Managing Talent at Bertelsmann AG (A)

Bertelsmann’s EVP HR Immanuel Hermreck and his team were focused on four key HR issues. Three of them were a bit more discreet: improving the Bertelsmann Employer Brand, CEO Bertelsmann talent in the company decentralized companies and for early and appropriate development of the top 100 Bertelsmann high potential managers (hi-po), better seeds, the future of the company top management . The fourth edition recruitment and retention played a major role in all three chall … Read more »

Bertelsmann’s EVP HR Immanuel Hermreck and his team were focused on four key HR issues. Three of them were a bit more discreet: improving the Bertelsmann Employer Brand, CEO Bertelsmann talent in the company decentralized companies and for early and appropriate development of the top 100 Bertelsmann high potential managers (hi-po), better seeds, the future of the company top management . The fourth issue of recruitment and retention played a major role in all three challenges and had to be strengthened and made consistent across the company, if not a simple perspective Bertelsmann’s highly decentralized structure. Navigation Hermreck knew these questions would bring significant challenges, but getting them right was critical to competitive advantage to Bertelsmann and survival as a robust media company. He had some good results in his early efforts, but when he looked forward, which is set to do his action plan?
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from
Boris Groysberg,
Nitin Nohria,
Mark C. Maletz,
Kerry Herman
Source: Harvard Business School
59 pages.
Release Date: 2 December 2009. Prod #: 410010-PDF-ENG
Managing Talent at Bertelsmann AG (A) HBR case solution