his is an academic report assignment that require to analyze one between 3 companies, namely etsy, naver, and delivery hero.

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Question Description

Type: Report
Service: Writing
Pages: 11 pages / 3025 words
Level: University
Language: English (UK)
Topic: Strategic Management for Sustainable Leadership
Subject: Business
Sources: 20 sources required
Style: APA
Description
This is an academic report assignment that require to analyze between 3 companies, namely etsy, naver, and delivery hero.
I have all my lecture notes if needed. And an example too
Strategic Management for Sustainable Leadership Lecture 08: The SM9636 Assignment Previously § Lecture 01, 02 and 03: we have identified what constitutes “success”, uncovered the role of exogenous near and far horizons, and mapped the strategy canvas. § Lecture 01, 04, 05, 06, 07: we have identified what constitutes “success” and related this to the “resource portfolio” of the firm. We have explored resources (tangible, intangible and human), competences, capabilities, core competences, and dynamic capabilities. We have identified the AVC and VRIN as a strategic tool to identify sustained competitive advantages facilitating firm performance, competitiveness and success. What are we doing here today? The Assignment: • • • • Introducing you to the assignment brief Discussing the seven sections of the SM9636 assignment Referring the lectures, seminars, and workshops to certain sections of the assignment Introducing and providing some background information about the three case companies, in which you will select one to focus on for your SM9636 submission Assignment Structure Section 7 Section 6 Section 5 Your recommendations for the future? Analysis of another strategic issue Analysis of the company’s leadership Data Sources Analysis of the company using Value Chain and VRIN (30%) Section 4 Section 3 6 – 10 reasons for the company’s success (?) Section 2 Measures of business success Section 1 Introduction or Abstract Academic Sources Assignment: YOU are a consultant YOU are analysing the chosen company’s “success” YOU are focusing on exogenous and endogenous considerations YOU are making recommendations based on your analysis of the firm’s existing activities / performance The chosen companies… Section 1 Section 2 Database guidance: § OSIRIS § FAME § PASSPORT EUROMONITOR Starting point: Section 2 and 3 Lecture 01: “Success” Successful? Other considerations: The Balanced Scorecard Performance Prism DMP Model Lecture 02: Exogenous (near and far) Horizon Lecture 03: Strategy Canvas Lecture 10: Dilemmas in Business (Stakeholders) Workshop 01: The smartphone wars Section 3 Section 4 Section 4 Lecture 04: Endogenous Strategy Lecture 05: The Adapted Value Chain Lecture 06: VRIN framework Lecture 07: Dynamic Capabilities Seminar 03: AVC (Ryanair) Seminar 02: VRIN (Formula 1) Section 5 Section 5: Lecture 09: Business Ethics Lecture 13: Management DecisionMaking (1) Lecture 14: Management Decisionmaking (2) Lecture 17: Leadership Lecture 18: Leadership and Strategic Change Lecture 23: Culture and Strategy § Do not just flatter … we require a critical evaluation of the CEO / leadership contribution to the company’s “success” and value creation. § What role have they played? Leadership: •Style and attributes •Decision making •Organisational culture Success A practical analysis Workshop 02: Leadership Section 6: pick 1 topic only Section 6: pick 1 topic only 6A: Business Strategy Lecture 15: Strategy at the Business Level Lecture 16: Corporate Strategy and Diversification 6B: International Strategy Lecture 22: International Strategy 6C: Innovation Strategy Lecture 21: Innovation and Competitive Advantage 6D: Collaboration Strategy Lecture 20: Collaboration, Mergers and Acquisitions 6E: Sustainability Strategy Lecture 11: Corporate Social Responsibility Lecture 12: Sustainability Section 7 Lecture 12: Sustainability Lecture 24: Evaluating Strategies …
 
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Understanding and Leading Change

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    Submission Format:
 
1.      The submission is in the form of a 15-minute individual PowerPoint presentation and 5 minutes allocated for questions.
2.      The presentation slides and speaker notes should be submitted as one copy and uploaded to turnitin.
3.      You are required to make effective use of PowerPoint headings, bullet points and subsections as appropriate.
4.      Your research should be referenced using the Harvard referencing system. Please also provide a bibliography using the Harvard referencing system.
5.      The recommended word limit is 1,500 to 2,000 words, including speaker notes, although you will not be penalised for exceeding the total word limit.
6.      The file must be saved in the format: student ID-ULC-Formative-A2, for formative submission and student ID-ULC-Summative-A2, for summative assignment.
7.      In case of extenuating situations, the relevant college policies apply
 
   Unit Learning Outcomes:
 
LO3. Determine how barriers to change influence leadership decision-making
 
LO 4. Apply a range of leadership approaches to a change initiative.
 Assignment Brief and Guidance:
With reference to the case studies given below “Change Management @ ICICI” [case study 2 presented in Assignment -1],  you are required to prepare and present a power point presentation and a viva on:
a.      Critically evaluate the use of force field analysis in the context of meeting organizational goals at ICICI given the facts provided in the case study and by performing appropriate additional research AND
b.      Critically evaluate the effectiveness of leadership approaches and models of change management at ICICI.
 
Using a variety of change management theories and models (situational leadership, change initiation, Kotter’s 8-Step model, Lewin’s change management model), different leadership approaches to dealing with the change at ICIC.
 
The individual PowerPoint presentation and slides can be sectioned as follows:
1. Introduction to the case study organization.
2. Force field analysis to determine opposition and support for change.
3. Different barriers to change and their influence in decision making and leadership.
4. Accomplishment of change and its success.
5. Advantages and disadvantages of different leadership approaches to dealing with change, illustrated by application to a range of examples.
6. Critical evaluation summary.
 
 
CASE STUDY : CHANGE MANAGEMENT @ICICI
 
THE CHANGE LEADER
In May 1996, K.V. Kamath (Kamath) replaced Narayan Vaghul (Vaghul), CEO of India’s leading financial services company Industrial Credit and Investment Corporation of India (ICICI). Immediately after taking charge, Kamath introduced massive changes in the organizational structure and the emphasis of the organization changed – from a development bank mode to that of a market-driven financial conglomerate.

Kamath’s moves were prompted by his decision to create new divisions to tap new markets and to introduce flexibility in the organization to increase its ability to respond to market changes. Necessitated because of the organization’s new-found aim of becoming a financial powerhouse, the large-scale changes caused enormous tension within the organization. The systems within the company soon were in a state of stress. Employees were finding the changes unacceptable as learning new skills and adapting to the process orientation was proving difficult.
The changes also brought in a lot of confusion among the employees, with media reports frequently carrying quotes from disgruntled ICICI employees. According to analysts, a large section of employees began feeling alienated.		  

BACKGROUND NOTE
ICICI was established by the Government of India in 1955 as a public limited company to promote industrial development in India. The major institutional shareholders were the Unit Trust of India (UTI), the Life Insurance Corporation of India (LIC) and the General Insurance Corporation of India (GIC) and its subsidiaries. The equity of the corporation was supplemented by borrowings from the Government of India, the World Bank, the Development Loan Fund (now merged with the Agency for International Development), Kreditanstalt fur Wiederaufbau (an agency of the Government of Germany), the UK government and the Industrial Development Bank of India (IDBI).
The basic objectives of the ICICI were to:
·         Assist in creation, expansion and modernization of enterprises
·         Encourage and promote the participation of private capital, both internal and external
·         Take up the ownership of industrial investment; and
·         Expand the investment markets.
Since the mid-1980s, ICICI diversified rapidly into areas like merchant banking and retailing. In 1987, ICICI co-promoted India’s first credit rating agency, Credit Rating and Information Services of India Limited (CRISIL), to rate debt obligations of Indian companies. In 1988, ICICI promoted India’s first venture capital company – Technology Development and Information Company of India Limited (TDICI) – to provide venture capital for indigenous technology-oriented ventures.
In the 1990s, ICICI diversified into different forms of asset financing such as leasing, asset credit and deferred credit, as well as financing for non-project activities. In 1991, ICICI and the Unit Trust of India set up India’s first screen-based securities market, the over-the-counter Exchange of India (OCTEI). In 1992 ICICI tied up with J P Morgan of the US to form an investment banking company, ICICI Securities Limited.
In line with its vision of becoming a universal bank, ICICI restructured its business based on the recommendations of consultants McKinsey & Co in 1998. In the late 1990s, ICICI concentrated on building up its retail business through acquisitions and mergers. It took over ITC Classic, Anagram Finance and merged the Shipping Credit Investment Corporation of India (SCICI) with itself. ICICI also entered the insurance business with Prudential plc of UK.
ICICI was reported to be one of the few Indian companies known for its quick responsiveness to the changing circumstances. While its development bank counterpart IDBI was reportedly not doing very well in late 2001, ICICI had major plans of expanding on the anvil. This was expected to bring with it further challenges as well as potential change management issues. However, the organization did not seem too much perturb by this, considering that it had successfully managed to handle the employee unrest following Kamath’s appointment.
CHANGE CHALLENGES:
ICICI had to face change resistance once again in December 2000, when ICICI Bank was merged with Bank of Madura (BoM)[1] . Though ICICI Bank was nearly three times the size of BoM, its staff strength was only 1,400 as against BoM’s 2,500. Half of BoM’s personnel were clerks and around 350 were subordinate staff.
There were large differences in profiles, grades, designations and salaries of personnel in the two entities. It was also reported that there was uneasiness among the staff of BoM as they felt that ICICI would push up the productivity per employee, to match the levels of ICICI [2]. BoM employees feared that their positions would come in for a closer scrutiny. They were not sure whether the rural branches would continue or not as ICICI’s business was largely urban-oriented.

The apprehensions of the BoM employees seemed to be justified as the working culture at ICICI and BoM were quite different and the emphasis of the respective management was also different. While BoM management concentrated on the overall profitability of the Bank, ICICI management turned all its departments into individual profit centers and bonus for employees was given on the performance of individual profit center rather than profits of whole organization. ICICI not only put in place a host of measures to technologically upgrade the BoM branches to ICICI’s standards, but also paid special attention to facilitate a smooth cultural integration. The company appointed consultants Hewitt Associates [3] to help in working out a uniform compensation and work culture and to take care of any change management problems.  

ICICI conducted an employee behavioral pattern study to assess the various fears and apprehensions that employees typically went through during a merger. (Refer Table I).
 
TABLE I: ‘POST-MERGER’ EMPLOYEE BEHAVIORAL PATTERN

PERIOD  EMPLOYEE BEHAVIOR
Day 1 Denial, fear, no improvement
After a month Sadness, slight improvement
After a Year Acceptance, significant improvement
After 2 Years Relief, liking, enjoyment, business development activities


Source:www.sibm.edu
Based on the above findings, ICICI established systems to take care of the employee resistance with action rather than words. The ‘fear of the unknown’ was tackled with adept communication and the ‘fear of inability to function’ was addressed by adequate training. The company also formulated a ‘HR blue print’ to ensure smooth integration of the human resources. (Refer Table II).
TABLE II: MANAGING HR DURING THE ICICI-BoM MERGER

THE HR BLUEPRINT AREAS OF HR INTEGRATION
FOCUSSED ON
  •  A data base of the entire HR structure
  •  Road map of career
  •  Determining the blue print of HR moves
  •  Communication of milestones
  •  IT Integration – People Integration –       Business Integration.
  •  Employee communication
  •  Cultural integration
  •  Organization structuring
  •  Recruitment & Compensation
  •  Performance management
  •  Training
  •  Employee relations

Source: www.hrindya.com/wp-content/ uploads/…/CHANGE-MANAGEMENT@ICICI.doc
 
 

 
 
 

Grading Criteria
Learning Outcome Pass Merit Distinction
LO3 & 4
 
LO3 Determine how barriers to change influence leadership decision-making		  
P4 Explain different barriers for change and determine how they influence leadership decision-making in a given organisational context.
 
 		  
M3 Use force field analysis to analyse the driving and resisting forces and show how they influence decision-making.		  
D2 Critically evaluate the use of force field analysis in the context of meeting organisational objectives.
 
LO 4. Apply a range of leadership approaches to a change initiative.		  
P5 Apply different leadership approaches to dealing with change in a range of organisational contexts.		  
M4 Evaluate the extent to which leadership approaches can deliver organisational change effectively applying appropriate models and frameworks.		  
D3 Critically evaluate the effectiveness of leadership approaches and models of change management.

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Learner Assessment Submission and Declaration
 
When submitting evidence for assessment, each learner must sign a declaration confirming that the work is their own.
 
Please list the evidence submitted for each task. Indicate the page numbers where the evidence can be found or describe the nature of the evidence (e.g. video, illustration).
 

LO Evidence submitted Page numbers or
Description
LO3    
LO4    
     
     
Additional comments to the Assessor:
 

 
 

Learner declaration
 
I certify that the work submitted for this assignment is my own. I have clearly referenced any sources used in the work. I understand that false declaration is a form of malpractice.
 
 
Learner signature:                                                                                     Date:
 

 
 
 

 
ASSESSMENT RECORD SHEET – FORMATIVE FEEDBACK
Programme BTEC HND BUSINESS LEVEL 5 Learner name  
Assignment title Determine how barriers to change influence leadership decision-making and apply a range of leadership approaches to a change initiative. Assessor name  
Unit no. and title 17/ Understanding and leading change
 		 Targeted learning aims/assessment criteria LO3 and LO4
First Submission
Deadline  
 		 Date submitted  
Targeted criteria Criteria achieved Assessment comments
         LO 3    
 
LO 4    
 
     
General comments
 
 
 
 
 
 
 
Assessor declaration I certify that the evidence submitted for this assignment is the learner’s own. The learner has clearly referenced any sources used in the work. I understand that false declaration is a form of malpractice.
Assessor signature   Date  
  Date of feedback to learner  
Resubmission authorisation
by Lead Internal Verifier*		   Date  
* All resubmissions must be authorised by the Lead Internal Verifier. Only one resubmission is possible per assignment, providing:
●     The learner has met initial deadlines set in the assignment, or has met an agreed deadline extension.
●     The tutor considers that the learner will be able to provide improved evidence without further guidance.
●     Evidence submitted for assessment has been authenticated and accompanied by a signed and dated declaration of authenticity by the learner.
**Any resubmission evidence must be submitted within 15 working days of receipt of results of assessment.

 

 
ASSESSMENT RECORD SHEET – RESUBMISSION – SUMMATIVE FEEDBACK
Deadline
 		   Date submitted  
Targeted criteria Criteria achieved Assessment comments
P4    
P5    
M3    
M4    
D2    
D3    
 
General comments
 
 
 
 
 
 
 
 
 
 
Learner Declaration I certify that the evidence submitted for this assignment is my own. I have clearly referenced any sources used in the work. I understand that false declaration is a form of malpractice.
Learner signature   Date  
Assessor declaration I certify that the evidence submitted for this assignment is the learner’s own. The learner has clearly referenced any sources used in the work. I understand that false declaration is a form of malpractice.
Assessor signature   Date  
  Date of feedback to learner  
 
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Sustainable eLearning Design, social science homework help

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Question Description

Sustainable eLearning Design

Online learning and eLearning are ubiquitous across all levels of education and training. This has driven a program and course design process that involves producing courseware that is housed on a server for learners to access at any time. Teams consisting of faculty, instructional designers, and subject matter experts design the courses. It is an expensive endeavor creating the general expectation that once courses are designed, they will last for multiple years. The problem is that in today’s mercurial educational atmosphere, the course content can become quickly outdated. The challenge for eLearning professionals is to design courses that can sustain the test of time in a rapidly changing academic climate. In this Discussion, you will evaluate the design of a course you are familiar with and explore strategies for a more sustainable course design.
To prepare:
Read Chapters 3, 6, and 8 in Design Alchemy: Transforming the Way We Think About Learning and Teaching, where instructional design is proposed as a combination of science, art, and alchemy. Also read “Sustainable e-Learning: Toward a Coherent Body of Knowledge,” where the authors investigate possible approaches towards sustainable teaching and learning in the higher education sector. Finally, view the media piece,Anatomy of eLearning: Conceptual Framework, in this module’s Learning Resources with a focus on the “Sustainability” section.
Then, reflect on a course that you have recently taken and completed or a course that you have recently taught, and consider the sustainability of its design.
Post the following by Day 7 of Week 9:
Deconstruct the design and delivery of the course you selected. Then, analyze the level of sustainability of the course. Finally, explain whether the course is sustainable or not—providing reasons to support your position. In your explanation, be sure to describe the sustainable elements in the course or describe specific strategies you would use to make course elements more sustainable. Adopt and defend a firm position on the need for sustainability in eLearning.
Support your analysis using the three pillars of sustainability, personal experience, and at least one research study (PhD and EdS students).
Resource:
Finally, view the media piece,Anatomy of eLearning: Conceptual Framework, in this module’s Learning Resources with a focus on the “Sustainability” section.
http://mym.cdn.laureate-media.com/2dett4d/Walden/EDUC/8345/CH/mm/anatomy_of_elearning/index.html

 
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HRM331 Talent Management at Arc Insights & Insights Recruitment Assignment

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Guidelines

 

  1. There are SIX (6) COMPULSORY QUESTIONS that you have to answer in this assignment.

 

  1. In order to do well in this assignment, you are encouraged to support your analysis, points and recommendations with research.

 
 

  1. Cite your references in standard format. This means that your bibliography should include author(s) name, year of publication, source (e.g., journal/ book), and publisher. Refer to the references or bibliography section of a textbook to see how references are cited.

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
             
Talent Management at Arc Insights[1]
 

Introduction

“Joanne, it has been more than one year since you have taken the position of Chief Human Resource Officer. Employee engagement (especially organizational identification) levels are significantly lower than industry average and attrition is significantly higher than industry average.
   The core value of our company is about knowledge creation and knowledge sharing. Yet, I do not see many of our staff sharing knowledge with their peers and colleagues. I hope you can spend some time to take stock of the situation and improve our retention rate and engagement levels. I hope to see your master-plan in a month or two.” 
 
Joanne went back to her office to mull over what the CEO of Arc Insights had said. She decided to take stock of Arc Insights talent management strategies and diagnose fundamental problems with it. Arc Insights hires some of the brightest individuals in the world and has a solid performance management structure. What led the CEO to suggest that something is wrong?
 

Company Overview

Arc Insights is a consulting firm that provides services to many MNCs. Established in 1966, it currently hires around 5000 employees worldwide from diverse backgrounds (so as to tackle the complex problems that clients are facing). Geographically, Arc Insights is headquartered in Chicago (USA) and has a distribution of 52 offices in roughly 12 countries that connect all the business elites globally. The company’s global presence is an advantage that allows Arc Insights to reach giant multinational businesses.
In terms of business operations, it serves commercial, public and social sectors. Arc Insights provides solutions to clients with regards to:

  • business managerial issues
  • strategy development
  • marketing promotions

 
The main industries that Arc Insights serve are mainly financial services, telecommunications and pharmaceutical. On top of providing solutions to companies, Arc Insights also provides free publications and insights to leaders. The goal of the publications (namely Arc Annual and Arc Worldwide) is to provide insights into the understanding of global issues and environmental changes including their impact on businesses.
 
Arc Insights is an organization that prizes excellence and cutting-edge knowledge. It has strict internal standards that allow them to apply equal excellent practice to clients in various countries. Arc Insights is also globally known to be “the firm” that provides the most comprehensive and cutting-edge knowledge and trends that help organisations and businesses do better.
Arc Insights strongly believes in the value of knowledge sharing to clients, peers and colleagues. Right at the front entrance of every single Arc Insights office is a plaque with this quote:
“If you have knowledge, let others light their candles in it.”
Margaret Fuller
 

Management Consulting Industry Background

Arc Insights operates in the knowledge-based management consulting industry. The management consulting industry is always known for its rigorous recruiting process and high performance employees as well as their mission and efforts in improving the world. In general, the consulting industry earned a revenue of $390 billion in 2012, which represents a substantial growth from 2011 of $366 billion.
 

Arc Insights Recruitment Policy

 The most important source of new talents for Arc Insights is from universities in the USA. There are over more than 20 universities from which Arc Insights is looking for talents. Arc Insights usually hires talented undergraduates for internships and especially those who are willing to undertake postgraduate studies. A second important point in the university recruitment is that this strategy is applied internationally. Arch Insights strives to hire the best graduates. During active recruitment periods throughout the year, Arc Insights consultants and recruiting staff visit several universities. These visits are an opportunity for potential candidates to learn about Arc Insights and meet Arc Insights consultants. The methods are used globally, and besides some minor differences, are the same in each country. First, Arc Insights presents the company regularly to universities and invites graduates to company visits.
Another important point concerning Arc Insights recruitment strategy is strongly linked to its reputation. Arc Insights endures as the ultimate global brand name. This reputation strongly helps to attract a certain type of employee internationally. Consultants who forge a career at Arc Insights have similar resumes. They are all smart, self-confident, mostly male, and have graduated from one of the best business schools in their country. They are also driven, hardworking and highly competitive.
Statistically, only 3% of the 5000 global competent candidates are successfully recruited by Arc Insights every year. This rigorous selection process is at the basis of finding the most suitable employees to ensure future effectiveness and productivity. The recruitment policy at Arc Insights is depicted as follows: to continue recruiting exceptional candidates from a diverse range of backgrounds for generalist and specialist consulting roles. The first step for getting a job interview is to send a resume to the company. The company screens it and makes an initial selection out of the candidates. The screening is done by a number of people in different positions. This step takes approximately one week. If a candidate passes the screening, he will be invited for the first time to the company. The task-solving test lasts 40 minutes and requires an upper-advanced level of English. It is a multiple choice test. After this part, the third round of the selection process begins. In this round, the actual job interview takes place. The candidate has to go through two different rounds of interviews. Each round consists of 34 individual interviews with consultants from various tenure-levels. In these discussions with the consultants, the candidate has to answer questions about personal data and work experience.
In addition, the potential employee has to solve, in each interview, a business case. These cases are a critical factor in the final evaluation of the candidate. These tasks should show the candidate’s ability to structure and organise his or her thoughts when solving a problem, especially when facing with uncertainty. These tasks are either brain-teasers or numerical cases. Shortly after the end of the first interview round, the candidate is given feedback about their strengths and weaknesses. A few days later, the potential employee is invited to a second round of interviews.
 

Training and Development Practices

Training and development are a high priority and a constant at Arc Insights. It is at the core of the Arc Insights business. The company spends $15 million a year on formal training programmes. The comprehensive training system provided across all stages of a consultant’s career is evidence that Arc Insights aims at continuously building the skills of its employees in order to maintain and improve its service standards to clients. All consultants from business analysts to directors have to go through different training during their career path at Arc Insights. During their first two years, consultants can have up to eight weeks of training. Personal preferences, specific needs and background are taken into account in their career development in the company. Consultants receive extensive career counselling to be sure that the consultants’ careers at Arc Insights are correlated to their own expectations. The development policy of Arc Insights is to develop consultants as global leaders.
Development at Arc Insights is based on an up-or-out policy. It means that a consultant has to develop in order to succeed at Arc Insights. If consultants keep developing and improving their performance and skills, they will stay in Arc Insights. On the contrary, if consultants don’t show their potential to go further, people from inside the company will help them to find a role outside of the company. Most of the time, consultants start work with Arc Insights clients. In order to provide a new consultant with constant development, Arc Insights immerses the new consultant in a strong culture of mentorship and coaching. With regards to forms of training, Arc Insights offers more than a hundred training programmes. Below is a list of some of Arc Insights’ main training programmes according to professional standards. For example, in order to be more effective consultants, newcomers follow between five and eight training programmes during their first two years:
 

Introduction for newcomers
The first step in Arc Insights: consultants get familiar with their environment and meet their senior colleagues.
 
Basics in Consulting
Over five days, consultants have to understand the core skills needed for success, the values, and guiding principles, to apply the Arc Insights approach to problem solving and communications and to build trust-based relationships within teams and clients by way of different practical role and tips.
Business Analyst Training
This is preparation for new consultants becoming business analysts. During a week, consultants focus on advanced problem solving and communication skills. Regarding Arc
Insights development policy, consultants have to define personal developmental goals and write a personal development plan.
 
Mini-MBA Programme
During six weeks, new consultants without substantial business training join a business school to get experience with key concepts, basic analytical tools and frameworks in different subjects such as strategy, finance, accounting, economics etc.
 
The programme is for associates who join the firm with an advanced degree but without substantial business training. It is an intensive, six-week immersion in a business school curriculum.
 
Workshops
Consultants who already have one year’s work experience have to identify and develop Arc Insight’s techniques.
 
After several years at Arc Insights and after having more experiences, business analysts can specialise their training regarding their career development and consolidated leadership, communication and management skills, namely:
 
Leadership. Over four weeks, employees explore their individual leadership potential and learn how to increase leadership skills.
 
Communications. Employees build speaking and presentation skills and learn how to adapt their communication regarding the environment.
 
After being business analysts, consultants can be promoted to engagement managers. To be promoted, business analysts should complete two different training programmes.
 
Engagement. An engagement manager has to learn the essentials of client leadership by attending Cambridge EM college.
 
Engagement Leadership. The purpose of this workshop is to develop engagement skills for inspirational leaders.
 
 

 
Training and career development are part of Arc Insights’ organisational culture. Consultants complete training to boost the performance and profits of Arc Insights. A career in Arc Insights is pre-designed and well-structured. Nevertheless, if consultants provide strong leadership skills and high performance and results, they will be developed and promoted in the firm very rapidly.
Career planning differs depending from which position a candidate starts. Differences exist for bachelor graduates, advanced professional degrees, and MBA graduates. People with Bachelor’s degrees join Arc Insights as business analysts. In some offices, they are called “newcomers”. Some stay for two or three years before attending graduate school or gaining further work experience. Others are invited to stay at Arc Insights and move directly into an associate role. These graduates have the possibility to travel to different countries and work with people from different cultures and backgrounds. In many countries, this opportunity is unique for bachelor graduates, because normally, students will finish their Master’s programme before they start working.
Arc Insights also hires candidates with advanced professional degrees. In fact, more than half of their consultants have a doctorate, law, medical or non-business Master’s degree. Furthermore, the future career path heavily depends on the candidate’s specialization and interests. So, a typical career at the company looks like this:

  • 3-4 years as analyst after undergraduate studies (any field) typically followed by MBA and an offer to return upon graduation
  • 2-3 years as associate consultant after MBA or strong industry experience
  • 3-5 years as manager or senior manager
  • 5-10 years as junior partner

 
The highest possible position to obtain in the company is “Director”. Furthermore, Arc Insights is also known for its career possibilities outside of the consulting company. Employees, especially high ranked ones, who want to change jobs, have a good chance of entering a high ranked position in another company.
 

Performance Management and Performance Appraisal

Arc Insights managerial practices are based on performance. It has to be evaluated to boost talent, strengthen values and reinforce Arc Insights’ corporate culture. Feedback is the main part of performance appraisal at Arc Insights. A consultant’s mentor also provides feedback and advice for work done. Moreover, a consultant at Arc Insights goes through two collective performance reviews annually. The reviews focus on involvement to improve client performance and strengthen the company.
To point out some figures, for example, top senior partners and managing director have similar compensation. An estimation says that managing director will earn between five to ten million dollars. A new consultant from business school will earn between US$60,000 to
US$100,000. An engagement manager, with four to five years’ experience, earns without bonuses US$120,000. An associate principal, with four to five years’ experience, earns without bonus, US$175,000.
Bonus structure is based on individual performance and contribution to knowledge creation of the company.
 

Knowledge Sharing Events

To motivate employees, Arc Insights organizes different events inside the company. The objective is to develop, capture and provide leverage of employees’ knowledge and ideas base in serving clients.
 
 
 
Part A (50marks)
Please read the case provided and answer questions 1 to 4.
 

Question 1

 
Analyze the case and hypothesize why engagement levels (specifically organizational identification) are significantly lower than industry average (5 marks) and attrition levels of Arc Insights are significantly higher than industry average (5 marks).
(10 marks)
 

Question 2

 
The values of Arc Insights are to create knowledge and share knowledge. Closely examine the talent management strategies of Arc Insights currently and analyse why knowledge sharing between peers and colleagues is not taking place.
(15 marks)
        

Question 3

 
Design a talent management programme that would help Arc Insights increase knowledge sharing amongst employees in the company.
(15 marks)
 

Question 4

 
Design a competencies framework. The competencies framework will reflect the behaviours and attitudes that employees need to adopt for knowledge creation and knowledge sharing to take place.
(10 marks)
 
 
 
 
 
 
Part B: Desk-Top Research Component (50 marks)
 

Question 5

 
Conduct desk-top research on an innovative company that has a culture of knowledge sharing.  Examine the key talent management strategies and organisational cultural features of the organisation and analyse why knowledge sharing is taking place in the company.
 
Word limit: 1000 words
(25 marks)
 

Question 6

 
Based on your research, provide some insights as to how organisations can truly become a learning organisation.
 
Word limit: 1000 words
(25 marks)
 
 
 
 
—– END OF PAPER
[1] This case is also adapted from “Challenges in the Consulting Industry: Dealing with Talent Management”

 
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