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Case
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Reference no. 9-409-079
Subject category: Human Resource Management / Organisational Behaviour
Authors: Boris Groysberg (Harvard Business School); Nitin Nohria (Harvard Business School); Kerry Herman (Harvard Business School)
Published by: Harvard Business Publishing
Originally published in: 2009
Version: 22 February 2011
Length: 42 pages
Data source: Field research
Topics: Diversity; Organizational behavior; Social security; International business; Career changes; Career planning; International operations; Global business; Cross functional management; Western leadership styles; Community development; Human resource management; Work life balance; Talent management
Share a link: https://casecent.re/p/86615
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Abstract

Marcel Lorent, Head of International Mobility at Brussels-based Solvay Group, faces decisions on the expatriation status of four of his firm's talented executives. Each decision will impact on the candidate's professional and personal life, and will have implications for effective management and growth in Solvay's global markets. The case explores these issues, with a close look at Solvay's attempts to develop talent management and mobility processes that allow the firm to align its strategic needs with the complexities of its individual employees' needs and lives.
Industries:
Chemicals; Pharmaceuticals; Plastics
Size:
USD14.19 billion revenue
Other setting(s):
2008
Teaching note
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Reference no. 5-417-088
Subject category: Human Resource Management / Organisational Behaviour
Authors: Boris Groysberg (Harvard Business School); Nitin Nohria (Harvard Business School); Robin Abrahams (Harvard Business School); Kerry Herman (Harvard Business School)
Published by: Harvard Business Publishing
Originally published in: 2017
Version: 20 June 2017
Length: 17 pages
View full details

About

Abstract

Marcel Lorent, Head of International Mobility at Brussels-based Solvay Group, faces decisions on the expatriation status of four of his firm's talented executives. Each decision will impact on the candidate's professional and personal life, and will have implications for effective management and growth in Solvay's global markets. The case explores these issues, with a close look at Solvay's attempts to develop talent management and mobility processes that allow the firm to align its strategic needs with the complexities of its individual employees' needs and lives.

Settings

Industries:
Chemicals; Pharmaceuticals; Plastics
Size:
USD14.19 billion revenue
Other setting(s):
2008

Related

Teaching note
-
Reference no. 5-417-088
Subject category: Human Resource Management / Organisational Behaviour
Authors: Boris Groysberg (Harvard Business School); Nitin Nohria (Harvard Business School); Robin Abrahams (Harvard Business School); Kerry Herman (Harvard Business School)
Published by: Harvard Business Publishing
Originally published in: 2017
Version: 20 June 2017
Length: 17 pages
View full details