competency and an organization requirement. and actual and projected competency levels. training and development needs. career preferences. six levels of communication are described and assigned a number from 1 to 6. 2008: 2 In the example above. promotable (4). lateral (3). The most common scale used by organizations for potential assessment is high potential (5). Coaching involves explaining the drivers . (Appendix A) Step 2 – Develop training and development solutions that support your organization’s core competencies In order to create an improvement program for individual employees. A.Source: Berger. A coach facilitates in bringing out the best performance from the staff.

it is to see people in terms of their future potential. It provides breadth and depth of experience that serves to build solid knowledge of an operation or business segment. Ultimately. Executive Programs and External Course Work Berger (2004) recommends that the five or ten days intensive program has proven to be a great way to fill in credential gaps. Internal Education and Training Berger (2004) reveals that companies are beginning to create internal corporate university through development of customized curriculum. C. Job Rotation Berger (2004) concludes that job rotation is one of management development program. Rotations are most effective when there is timely assessment and feedback on the strengths and developmental needs revealed during the assignment. The curriculum available through this vehicle has typically been created as a result of a thorough review of business competency requirements. and it injects the sense of responsibility. often in partnership with local college or other educational institution. taking staff through the stages of how to achieve superior performance.behind performance. observing and giving feedback. not past or present performance. guiding towards improved performance. D. Many universities now offer year . It turn it transform individuals who then acquire special awareness of what is happening around him or her. Rotation assignment requires more time to produce growth according to the level of responsibility involved in the role Moving even top performers into another assignment in less than 18 months will not produce depth of learning. Effective coaching is a talent in itself. B. It involves listening skills. The rate of learning and assimilation of new tasks is usually more rapid among high potential types so it is important to match the competency level of individual to the challenges of knowledge and skill. interpersonal skills and the ability to establish rapport. questioning skills.

Substitute your organization’s competencies and definition for the sample competencies. which is now the task at hand.long certificate programs on weekend that offer core concentration in organization dynamics. leadership. based on your company’s core competencies created in the first step. and a host of other subjects designed to support those moving up quickly or crossing over into another field. provide the framework for employee assessment. Step 3 – Assess each employee’s core competencies and potential forecast The assessment tools. The example of talent competency assessment is as sown in table 3. Table 3 Example talent competency assessment Assessor: Jane Doe Incumbent: Smith. Michael Core Competency Potential:1 Personal Score Overall Performance: 2 Current Position Statistics Action Orientation 2 Below Expectations Communications 1 Greatly Below Expectations Creativity/ Innovation 2 Below Expectations Critical judgment 2 Below Expectations Leadership 3 Meets Expectations Teamwork 3 Meets Expectations Technical Function Expertise 1 Greatly Below Expectations . The sample worksheet provided in the step 1 can be customized to assess each employee.

See (Table 4). development. training. 2008: 27 Step 4 – Prepare action plans . Please make your comments as specific as possible. List specific actions that will be taken to enhance performance and/or prepare the employee for advancement when the employee does not meet expectations. special projects. and development to specific competency deficiencies. promotion. transfer etc.) Source: Berger. particularly when employee assessment exceeds or is below expectations.Total 20 This form provides greater details about each individual and allows managers to target “best practice” coaching. coaching. Table 4: Sample competency assessment Assessor Incumbent Position Overall Performance Personal Score Potential Core Competency _ Current Position Evaluation Strengths and Developmental Needs Describe specific behaviors and skills that are strengths and/or development needs associated with the competencies listed above. For all competencies that are below expectations or greatly below expectation. the supervisor should apply the corresponding competency development guide created in step 2 to generate an individual development plan. Areas of strength: Areas to be developed: Actions: (training.

20 20 After each employee is assessed using the assessment tools in step 3. The key elements organizations must consider to initiate action plans to identify and address key strategic issues involving: 1) The cultivation of superkeepers (a very small group of individuals who have demonstrated superior accomplishments have inspired other to attain superior accomplishments. There are unlimited numbers of approaches that can be readily adapted to your organization. In addition. there may be special guidelines in dealing with the four classes of talents. training and development. organization and individual action plans can be prepared. an organization can take a disciplined and proactive approach to talent management. and who embody the core competencies and value of organization) 2) Backups for key positions (job critical to organizational current and future success) 3) Allocation of resources based on employee contribution (performance and potential) By customizing and using the tools provided. career paths. Table 5 provides a composite of how excellent organizations provide guidance to their managers in approaching each employee group in terms of rewards. This can significantly impact employee performance throughout the organization. and recognition. Table 5 Strategic approaches by employee type Employee type Compensation Training/ Development Career Paths Visibility Superkeeper Accelerate Major much faster investments than pay market Very rapid Very high recognition Keeper Accelerate faster than pay market Rapid High Recognition Substantial investment .

Table 5 (continued) Employee type Compensation Training/ Development Career Paths Solid Citizen Accelerate moderately until competitive level is reached Investment Moderate to only to enhance none competencies for current/future business situations Misfit No increase Only to improve fit now or for next job if it has a reasonable probability of success Visibility Recognition None Source: Berger. 2008: 28 Sears (2003) mention talent processes that: Talent flow refers to People at the right time with the needed competencies. The . The processes of Talent Flow are: 1) Relating – Prerecruiting process for identifying key talent and establishing relationships. the retention of the High-Performer must be carefully considered and carried out. postemployment process for maintaining relationship 2) Recruiting – Talent acquisition process 3) Retaining – Processes designed to extend the talent engagement cycle Apart from competency development. It is widely accepted that the Employee Engagement is the key to retain the talented people with the organization.

It's a topic that employers and employees alike think they understand. She concludes that the eight key drivers of Employee Engagement composes of the following: 1) Trust and integrity – how well managers communicate and 'walk the talk'. It turns out that all that employee engagement research undertaken over the past few years has defined the term differently. Patricia (2007) defines employee engagement as "a heightened emotional connection that an employee feels for his or her organization. “Employee engagement” captured the attention of HR managers. 2) Nature of the job –Is it mentally stimulating day-to-day? 3) Line of sight between employee performance and company performance – Does the employee understand how their work contributes to the company's performance? 4) Career Growth opportunities –Are there future opportunities for growth? 5) Pride about the company – How much self-esteem does the employee feel by being associated with their company? 6) Coworkers/team members – significantly influence one's level of engagement 7) Employee development – Is the company making an effort to develop the employee's skills? 8) Relationship with one's manager – Does the employee value his or her relationship with his or her manager? . that influences him or her to exert greater discretionary effort to his or her work". but they can't articulate very easily. came up with different key drivers and implications. as well as the executive. and as a result. Concept of Employee Engagement For several years now. but it also covers all factors that shape up the organization and workplace.Engagement is not just to make employee satisfy on the pays.

motivation. They feel obliged to stay with the company. 2) Normative commitment: It involves employees who continue to work for their organizations because they face pressures from others to do so. 3) Affective commitment: It involves employees who continue to work for an organization because they agree with the corporate strategy and they want to be part of it. It is classified as follows: 1) Performance Management Process – For providing feedback and direction on work performance 2) Learning – Competency and performance – based learning 3) Rewarding – Monetary and nonmonetary rewards that reinforce customer-focused performance as well as defining the talent / employment value exchange Kermally (2004) reveals that there are types of commitment that organizations get from their employees: 1) Continuous commitment: It involves employees continuing to work for their organizations because for a variety of reasons they cannot leave. When some organizations produce their staff-turnover figures and claim that their employees are happy to stay with them. They might find it stressful to change jobs or the change of job may involve relocation. Employees take the mission of their organization on board and they subscribe to corporate values. such belief could be very depreciated if the employees stay with the company because of continuous or normative commitment.Sears (2003) mentions about talent engagement that talent engagement refers to the process of preparation. and reward for strategy – based achievement. It may be that their company has invested in training for them or sponsored them to study MBA course. . Affective commitment is the true type of commitment.

. From the Society of Human Resources Management conference (SHRM) reveals that employers think their people leave for more money for 89%. 2) Job does not fit talents and interests. 3) Little or no feedback/coaching 4) No hope for career growth 5) Feel devalued and unrecognized 6) Feel overworked and stressed out. Employees who actually do leave for more money are only 12%. Kaye and Jordan (2001) conclude 11 factors for successful employee retention as follows: 1) Employment security 2) Opportunities for training and skill development 3) Recruitment and promotion from within 4) Career development and guidance 5) Opportunities for skill development and specialization 6) Autonomy and decentralization of decision-making 7) Opportunities for teamwork and participation 8) Equal benefits and access to perquisites for all the employees 9) Extra rewards and recognition for high performance . The data identified seven “hidden reasons” employees resign as follows: 1) Job is not as expected. 7) Lack of trust or confidence in leaders.Nowadays companies misunderstand the reasons why their employees leave.

10) Openness of information about corporate goals. There are clear evidences that high levels of employee engagement keenly correlates to individual. turnover. But all studies. reasonable working hour. group and corporate performance in areas such as retention. providing training for first-line managers and with better internal communications. Employees may choose to work to the company by several reasons such as income. . For example. employees under age 44 rank "challenging environment/career growth opportunities" much higher than do older employees. customer service and loyalty. Changes will not happen overnight. productivity. Finally. all locations and all ages agreed that the direct relationship with one's manager is the strongest of all drivers. outcomes and intentions Patricia (2007) includes the fact that larger companies are more challenged to engage employees than are smaller companies. while employee age drives a clear difference in the importance of certain drivers. but with such significant upside to the bottom line . who value "recognition and reward for their contributions".they might happen quickly. benefits but they unhesitatingly leave the company if manager is not satisfied. Patricia (2007) concluded that manager had the direct effect toward employee engagement. there is some evidence that companies are responding to this challenge by flattening their chains of command.

2007. . engaged customers without passionate. it is hard to create passionate. engaged employees. the positive emotions that result encourage employees to look beyond the work in front of them and to care about the overall welfare of the business. Some hard-core managers have suggested that all this talk about positivity in the workplace is nothing more than a bunch of fluff with little real application in the cutthroat world of business. When human needs are met. More importantly.Figure 1 Four Dimensions of Employee Engagement Source: Gallup Management Journal.

and be open to idea. Executive Training Program.Overview of Maersk Group Thailand Maersk Group Thailand is the world largest shipping line from Denmark under A.Moller-Maersk also diversifies itself either vertically and horizontally such as Oil&Gas exploration business. Apart from the shipping line. .Moller-Maersk acts as the goal of the company.P. It consists of constant care. etc. and our name. E. retail store. The company is specialized in shipping and logistics business with branches worldwide. acknowledge and learn from our mistakes. Employee Engagement Program. These values will be the direction of the each employee to behave in the company’s value. and acquisition of many well-known i. The value of A. the company gives a high value on its human resource which means the human resource development is one of the major missions for the corporate. and recently P&O Nedlloyd in 2006. pharmaceutical business. A. all the time.P.A. engaged and empowered. 3) Uprightness: Communicate honestly and deliver our commitments with integrity 4) Our Employees: Help create a trusting environment where colleagues are valued. ship manufacturer business. software business. Sealand.. which is the main business for Maersk. etc. humbleness. airline. 2) Humbleness: Respect and listen to our stakeholders.e.P. The company has sustained growth through the routing design. our employees.C. Company’s core values campaign. Several talent development programs have been launched such as establishment of the shipping school in Copenhagen. market penetration. enabling them to maintain work-life balance 5) Our name: Be passionate and proud of our name by living our values and continuously improving our HR solutions Referring to the value of Human resources department. Human resources department also has its own values as follows: 1) Constant Care: Partnering with our stakeholders. uprightness.Moller-Maersk. we proactively provide effective people solution in time. Every department uses these same five values but the definitions will be different depending on each department goal.

It is also important that the rest people in the organization are also well-develop. Therefore.S.I. The A. Maersk International Shipping Education (M.Maersk Group believes that talent development starts at Entry Level Programms which will provide the right foundation for a future leadership in the company.P. 2) High Potential employee (HIPO) which are the existing employees who have potential to grow up. Moller . the Talent Development has been brought up in this organization for future growth assurance and also to ensure the company will keep walking forward while the employees are developed and retained.) is the first step towards becoming one of the future global leaders of the A. the effort is to get these group of people developed and prepare them for the next generation executive. performance discussion and employees’ KPI. This is to ensure the organization will keep moving forward by talent of majority group of people rather than rely on a small group of selected people. For the case of Maersk Group Thailand. The means for employee evaluation of existing is to use performance appraisal.E. The company has realized that on a small group of talented people although can bring their resource into good results.E.P. Moller-Maersk Group. Human Resources department is in charge of talent development program.I. .It has been obviously recognized by the top management of the company that human is the key to competitiveness for the group in any circumstance. They already figure out how to identify the high potential workforce then design the program to intensively bring that individual resource out for developing further.S. 3) Human Resource Department is the key role player in the Talent Development effort. All programs this company has been doing. The interview will be conducted with key persons in the department who actively involved with Talent Development. The unit of study is classified as follows: 1) Management Trainee or M.

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these. the researcher gets the guidelines of how to do the independent study be using the in-depth interview. As this study is done by using primary data from in-depth interview and self-observation by the author. The researcher can study the culture of the company by using this studying as the guideline.30 30 This function is responsible for employee benefits. reliability. this study also focuses on human resources department which is beneficial for researcher who also focusing on human resources department as well. independent studies as well as other related published papers as follows: Chutarut Mokasak (2008): this study aims to study the concepts and the theories of the learning organization using the True Corporation Public Company Limited as a case study. Ltd. Ltd. Related Studies The researcher has studied and collected researchers. Moreover. In addition. this study gives the ideas of how human resources department support employees’ capabilities. 5) Employee Relation This function is concerned with effective communications among company members. Nittaya Boonsirisampan (2008): the study aims to evaluate customer satisfaction towards service quality perceived from Maersk Line (Thailand) Co. and empathy and to determine the degree of customer satisfaction on service quality perceived from Maersk Line (Thailand) Co. and compensation... in dimensions of tangibles. think positively about changing and give them chances to share their ideas through the activities. This study is beneficial for researcher as the case study is the same company of the researcher. Bennet and Nell (2004): This study gives idea for the researcher of how to develop people from within rather than hiring from external. reward. responsiveness. assurance. It uses Procter & Gamble as an case study by saying that Proctor & Gamble recruits at the entry level only and never . It also involves in dealing with the union and following the labor law.

It explains how talent management involves in the organization. and provides scope to advance. While talent management in general is about all components of the workforce. Nonaka (1995): This study is beneficial for researcher in terms of talent management. A clear distinction between best employers and other companies is that the best tend to promote from within. including the potential workforce that exists outside the organization. most organizations tend to pay insufficient attention to internal job mobility that can boost competitiveness.The contribution of these papers acts as the guidelines for the researcher to understand the concept of talent development and the research questions as follows act as the guideline for writing chapter 4 . talent management means a commitment to invest in the organization’s chief asset. develops individual capabilities quickly. The studies also suggest the idea of building talent in organization rather than hiring from outside. rather than hire external candidates for middle and senior positions. increase efficiency and aid employee retention efforts. Leading organizations generally view the talent management process as an ongoing. new ideas. holistic and proactive exercise. Unfortunately. These related studies guides the researcher not only the knowledge related to talent development but also the ideas to do independent study by using in-depth interview. Procter & Gamble provides an environment that gives early responsibility.go outside to hire senior positions. it is principally an internally focused discipline. While some people might argue that there are advantages to recruiting externally – the organization benefits from a breath of fresh air. while the rest buy talent. At its core. It is about identifying top talents and allocating resources to develop them in the most efficient way. experience gained from other companies. and challenges to the way things are done – research actually prove that top management that comes from within has a greater chance of success. The best build talent. its human capital.

Therefore. The Talent Development study for Maersk Group Thailand is conducted with the qualitative research in order to probe for the key to success on Talent Development mission for this organization. Data Collection E. . through the implementation and the challenges. Data Sources B. This means the primary data give the details from policies. the researcher has defined what will be the issue to discuss regarding the Talent Development Program for Maersk Group Thailand.1)Primary Data The primary data is collected from the organization which came from the indepth interview with the management and the working team in Maersk Group Thailand who actively involve with the Talent Development on both policies and practices.CHAPTER 3 METHODOLOGY In the previous chapter. In order to accurately acquire the data for this study. Tool for the Study D. the interview is conducted with various functions in Human Resource Department from the policy maker through the implementer with totally 6 hours on November 2008. Data Analysis Data Sources 1. Unit of Study C. The study involves the interview of key management who hold the driving and steering of this mission. strategies. This chapter discusses how the study is conducted and what tool is used. the method of data collection and analysis are described by the following steps: A.

The guideline for the interview goes through the 4 elements. Talent Development. The overview of talent development program in Maersk Group Thailand b. the secondary data sources are textbook. These 4 elements seem to be the core elements of talent development. In order to probe for the necessary data that precisely reflect the Talent Development. these. journal. The outcome of talent development program . performance appraisal are also used to make to clearer to the readers. The identification of talent c. research. or any website related to the Human Resource Development.2) Secondary Data The secondary data is the theories that are the reference to back up the study and Maersk Group Thailand’s guidelines in each human resources related topic such as talent development. The 4 elements compose of the following areas: a. the interview guideline has to be developed. The interview is conducted with key persons in the department who actively involve with Talent Development. Tool of the Study The interview is not in really a structural or an academic form. This interview guideline prevents the interviewer from being lose the track while also ensure the data required does not be neglected. The process of talent development d. Therefore. Unit of Study This study concentrates on the Human Resource department who are the key role player in the Talent Development effort. or Human Resource Management issues.1.

Niyawan Kamoltham Na Ranong and Ms. 2. Make appointment with the interviewees The appointment with Mrs. Ms. She is responsible for communicating the corporate’s policies and strategies to all managements and employees while also convert the policies and strategies into actions.Jarunee Cherdchoo is conducted by phone. Another source of data is from the company internet and intranet channels. Ms. Jarunee Cherdchoo is conducted on 11 November 2008 and Mrs. Mrs. the discussion by telephone is conducted to clarify the missing topics. C.Jarunee Cherdchoo. Niyawan is in charge of all issues related to talent and competency development for all companies within Maersk Group Thailand. Niyawan Kamolthan NaRanong is on 25 November 2008. As the Human Resource Development Manager. Maersk .Niyawan Kamoltham Na Ranong. The introduction about the topic of the study is clarified.Jarunee is in charge of developing the training program which will support the strategies of the organization. B. Ms. The interview accumulating hours is conducted around 6 hours in Thai language at Empire Tower. Assistant HR Manager-Training and Development. Interview the interviewees The interview of Ms. The data collection during the interview is done by hand and/or recorder. South Sathorn Road. Follow up the missing topics If some topics are missing during the interview. As the Assistant HR Manager-Training and Development. The processes of in-depth interview are as follows: A. The in-depth interview is conducted asking the questions regarding talent development process.Data Collection The data collection for the primary data is collected from the interview of key persons involved with talent development program including: 1. Human Resource Development Manager.

As the world largest and leading shipping line. Furthermore. The analysis focuses on how Maersk Group Thailand developed the effective talent development program. the benefits and challenges of talent development program of Maersk Group Thailand are identified as well.Line is selected in this study due to its reputation as the world largest shipping line. Data Analysis The data analysis is in descriptive analysis using in-depth interview as a primary data and research. Maersk Line was mostly being the trend setter for this industry which every shipping line always keep its eyes on the movements of Maersk Line. The data from the interview is compared with the theory reviewed in chapter 2. or other academic paper as supporting data. thesis. The comparison focuses on the similarity and difference of talent development process. journal. textbooks. . Its st size is ranked in the world 131 largest firm by Forbs Magazine.

Moller – Maersk Group participate in the program including Thailand and every country uses the same standard of logical indicator test and personality test to select the trainees.E becomes the international talent development program of A.P. Figure 3 illustrates the rotations of practical positions and theoretical studies of trainee during 2 years in Thailand.S. M.P. Several Talent Development Programs have been launched to develop the leaders of tomorrow and also the potential employees.CHAPTER 4 RESULT OF THE STUDY MAERSK GROUP THAILAND gives the full contribution for Talent Development for over 10 years.I. . The number of trainees will differentiate each year but since 2005 the number of trainee per year is fixed to be 6 persons. The company believes that Talent Development is the key to success and to strengthen the competitiveness for Maersk in long run.000 new graduated candidates each year and they will be enrolled into 2 years program which consists of practical experience and applied theoretical study. 80 countries from total 125 countries of A.I. Talent Development Program of Maersk Group Thailand Talent Development Program of Maersk Group Thailand composes of 2 main courses: 1.Maersk International Shipping Education (M.E) is a 2 years management trainee program to develop the future leaders for the company. Each year there are 450 trainees from more than 80 countries enroll in the program. Moller – Maersk Group. Practical experience consists of at least two to three positions in the trainees' home countries where the trainees acquire knowledge of the different business areas in the group through work. 54 Management trainees from Thailand successfully pass the program. These 6 trainees are selected from over 5.S. The program is founded in Thailand for 13 years since 1995.

logistics. ecommerce and port management. Qualifications of applicants include the following: 1) Age below 24 years old 2) Hold bachelor's Degree in any fields . the company will guarantee the position of at least Assistant Manager.P. The duration for expatriation will be 2 years. tests and examinations.Maersk Group also offer a variety of courses. Once the expatriation is completed and trainees repat to Thailand. This is the part of career development. successfully graduated trainees have the opportunity to be expatriated to over 325 A. In these sessions. Source: Human Resources Department. economics. Maersk Group Thailand The theoretical study is conducted in English and takes place at Maersk Shipping Academy in Copenhagen through modules of 14 days each (4 modules in two years). Upon the completion of these 2 years. presentation techniques. trainees will be able to learn the international working from the real experience. business ethics.Figure 3: MISE Rotation. investment. during which trainees attend lessons. including sales techniques. During these years. maritime law and technology. Moller . The A. shipping. more than 250 trainees from more than 80 different countries and cultures are mixed in order to increase the international understanding and at the same time develop a network among each other. team building training. Furthermore.P.Moller Maersk offices worldwide.

PI only measures Behavior. B) Personality Test (PI): Maersk develops this personality test to use globally as well as logical test. PI looks through 'personality trait' of people. Thus. Drives. outgoing. . As the test covers both math and language questions. Personality Trait tells us the tendency of the type of people are i. (No one can get full mark) Universal questions so this type of test is "speed" test. experience. training.Maersk believes that people who get higher score will have tendency to learn faster when doing jobs. These latter will come from Interview. Skill and judgment of those people are not covered. The rationale of PI comes from scientific psychologists and become what we call “human behavior” From Psychology concept. It is not academic test but testing on Reasoning and Logical of individual people. leader etc. It consists of 50 questions within 12 minutes. this is the test for all regardless their academic discipline (science/ engineer/ art) It tests reasoning and logic of people.3) Good command of spoken and written English 4) Self-motivated and possess strong leadership 5) Have international mindset The selection of candidates is as following: 1. solving problems etc. PI doesn't cover Intelligence (LI will tell). reserved. who can do better. Motivating Needs. When they live in society and interact with people. Aptitudes & Styles. PI is used as a management tool for analysis of related “behaviors” and “motivating needs”. ambitious. its design to see who can do "most" and "more" than others. All applicants take the tests as follows: A) Logical Indicator test (LI): Maersk develops its own logical test to use globally for selecting the applicants at all level and position. Education.e. It gives the management team the knowledge of how to utilize people with each behavior. Within limited time frame.

rules guideline. Social Skills. Maersk develop our internal and select the PI that suits for Organization Culture. Ambitious. discipline.. development. and retention of talents in order to fill the talent gap aligned with both short and long term business needs. utilization. Assertiveness Factor B: Initiative. Non. conservative.1) To develop the systematic procedure in managing performers at all levels. Result Oriented. 2. managers need to ensure the following are in place: .system type. Process of Talent Development In order to manage performers at all levels. This program is designed for the current employees who have a high potential with the following objectives: 2. High Potential Talent Development Program: This program is launched in Thailand since 2007.People Skills Factor C: Pace of work (whether work fast or slow) Factor D: Detailed orientation. The applicants who pass the test (both PI and LI) will be interviewed by following persons: 1) HR Department (Assistant Manager/ HR Manager) 2) Country Functional Manager 3) Thailand Country Manager Each year only 6 selected applicants will become Thailand Management Trainees.There are four main Basic Factor in PI: Factor A: Indicating Leadership.2) To ensure continuity in identification. 2. 2.

LI and PI scores will be used as the primary indicator but does not limit the opportunity to those with a wonderful score profile. midyear review and year end appraisal. The employee potential will be assessed as followed: 1) Ability to contribute at a higher level 2) Ability to view situations from multiple perspectives and to tolerate and navigate through more complexity and ambiguity 3) Willingness to learn new competencies in order to perform under new conditions 4) Potential to assume greater responsibility a. Every employee will have their own pre-employment examination results. . Meets Expectations – This score is assigned for the objective that the employees can mostly deliver as expected (not less than 80%). etc. and Potential (PPP) Records Profile refers to employee profile together with personality indicator score (PI) and Logical test score (LI). Performance. With focus on the combination of the innate characteristics and learned skills that an employee uses to carry out his/her day-to-day work. In which way does the employee show potential (“individual contributor” (project manager) “leading others”. Profile. “leading leaders”. Exceeds Expectations – This score is assigned for the objective that the employee can deliver 20% to 50% above the expectation. does the employee aspire to move to a more critical position? b. Performance Appraisal Scoring Criteria: Outstanding – This score is assigned for the employees who can deliver more than 50% above the expectation. ”business leader” or “functional leader”. they still have opportunity to enter the talent development program. Although some employees are recruited with an ordinary scores (not outstanding).40 40 1).)? 5) Potential to move up in position within the given time frame of 12 months Performance appraisal and potential rating are carried out twice a year. Performance and potential refers to employee performance record (Figure 4) and potential rating (Figure 5) from recent years.

Meets some. Figure 4 Performance Appraisal Source: Human Resources Department. Maersk Group Thailand . Maersk Group Thailand Figure 5 Potential Rating Source: Human Resources Department. Fails to meet expectation – This score is assigned for the objective that the employees deliver less than 50% of the expectations. but not all expectations – This score is assigned for the objective that the employees partially meet the expectations (50-80% of expectation).

and what they will receive in return etc. It will assist manager and employee to build a common understanding and increase employee engagement Table 6 7 Questions Guideline The 7 Questions Guidelines 1. What am I accountable for? For Employee: • This question is to understand what you are responsible for delivering • Ensure your job description accurately reflects what you do. How am I measured? For Employee: • Work with your manager to establish and agree to performance outcomes for each objective (KPIs) • Establish milestone for each objective For Manager: • Ensure that performance appraisal are conducted • Explain how objectives are weighted and scored in the performance appraisal process • Regularly check employee’s progress on their objective • Set clear behavioral expectations for their daily interaction with their team and customers . 3) Performance Discussion Courageous conversations between employee and manager will be conducted to check personal effectiveness status and boost performance. how they can improve.2) Performance Goals Performance goals refer to the objectives or KPIs of each employee. 7 Questions Guideline (Table 6) is used as a guideline for both manager and employee during performance discussion. Employees should be aware of how their personal objectives are linked with the department targets. talk to your manager if any responsibilities has changed For Manager: • Work with team to ensure job description is up to date • Prioritize performance appraisal objective • Set clear expectation with team members 2. Employees should be able to answer basic questions on why their job exists. It needs to be set with the coordination between manager and employee to ensure that the measurements are agreed upon. how they are performing.

and be prepared to express your view where necessary For Manager: • Recognize team or individual accomplishments and give positive feedback • Schedule regular face-to-face discussion with each team member 4. financial results and ‘compass rose’ . and the flow-on effect they have on other departments For Manager: • Explain how each team member’s job impacts the department’s business plan • Reinforce the end-to-end shipping process with your team and explain the cost of errors • Encourage team members to discuss their ideas on process improvements • Share customer feedback. Why is what I do so important? For Employee: • Understanding your role and how you contribute to the end-to-end shipping process will help you understand why what you do so important • Talk to your manager about how your objectives impact your team’s outcomes. mid-year performance • appraisals and one-on-one meetings to discuss your performance with your manager • Be willing to listen to constructive feedback and act accordingly • It’s a two way conversation. How am I performing? For Employee: • You should be able to discuss withyour manager your current performance and have clarity on where you are • achieving and areas you need to • Use annual. so ask ‘how am I performing’.Table 6 (continued) The 7 Questions Guidelines 3.

departments. What support do I need from my manager to improve my performance? For Employee: • Ask your manager how you can enhance your capabilities and improve current performance • Speak with your manager about your general career ambitions and professional development • Ask your manager how they are going to support you in achieving your goal For Manager: • Agree with each team member how you will support them in achieving their personal development plan • Share your skills/knowledge • Look for opportunities to delegate 7. project 4) Performance Ranking Performance ranking shows scores of all performers by ranking from the highest score down to the lowest across different business units. average. or . good . What is in it for me if I perform great.Table 6 (continued) The 7 Questions Guidelines 5.g. below average…? For Employee: • Seek further feedback or recognition for work you are doing • Clarify with your manage how your performance impact on your remuneration and career prospect For Manager: • Explain that employees’ performance is reflected in their salary review • Talk about career opportunities • Create learning opportunities for team member e. What am I doing to improve my performance? For Employee: • Responsible for their own performance and development • Look for opportunities for improving work process • Agree on a personal development plan during your performance appraisal process and take responsibility to action it For Manager: • Agree on development needs and establish personal development plan • Reinforce individual responsibility for their development • Regularly assess each team members’ capabilities and discuss Any skills gaps 6.

Less Effective (10%) Highly Promotable Promotable Not Promotable P2 15 P1 34 P0 200 25 558 93 . business unit. Group 2 is employees who possess successful performance.Successful (60%) Group 3 . or department .The criteria can be weighted differently to accurately reflect job performance and importance of each parameter. Group 3 is the employees who posses less effective performance. Highly Promotable (P2) means the employees who have the potential to assume the higher position within 1 year. The employees will remain in the same position for the next 12 months Table 7 below illustrates the performance grouping results of 925 employees in Maersk in 2008. This group contains the employees who deliver an exceeding the objectives results. Ranking Guidelines Once the performance ranking has been done. This group contains the employees who exactly meet the job objectives set by the company. Other than the performance grouping. Not Promotable (P0) means the employees who are not ready for promotion. the promotability of the employees is also evaluated. A performance review process that uses multiple criteria defined by the organization.teams. This group contains the employees whose results partially meet the job objectives. employees in the company will be categorized into 3 ranking groups: Group 1 is employees who possess high performance. Table 7 Performance grouping Performers Promotability Group 1 – High (30%) Group 2 . Promotable (P1) means the employees who have the potential to assume the higher position within 1-2 years. The promotability means the potential of the employee to assume the higher position. The first 30% in the highest ranking score will be categorized in this group.

give feedback. The style of feedback will be mostly constructive. From table 8. High performance employees need less time on coaching as B. solve problems. Coaching – Coaching the key skills will be on teach.5) Performance Management Tools After completing performance ranking. set goals. It will focus mostly on future role. C. A. Mentoring – the key skills will be on teach. give feedback and maintain relationship. It will focus on mix of current and future roles. The critical area of improvement needed to be figured out and communicated to the employees so clear that the employees can obviously know what they have to do and how to prioritize the importance of the area of improvement. The style of feedback will be mix of positive and constructive. Employees can then be developed by using the following developmental guideline as below. Performance Counseling – the key skills will be on listen and solve problem. they proof that they can generate the outstanding results from the guideline and some support from the company. Performance Below Expectations (PBEX) Guidelines – the key skill will be specifying the area of improvement and give a clear instruction on how can the employees improve their performance. the following tools will be used to deal with different types of talent. Table 8 Performance management guideline Performers Promotability Coaching Mentoring Performance Counseling Group 1 (30%) 25% 75% 0% Group 2 (60%) 75% Group 3 (10%) 50% 25% 0% 0% 50% For the employees in group 1. The style of feedback will be mostly positive. below percentages are just a guideline for the amount of time that should be spent on each approach. maintain relationship and career advice. D. listen. set goals. It focuses on current roles only. . listen.

Maersk Group Thailand .e. The coaching will emphasize some essential skill for the jobs or to broaden the skill. their attitude. In which way the PDP can be achieved Figure 6 Personal Development plan Source: Human Resources Department. How the manager can demonstrate support C. the coaching is very workable for this group in order to improve their skill which will be the key to push this group up to another level. For the employees in group 3. Personal Development Plan (Figure 6). For the employees in group 2. Personal Development Plan must be set. this group needs a very close counseling to probe the issues that block the employees from being performed.Therefore. they may have issues on many areas i. This is the responsibility of both the manager and employee to ensure implementation of the Personal Development Plan (PDP) for each year. This implies that the clear instruction is required to enable this group to deliver good result. this group needs least performance coaching than the other groups. Moreover. their motivation. their communication. etc. A. 6) Personal Development Plan In order to achieve personal and business objectives. they can achieve most of expectations. their skill.The plan provides employees a clear and structured approach to the upcoming 12 months in their current position and it must be linked to tangible activities. Therefore. What the employee must do to succeed B.

Maersk Group Thailand Personal development plan acts as the agreement between employees and managers on the area of development of employees and how these improvement will be supported.1 Source: Human Resources Department.Figure 7 Personal Development Plan area no. Employees and managers should work together to answer the following questions: 1) WHAT areas can be improved? 2) WHY is there a need to effect improvement? 3) HOW will development help the employee to achieve the agreed key objectives? 4) What PERSONAL COACHING can your leader provide? 5) How is FEEDBACK ensured? 6) What TRAINING & COURSES are needed? .

HIPO must remain within positions long enough to maximize developmental opportunities and the company’s use of talent. the company will give employee the opportunity to use the range of their abilities and to increase the range of tasks and challenge.7) Talent Utilization / Mobilization The talent utilization/mobilization is technique used for those whose talent has been developed up to the level that the company believes they can deliver some results if they get the challenges. the job rotation can be applied here. The job promotion will bring out the talent from the employees and transform their talent into the visible results. Job enrichment increases internal motivation of employee as they feel that they have potential to do more difficult task by their own. The company aims to develop its own employees for the future growth rather than recruiting new employees from outside. Job enrichment / enlargement With Job enrichment. the employees can practice the skill they developed in real practice. Another important benefit from job promoting is that the promoted employees come to the position with the company culture. Job transfer / rotation High potential (HIPO) employees will be provided cross functional exposure to promote breath of knowledge and organizational perspective. C. This means the employees will be ready for work with least culture shock. M.5 years.E has the fix duration for job rotation. The average time that HIPO spends in each position doesn’t fix but normally it won’t exceed 3. Job promotion It’s obviously known that Job Promotion is one of the typical ways to utilize the talent of the employees.S. It also means that company allows employee to plan and control their work with less supervision. Conversely.I. trainee will have 3 rotations and each rotation is due for 8 months B. Unless that case the company perceives that the employees are put into the wrong jobs (mismatch). However. During the first two years. it is imperative that company move HIPO frequently enough to continue providing developmental challenge and new business experience. The utilization of talented will be as the following approaches: A. The example of job . This implies that the employees in group3 (less effective) are not ready for mobilization. From the Job Promotion.

In Maersk. Her job scope is increased to work as the telesales at the same time. C. Retention Bonus Scheme for HIPO (High Potential): This scheme works differently from PBVP. whose position is customer service which deal with booking the container for customers only. This is to retain the employees who are very outstanding. It also refers to add greater variety to activities to reduce the repetitive of work which leads to the boredom. the company will increase the number of tasks without changing the challenge. HIPO Development Program: This is an intensive approach to give a special . whose position is customer service will handle only 1 customer. The Retention Bonus Scheme is exclusively paid to the employees who really give a huge profits or benefits to the company. The scheme A. B. Thus. A. job enlargement will motivate people with the new and variety tasks. Rewards – Annual increment based on performance: This links to the salary increase which will reflect the contribution of individual. she will deal with two or more accounts. D. For job enlargement. the pay rise can be ranged from 0 to 10% of basic salary. this scheme is 1 month of basic salary. This reward is also the primary return that the employees expect from the company as the result of their contribution. and C below are financial rewarding approaches while D and E are non-financial rewarding approaches. We need to reward high performers in accordance with their high performance. The monotony of work will decrease the employee’s efficiency. the rewarding system will closely link with previous year performance. B. In general. The example of job enlargement is that normally Miss Paula. This scheme is mostly applied for the employees in group1 with potential in P2. 8) Talent Retention It is imperative that managers strive to build high performance teams resulting in a high performance organization.50 50 enrichment is that normally Miss Paula. With job enlargement. Performance Based Variable Pay (PBVP): This links to the annual bonus which the company ties the bonus with individual performance. Therefore. It means that employees will be appraised and grouped into various performance ranges for the different payoff purpose. This PBVP bonus can be ranged from 0 to 5 months bonus.

development or training to the HIPO employees. 3) Utilize courageous conversation and career discussion. Table 9 Management trainee turnover Description Total number of MISE (Since 1995) Number of staff 54 Remain with the company 39 Resign 15 Talent Management Roles and Responsibilities Below are guidelines for the roles and responsibilities for the concerned functions.4 of them resignation staff are still the trainee but in Maersk oversea. For instant. 15 trainees (28%) resign. E. 2) Ensure performance goals are set with measurements and aligned with the scorecard. It’s the effective approach to motivate the talent people with the challenge jobs who normally perceived the challenge as the opportunity for them to show their abilities. Challenges and opportunities for self-development: This is the non-monetary approach the company can motivate the employees with the more challenging jobs. The successful talent retention of Maersk Group Thailand shows in the number of management trainee since the program is launched in 1995. The company creates 54 trainees and until now 39 trainees (72%) still remain with the company (Table 9). the talent development program also leads to the decrease of the number of turnover from 21% in 2007 to 18% in 2008. Department Managers / CFMs (Country Functional Manager) are responsible for the following: 1) Ensure all related performance information and documents are reviewed and updated. 4) Ensure performance management tools are used. Head of Business Units are responsible for the following: . the company may appoint the HIPO employees for a well-known course at the famous university or institute oversea. Futhermore.

E becomes the company branding. Since the program has launched in 1995.S.Moreover. thay are expected to be main drive and contribute to company objective KPIs.These groups of employee will provide a pool of talens so that the company can rely on local employees rather than from expat from other countries.000 fresh graduated apply for this job and it becomes recognised among university students. This will benefit in cost saving and local people development.I. 2) Monitor overall performance management for business unit. 3) Final review of talents together with HR HR Department are responsible for the following: 1) Prepare employee data (PPP records) 2) Prepare and update Talent Inventory 3) Act as a consultant for managers 4) Assist in following up status on development programs 5) Evaluate different development programs 6) Coordinate between business units on job movement The Benefits of Talent Development Program The talent development program are benefial to the company as follow: 1) Help to develop future leaders for company Employees from M. the reputation of Maersk Group Thailand is limited in shipping and logistics industry only. over 30. Since 1995.Before management trainee program has been implemented.I.S.1) Ensure filling of the talent pipeline.SE successfully pass the program and 28 of them now assume managerial level or above which is over 50%.E program and HIPO group will become the future leaders of the company who steer the the direction and bring success to the company.They aspire to be one of our . 2) Help to create company branding Talent development program like M. there are 54 M.I.

E can be branded to attract young and local talents.The brand of Maersk group Thailand is reputable among candidates and M. Annually.I.management trainee. it is essential that we can place local talents in the program. Relying on MISE trainees alone will require each department to work harder in terms of planning for future leaders. In year 2008.E only. over 5. 3) Help to broaden the choice of high performance workforce High Performance development program (HIPO) develops high performance employees to support the business growth not just relying on M. On the contrary. Since 2006 – 2008 the percentage of turnover after implementing talent development program reduce from 23% to 21% and 18% respectively. having HIPO. the company will be able to estimate the existing percentage of talents in each function which will assist in determining future talent needed. Talent development program are benefial for employees as follows: 1) Help to create carrer opportunity to potential employees .I. We will also have a better focus on staff for local talent development in each function for the future.000 fresh graduated students apply for this position. 5) Help to identify talents in each function HIPO program helps to identify talents from each function and will assist in seeing a broad overview and foresee our current and future talents.MISE program aims to provide talent supply within 2 years after expatriation which takes some times and the company is unlikely to fill in the pipeline.S. 4) Help to reduce employee’s turnover HIPO program which is implemented in 2006 leads to more employee engagement.S.

Every employee who shows high potential will be developed and promoted. Employees will have each own . 4) Help to build employee’s enthusiatic to work Emloyees are more engaged .E. Furthermore. In the general staff’s opinion. talent development program enables employee to realise their own ability . The performance ranking enables employee to realise that what group they are in compaing with other employees.I.HIPO program is utilized to create the carrer opportunnity for everyone who produce good performance not just limit to M.S. This hard skill and soft skill will increase work productivity and employee efficiency for the company 3) Help to match between employee’s job and skills Talent development program increases a better fit between people’s job and skills.S.S.SE program which consitsts of both theoretical study and practical experience through expatriation and job rotation provide knowledge through the condensed courses and also provide the international experience and mindset. Employees can foresee the career opportunity with the company while they realize the area of development they need to brighten up their opportunity. The criteria for selecting M.E is previlege group who will defenitely become the manager in the future and none of the general employee will have the opportunity to be promoted.I. 2) Help to provide theoretical study and practical experience to employees M. The process of talent development i. The fit between people’s job and skills results in higher efficiency.I.more enthusiase and they are more willing to put forth additional effort to work. the misunderstand will disappear.I. M. With HIPO program.E is that new graduateds who show high scores on pre-employment test.e performance apprasial and performance discussion enables employee to realise their own skills and enables manager to match it with the appropriate job.

If management trainees who are either in 2 years studying program or completed program resign. The Challenges and Difficulties of Talent Development Program of Maersk Group Thailand 1) MISE Turnover High potential employee and management trainee. thus. 2) Program designing Management Trainee (M.personal development plan so they can utilize their valuable time on the training that is really beneficial for company and employees in the future. While turnover cost of existing employee run 0. the company has no contract for them to pay back for the course when they resign.I.5 times of annual earning.S. From the study. Management trainee will get the foundation and discipline from the international subjects. They will get the big picture of the business but they will lack of in depth knowledge to adapt for their own country. Maersk will not give more salary and other benefit in order to retain. during this economic slowdown and decreasing profit nowadays. some courses do not apply locally. who are performed. 3) Cost during economic crisis The company provides premium training for talent development program and it is very difficult to see results in a short time. Denmark. are always attracted from other companies with better offer and remuneration.E) program is the global program which is held by headquarter of Maersk in Copenhagen.75 times and 1. However.5 times of annual earning. As it is the global program. turnover cost of management trainee who normally goes for international assignment run 2. it also affects the company as the profit decrease for . The cost occurred during talent development program will absolutely lose.

developing high potential performers and retention. The ability to recruit talented people is the first obvious skill to acquire in the organization. it is found that talent development is not only developing elite group of employees in order to achieve growth and create competitiveness in the organization. Talent is always in short supply. It is controversial in an organization whether this should continue or hold. the company has to create employment branding which is to answer all the questions in the candidates mind i. High Performance Workforce in the organization is that the company creates and nurture highperformance culture that everyone in the organization realizes their accountabilities and be able to develop their skills for the purpose of their own progress and the company’s growth.They can be promoted to be top management in each business unit rapidly. why do they choose .e. building high performance workforce and creating employment branding are the core capability to attract talents.30%. Discussion From the study. The similarities between the procedures of Maersk and the theory are as follows: 1) Talent Attraction From the theory. Talent Development program is costly. These companies also ensure that they create an environment and infrastructure that enables them to build a high-performance workforce which becomes attractive to external candidates as well. Not only using high performance workforce to attract candidates. The researcher found that most procedures of talent development of Maersk group Thailand are similar to the procedures in the theory. Talent Development refers to the whole process including attracting talent. It is difficult for the company to design career path for talent as they get stuck within 3-4 years. The researcher will go through one by one for more details. 4) Career path Talent employees are always fast moving .

It creates tough examination and interview in order to select the top potential candidates.S.E). While Maersk Group Thailand shapes company. M.I. The company must know the candidate and convince them that we are different. Maersk tries to create the workplace that is stimulating and personally rewarding. The company can attract over one thousands new graduates each year to apply for this job. The group of talent staff or we call M.S. the company is also successful on building high performance workforce culture for talented. Furthermore. Each year recruitment team of Maersk Group Thailand go through many reputable universities in every part of Thailand to promote the talent development program and also select and recruit candidates by using the pre-employment test as the first step screening. Maersk believes that recruiting talented is like marketing. The vital approach is to create employment branding.E are enrolled in the 2 years program which consists of practical experience and theoretical study. Human resources department will increasingly treat employees like consumers who can spread the word about a company’s positive attributes throughout the marketplace and the company can attract the candidates from this approach.S. Build brand loyalty. Management Trainee program of Maersk Group Thailand is well-known and becomes the aspiration among new graduates which means that the company accomplishes on building employment branding to attract talents candidates.E program becomes the recognized brand among university students. . The objective of the company’s talent development program is to develop future leader for the company. They can develop their skill in every assignment and job rotation.our workplace over another? The company should position itself in talent market as products and services are positioned in their market.I. It uses the challenge and high successful career path to attract the candidates. This two-year program builds high performance workforce for talented group. jobs or even the strategy to appeal talented pool. (2004). Moreover.I. The application of employment branding of Maersk support the theory of employment branding of Berger L. Maersk Group Thailand is successful in creating employment branding especially for the position of Management trainee (M.

Initiative. Factor B . Each employee will be evaluated by using these core competencies as criteria and then follow with the performance appraisal and potential forecast. It is classified into P2.Indicating Leadership. Personality test which Maersk used is like the core competencies of the organization. However.system type. communication. technical expertise. In addition. Employees’ profile is needed because the scores of personality test and logical test are used to compare together with the performance appraisal and potential rating. For example the candidate for the position of customer service of main duties are dealing with people should contain factor B in their profile. Each employee will be evaluated on actual results achieved within those areas where the employee is held accountable and the competencies deemed critical to job and organization success. The score of logical test is used to check the tendency to learn and personality test is used to see the motivation needs. Potential forecast will be evaluated on how many levels (organization/job) an employee can reach within the organization. Personality test will also indicate how to motivate each employee. Factor D Detailed orientation. the process of identifying core competencies of Maersk is in the process of collecting Employees’ profile. the performance appraisal will be evaluated by objectives. People Skills. Potential forecast is like the tool of Maersk called potential rating. However. conservative.Pace of work (whether work fast or slow). Assertiveness. action orientation. P0: Highly Promotable . Factor C . rules guideline. Ambitious.2) Competencies Identification The theory mentions competencies identification that the company should identify the core competencies i. KPIs which each employee is accountable from the recent years. leadership. Social Skills. PI. Result Oriented. the logical test score either high or low do not affect the performance appraisal. discipline.e. Potential rating will be assessed on the promotability to assume the higher position of each employee. Non. 3) Assess by using performance appraisal and potential forecast or potential rating Performance Appraisal is the tool that is used to evaluate employee. Personality test can indicate the competencies into four main basic factors: Factor A . The factor in personality test can indicate that what kind of person are matched to each job.

job enrichment / enlargement. 4) Provide training courses The further step of talent development in the theory is to develop training and development solution that support organization’s core competencies. below expectation (2). Patricia (2007) reveals that employee engagement is the successful approach for talent retention. It involves job transfer/ rotation. greatly below expectations (1).The purpose of talent utilization is to build challenge and achievement and to remove the dullness of repetitive work. . job rotation. Every organization desires that employee will have affective commitment to the organization as it is the true type of commitment (Kermally. 5) Offer talent retention The ultimate step in the theory is talent retention. meet expectations (3). First part is called performance management which is focusing on skills like coaching. Promotable (P1) means the employees who have the potential to assume the higher position within 1-2 years. mentoring and performance counseling.(P2) means the employees who have the potential to assume the higher position within 1 year. However. the scale measurement in the theory will be greatly exceeds expectations (5). then the company has built the greater workplace. This step is similar to Maersk’s but Maersk classified training and development into 2 part. When a gap exists between employee’s proficiency and company requirement. The second part is called talent utilization and mobilization . executive program and external course work. internal education and training. and remain in the same position for the next 12 months. exceed expectations (4). training and development will help to eliminate this gap. Training and development can be coaching. 2004) Furthermore. Not Promotable (P0) means the employees who are not ready for promotion. The successful company should be able to answer these questions which seem to be the four main dimensions of employee engagement: what do I get? What do I give? Do I belong? How can we grow? If the company is able to answer these questions. job promotion. The organization must map training and development course with the company’s competencies.

60 60 Maersk Group Thailand also develops 5 retention schemes for talent. Apart from the similarities. recognition program (employee of the year. It consists of both financial reward and non-financial rewards: annual increment based on performance. . and how their duties support the departmental goals and the strategic goals of the company. Manager and employee will participate in problem solving and it will increase employee engagement. Maersk contains performance ranking in talent development process so that manager can see the level and the capabilities of their subordinates comparing with employees in other department. The performance goals which are the objectives or KPIs will be used as the criteria in the performance discussion. Furthermore. performance based variable Pay (PBVP). It creates the big picture of total scores to manager. challenges and opportunities for self-development. The company needs to reward high performers in accordance with their high performance. retention bonus scheme for HIPO. Maersk develops its own guidelines called 7 questions guidelines to be the toolkits for manager and employees during this individual discussion. their strengths and development needs. 1) Performance Discussion Performance discussion is the crucial process for talent development because it creates two-way communications from employee to line manager. there are the significant steps which Maersk contains in talent development process but it is not mentioned in the theory. 2) Performance Ranking Performance ranking is the process of ranking performance appraisal score of overall employees in the company. ranking helps manager to estimate what performance group their employees are ranked which can tell how far this employee will be promoted.). The score will be categorized into 3 ranking groups. etc. Performance discussion provides an excellent opportunity for manager to discuss an employee’s work performance.

those employees who are below organization expectations. those employees who exceed expectation. This group contains the employees whose results partially meet the job objectives. Solid Citizens. Berger (2004) classified employees into 4 groups: superkeeper. .Group 1 is employees who possess high performance. Group 2 is employees who possess successful performance. Group 3 is the employees who posses less effective performance. This group contains the employees who deliver an exceeding the objectives results. Figure 8 and 9 shows the full step of theoretical talent development process and talent development process of Maersk Group Thailand. keepers. solid citizen. This group contains the employees who exactly meet the job objectives set by the company. and misfit. Talent development in the theory doesn’t contain this ranking but it also classified the employees in group as well. keeper. and Misfits. The first 30% in the highest ranking score will be categorized in this group. those employees who meet organization expectation. Superkeepers are those employees who greatly exceed expectation.

Theoretical Talent Development Process Attract Talent • • Creating high performance workforce Creating employment branding Determine target group Identifies competencies Develop tools • • Performance appraisal • Potential forecast Training and development program Employee assessment Prepare action plan Talent retention by each type of employee Figure 8 Theoretical Talent Development Process .

Attract Talent Potential Rating Pre-employment Test Prepare performance goal Identify talent Performance Discussion Performance Ranking Attend intensive courses Performance Management Talent Utilization Talent Development Talent Retention Figure 9 Talent Development Process of Maersk Group Thailand .Talent Development Process of Maersk Group Thailand Current Employee New Employee Prepare employee’s profile: PI. Performance Appraisal. LI.

The information is gathered by in-depth interview with Mrs. high potential development program broadens the choice of talent workforce in the company. The successful talent development program of Maersk leads to the percentage of turnover decrease from 21% in year 2007 to 18% in year 2008. . Assistant Manager – Training and Development from Maersk Group Thailand who are actively involved in talent development on both policies and practices and other sources that involve with talent development. Talent development program is beneficial for not only the company itself but also the employees. The reputable talent development program of Maersk Group Thailand becomes the company branding which build the company’s image to be more reputable and acceptable to externals.I. The benefits company gains from talent development program are that the program creates group of people who will become the future leaders of the company. utilize and retain talent in order to fill in the talent gaps for short and long term business needs. The company has the systematic procedures to manage.E (Management Trainee) and HIPO (High Potential employees). In addition.I. During these years.CHAPTER 5 CONCLUSIONS AND RECOMMENDATIONS Conclusions The objectives of the study are to verify the scope of talent development.S. The program of M.E needs the expatriation for 2 years then return back to home country. Maersk Group Thailand has a successful talent development program which can apply for both new employees and existing employees. identify. Talent development program of Maersk Group Thailand extends to two groups of employee which are M. to examine the benefits of successful talent development program and to search for best practice for talent development.S. Niyawan Kamoltham Na ranong. the company still has the internal talent pool from HIPO employees to create the company success and growth. Jarunee Cherdchoo. Human Resources Manager and Ms.

In addition. Recommendations Even Maersk Group Thailand has an effective talent development program. 1) Recommendations for Human resources department of Maersk Group Thailand 1.E graduated and company that they will stay for there company with at least five years.S.1) The company should make an agreement with M. talent development program enables employees to be more enthusiastic and more willing to put forth additional effort to work as they can foresee their own career opportunity with the company. Excluding the salary.I. there are still some points that should be improved to build a better talent development program.I. traveling expenses to attend modules at Copenhagen.E only. .S. High potential employee will be able to be promoted.I.S.000 for each M. employees will gain benefit from the theoretical study and practical experience which will provide breadth and depth experience for employee’s development.E resign from the company after completed the program. It is to show that the promotion is not limited to M. Denmark (4 times within 2 years).I. This is the huge money which will completely lose once M. talent development program will enable employee to realize their own skills and ability and also enable manager to match it with the appropriate job which will result in higher efficiency.S. Furthermore. there should be an agreement between M. To solve this problem.E for training courses. the company provides high investment on management training during their 2 years of studying and another 2 years of expatriation. Other companies which provide management training courses like Unilever are also doing the contract as well. Ultimately.Talent development program of Maersk Group Thailand is beneficial for employees in terms of career opportunity for general employees.E As aforementioned in previous chapter.I.S. company spends money over THB 400.

The maximum salary increment of regular employees is 10%. Each year the company spends huge amount of money on these groups i.1.E and HIPO employees.S.S. Even Maersk has the effective process of talent development. 1.e.S. the company should provide more investment on developing regular employees. guarantees salary scheme increment 25% each year.E seems to be the privilege employees in the company.000 THB per person each year).I.S.I. In order to solve this problem. shipping.2) Local country should participate in developing M.I.E program is created and developed by A.I. 1.E. logistics.E program M. This is an unequal investment that company provides to M. Comparing with regular employees.4) Better communication to all employees regarding the talent development attempt Maersk Group Thailand should communicate the missions and objectives of talent development program to all employees so that they clearly understand the attempt of company to build the talent development program. Denmark. e-commerce and port management.P. Maersk Group Thailand should participate in designing the courses to match with the business needs with the country and also provide the case study which really happen in Thailand.I.E and other employees The talent development program of Maersk Group Thailand is classified into two groups: M. Employees will think that company treats M. expenses of oversea study (200.S.3) The right balance of talent development for M. To solve this problem.S. Furthermore. business ethics. M.S.E rather than regular employees.I.I. it is found that some courses do not apply locally . maritime law. economics. the company should be sincere to support the potential employees who show high potential and build the feelings that the promotion does not reserve only for M.E better than regular employees who are largest population in the company.S. The company should use various media to . Moller – Maersk Group at headquarter.I. Even the program offers the intensive subjects including sales techniques. 50% above basic salary of other employees. the company conducts training courses mostly in local only. poor communication does not make talent development program successful.

1.e. giving feedback. and holding a regular meeting. sending direct e-mail to employees. Upward channels of communication include one on one discussion with employees. the company should provide the clear guidance to managers on how to communicate talent development so that they will know how to handle the questions from employees. listening. setting goals. Furthermore. the key skills of coaching will focus on teaching. question posed by employees through company web board.communicate talent development program and the communication should include both upward and downward. maintaining relationship and career advice.5) The clear application of performance management tools Once the performance of each employee has been ranked. 2) Recommendations for organizations which would like to apply talent development program 2. giving feedback and maintain relationship while the key skills of mentoring will focus on teaching. listening. The downward channels include placing advertisement or articles on bulletin boards or company newsletter. mentoring. There is rarely differentiation between each approach and the company still has no clear guideline for manager to apply these approaches. The difference between each approach is the key skills that the manager needs to focus i. The benefit company receives is that the company can bring suggestions and ideas from employees to build and improve the better talent development program which employees participate in developing the effective program. setting goals. an employee with each type of performance will be developed by using different types of approach and different amount of time that should be spent on each approach. solving problems. The approaches consist of coaching. These two ways communications build the clear mutual understanding between company and employees. performance counseling.1 One program for all employees . It is difficult for manager to apply to employee and also difficult for employee to understand what manager is going to express.

. Recommendations for further study It is obvious that the present study sets the stage for researchers to be able to understand the concept of talent development and process of best practice of talent development. Once the company is able to attract and develop talented employee. 2.2 Same program but different outcome It is important for the organizations which would like to apply talent development program of Maersk Group Thailand to note that even the company apply the same program. The organizations that would like to develop talent development program can mix these 2 courses and apply into one program in order to gain most benefit from it with less problem. it does not guarantee that the outcome of the program will be the same as Maersk. One program which becomes successful in the company might not work for the other companies. Losing the talented employees meaning the company has failed to utilize the talent for future growth and offer the weapon to the competitor. it is crucial for company to be able to retain the talented employee as well. the company should study the advantage and disadvantage of the program under the company’s culture thoroughly. Further research should be focused on employee retention. In order to gain the most benefit from the program. The differences management between these 2 programs apparently see from unequal investment in terms of training and development. the company conducted 2 courses for new staff and current staff. It leads to the misunderstanding for employees that the company treats other group better than the other group. Different companies have different culture.With reference to talent development program of Maersk Group Thailand. salary.

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APPENDIX Questions for an Interview .

In which way or what tool Maersk use in talent development program? 7. What is the achievement from this program that has been realized? 7. Please provide the concept of talent development program of Maersk Group Thailand? 2. What is the challenge toward the Talent Development Program? For Ms. How does the Training and Development support the Talent Development Program? 4. The main questions of interview are as follows: For Mrs. what is the scope of Training and Development tasks in Maersk? 3. Please provide the process of talent development program of Maersk Group Thailand 2. How is the importance of each tool? . How does the management support the Talent Development? 5. What is the challenge on Talent Development attempt? 6. Niyawan Kamoltham Na Ranong. As you are working in Training and Development function. How does Maersk define the target groups of employee for Talent Development? 4. What is the success story of Talent Development Program? 5. What are the expectations from the Talent Development program? 6. Jarunee Cherdchoo.The primary data in this independent study is collected by using the in-depth interview asking the questions regarding talent development process. Please explain the starting point of each program? 3. Assistant HR Manager-Training and Development: 1. Human Resource Development Manager: 1.