This master’s thesis is based on a case in Nordea called the YST-process. The YST-process is a development process for the high talents between ages of 28-35 in the Nordea organisation. The goal for the process is to develop the future leaders of the organisation.
Through my examination of the YST-process, the thesis argues that there are some issues with the line managers’ involvement and motivation in developing the YST-talents. Nordea emphasizes the important of the manager’s role but at the same time has given the investment in the process to the talents themselves. Therefore, this thesis will analyse the main roles in the YST-process regarding the three involved stakeholders HR, line managers and the talent, as they all are depending on each other in the process.
The thesis has been focusing on finding the data by the qualitative method, which includes interviews with different people within the main roles of the YST-process. Through the interviews, people in different roles, they were asked about their roles and experience with Nordea’s YST-process.
The thesis is divided in to two analytical sections to examine the YTS-process and the involvement of the three stakeholders. The first section is focussing on describing the intentions of the process from Nordea’s point of view. The aim is to have a comprehensive understanding of the stakeholders intended involvement in the process. To get the understanding of the intentions the thesis uses theoretical framework to point out the effects of the structure and ideas behind the stakeholders’ roles.
In the second section the thesis uses an analytical discussion to emphasize the important of the line manager’s role in developing the YST-talents through their responsibilities of being their manager. The section contains quotes from both the YST’s and the line managers to understand their comprehension of the process and the manager’s involvement. By using theoretical framework to support their comprehension and the effects of the process, it will be possible to use the findings of the analysis to define a conclusion, which gives an answer to the problem identification.
|Educations||MSc in Human Resource Management, (Graduate Programme) Final Thesis|
|Number of pages||73|
|Supervisors||Sara Louise Muhr|