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Case
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Reference no. 411-091-1
Authors: Jian Han; Xin Fu; Lan Wang
Published by: China Europe International Business School
Published in: 2011

Abstract

Company F, founded in 2002, started off as a lift equipment trader and expanded to manufacturing in 2008. By 2010, it became the third largest complete crane solutions provider in China. The company’s manpower also increased from 30 to over 150. In addition to its fast growing crane business, company F started project W01 in partnership with one of the global leading automobile manufacturers. As the W01 project was of strategic importance to Company F, ZHANG Jianshe was brought in as F’s Assistant General Manager and in charge of the project. He spent his first three months moving project W01 through a trialled operation stage while coping with manpower shortage. Two weeks before the mass production stage, ZHANG found that WANG Xiaohu, a potential quality insurance engineer who is critical for this project, might leave the company soon. In order to retain WANG, ZHANG requested his boss, the general manager, to offer WANG a big raise. The proposal unexpectedly resulted in a debate among the senior managers, reflecting different perspectives on the following key issues: 1) the strategic alignment between business success and talent management; 2) co-ordination between business units and the HR department regarding personnel issue, and 3) how to improve an individual manager’s management skills in a fast-developing company.

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Abstract

Company F, founded in 2002, started off as a lift equipment trader and expanded to manufacturing in 2008. By 2010, it became the third largest complete crane solutions provider in China. The company’s manpower also increased from 30 to over 150. In addition to its fast growing crane business, company F started project W01 in partnership with one of the global leading automobile manufacturers. As the W01 project was of strategic importance to Company F, ZHANG Jianshe was brought in as F’s Assistant General Manager and in charge of the project. He spent his first three months moving project W01 through a trialled operation stage while coping with manpower shortage. Two weeks before the mass production stage, ZHANG found that WANG Xiaohu, a potential quality insurance engineer who is critical for this project, might leave the company soon. In order to retain WANG, ZHANG requested his boss, the general manager, to offer WANG a big raise. The proposal unexpectedly resulted in a debate among the senior managers, reflecting different perspectives on the following key issues: 1) the strategic alignment between business success and talent management; 2) co-ordination between business units and the HR department regarding personnel issue, and 3) how to improve an individual manager’s management skills in a fast-developing company.

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