Subject category:
Human Resource Management / Organisational Behaviour
Published by:
IESE Business School
Length: 2 pages
Data source: Generalised experience
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Abstract
This is part of a case series. On paper, the technical integration, managed by Massimo and supervised by the Committee, had been classified as 'impeccable.' However, the reallocation of staff that had not left the Bank brought to light 'not so nice' aspects. In mid-October, operating sub-committees for the merger were created in each Unit, following the organizational model of the Banca del Norte. The sub-committees were made up of members from both institutions, whose mission was to gain deeper knowledge of the workforce of each of the Units, carry out mutual learning and take advantage of the resources offered by each one. The members of the sub-committee from Banca Popolare del Sur consisted of the youngest professionals, who took advantage of the opportunity to demonstrate their worth and potential in an effort to obtain an employment position before the legal merger was completed. Generally speaking, in contrast, the profiles with greatest seniority in Banca Popolare del Sur chose not to participate in these sub-committees and to adopt a more low-profile attitude, partly because they had doubts as to whether the consequences of showing themselves to be so proactive would be desirable.
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Subject category:
Human Resource Management / Organisational Behaviour
Published by:
IESE Business School
Length: 8 pages
Data source: Generalised experience
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
IESE Business School
Length: 16 pages
Data source: Generalised experience
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
IESE Business School
Length: 3 pages
Data source: Generalised experience
About
Abstract
This is part of a case series. On paper, the technical integration, managed by Massimo and supervised by the Committee, had been classified as 'impeccable.' However, the reallocation of staff that had not left the Bank brought to light 'not so nice' aspects. In mid-October, operating sub-committees for the merger were created in each Unit, following the organizational model of the Banca del Norte. The sub-committees were made up of members from both institutions, whose mission was to gain deeper knowledge of the workforce of each of the Units, carry out mutual learning and take advantage of the resources offered by each one. The members of the sub-committee from Banca Popolare del Sur consisted of the youngest professionals, who took advantage of the opportunity to demonstrate their worth and potential in an effort to obtain an employment position before the legal merger was completed. Generally speaking, in contrast, the profiles with greatest seniority in Banca Popolare del Sur chose not to participate in these sub-committees and to adopt a more low-profile attitude, partly because they had doubts as to whether the consequences of showing themselves to be so proactive would be desirable.
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Related
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
IESE Business School
Length: 8 pages
Data source: Generalised experience
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
IESE Business School
Length: 16 pages
Data source: Generalised experience
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
IESE Business School
Length: 3 pages
Data source: Generalised experience