Talent Management at Tenaga Nasional Berhad

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Rozhan Othman ; Wardah Azimah Sumardi (2013)
  • Journal: Asian Case Research Journal, volume 17, issue 2, pages 289-304
  • Subject:
    acm: ComputingMilieux_THECOMPUTINGPROFESSION

This case describes the talent management practice of Tenaga Nasional Berhad (TNB). It describes how the company selects and develops future leaders to ensure a smooth succession for important positions. This is done through the creation of a talent pool consisting of high performance-high potential managers. Members of the talent pool are groomed for succession to key leadership positions at the corporate level and critical positions at the divisional level. Selection for TNB's talent pool is open for managers and engineers who have served at least 8 years in the company. Members of the talent pool undergo a systematic and rigorous program of talent development. This includes the Accelerated Development Program for preparing managers for succession to the C suite positions (i.e., positions at the Vice President and Chief Financial Officer, Chief Information Officer and Chief Procurement Officer). The PROSEM and PROGEM are talent development programs for those nominated for the Senior Manager and General Manager positions. The techniques and methodology used for this implementation of the talent management process in Tenaga Nasional are described.
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