Managing Talent at Bertelsmann AG (A)

Posted: 16 May 2010

See all articles by Boris Groysberg

Boris Groysberg

Harvard Business School

Nitin Nohria

Harvard Business School

Mark C. Maletz

Harvard Business School

Kerry Herman

Harvard Business School

Date Written: January 6, 2010

Abstract

Bertelsmann's EVP HR Immanuel Hermreck and his team were focused on four key HR issues. Three of these were somewhat discreet: improving Bertelsmann's employer brand; managing Bertelsmann talent across the firm's decentralized businesses; and ensuring early identification and appropriate development of Bertelsmann's top 100 high potential managers (hi-pos) to better seed the company's future top management. The fourth issue-recruitment and retention-played an integral role across all three challenges and had to be strengthened and made consistent across the firm, not an easy prospect given Bertelsmann's highly decentralized structure. Hermreck knew navigating these issues would pose significant challenges, but getting them right was critical to Bertelsmann's competitive advantage and survival as a robust media company. He had some good results in from his early efforts, but as he looked forward, what should his action plan set out to do?

Suggested Citation

Groysberg, Boris and Nohria, Nitin and Maletz, Mark C. and Herman, Kerry, Managing Talent at Bertelsmann AG (A) (January 6, 2010). HBS Case No. 410-010, Harvard Business School Organizational Behavior Unit, Available at SSRN: https://ssrn.com/abstract=1606862

Boris Groysberg (Contact Author)

Harvard Business School ( email )

Soldiers Field
Boston, MA 02163
United States
617-496-2784 (Phone)
617-496-5271 (Fax)

Nitin Nohria

Harvard Business School ( email )

Soldiers Field
Boston, MA 02163
United States
617-495-6653 (Phone)
617-496-7387 (Fax)

Mark C. Maletz

Harvard Business School ( email )

Soldiers Field Road
Morgan 270C
Boston, MA 02163
United States

Kerry Herman

Harvard Business School ( email )

Cambridge, MA
United States

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