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Emirates Bank An HR Transformation Journey (A-B) Case Solution

Solution Id Length Case Author Case Publisher
1300 686 Words (4 Pages) Paul A. L. Evans, Guenter Stahl, Charlotte Butler Insead Publishing
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The Emirates Bank faced a lot of HR challenges such as lack of proper performance appraisal and bonus programs, the existence of a small team, excessive workload and so on. These challenges began in the 1990s and continued to influence performance over many years.

Moreover, poor communication and lack of training and development also created inconsistencies and made it difficult for HR managers to accomplish wide organization tasks. Since the bank was engaging in several mergers and acquisitions, coherency was necessary. The HR departments failed to keep the project teams on the same page that created confusion. Lastly, there were no appraisal systems and proper tools to assess the performance of employees and the lack of incentives and bonus programs also lead to failures.

Following questions are answered in this case study solution

  1. What are the main challenges affecting the HR organization in view of Emirates Bank’s growth and multiple mergers and acquisitions (M&A)?

  2. What is the new business model of the Bank post-M&A?

  3. What culture should the bank develop to ensure the effective implementation of this new business model in the Middle East context?

  4. What strategy and role for the HR function?

  5. What type of HR organization should be implemented to deliver the HR strategy?

Case Analysis for Emirates Bank An HR Transformation Journey (A-B)

What is the new business model of the Bank post-M&A?

A new HR team was established to create a new business model after mergers and acquisitions. The steps taken by the team were as follows: First, performance management and bonus system was formed and communicated to all members of the bank. Planning was done, and change management was initiated as a part of this new business scheme.

Secondly, assessment centers were established to judge the performance and capabilities of banks' employees and to reward them accordingly. Thirdly, the Job Family Model (JFM) was introduced to leverage performance at all levels within the organization. Lastly, business segmentation was done internally. All these factors were believed to have a positive impact on the productivity and efficiency of the bank.

What culture should the bank develop to ensure an effective implementation of this new business model in the Middle East context?

The bank can introduce a new systematic culture for the Middle Eastern region. This culture should incorporate the following things. First, the culture must be friendly where all members including employees, managers and other stakeholders can easily discuss their region-specific problems and share ideas and opinions. It would allow the bank to flourish in this area. Moreover, the culture must promote diversity by encouraging recruitment of people from various ethnic and linguistic backgrounds. The HR management must make an attempt to make this diversity a strength of the organisation.

There should be interactive and flatter hierarchical system within the bank's culture. It would make the environment suitable for newly hired people and would increase the level of motivation and dedication among employees.

What strategy and role for the HR function?

The strategy and role of the HR department in UK should be to hire and retain talent. The case describes that this can be done in various phases. First of all, recruitment must be done by capabilities and talents by the EBI. The bank must try to ensure that people with relevant background and experience are hired.

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