4YB - PTM - Course Handbook 2023-2024 (15-02-2024)

PTM1 / Project Talent
Management (PTM)
International Business (4YB) /

block 2.3 / course module
LBVP22PTM1 (2023–2024)
Project Talent Management (PTM) course handbook (2023–2024) [Version 15-02-2024]
Contents
1 Introduction ................................................................................................ 2
2 Project description .................................................................................... 3
2.1 Problem statement ................................................................................. 3
2.2 Project assignment ................................................................................. 3
2.3 Talent management implementation plan .............................................. 3
3 Organization and planning ....................................................................... 5
3.1 Roles and responsibilities....................................................................... 5
3.2 Scheduled sessions................................................................................ 5
3.2.1 Introduction to SCRUM and Trello .................................................. 5
3.2.2 Project sessions .............................................................................. 5
3.2.3 Intercultural competence consultation session ............................... 6
3.2.4 Case-based individual assessment ................................................ 6
3.3 Weekly planning ..................................................................................... 7
3.4 Course materials .................................................................................... 9
4 Assessment .............................................................................................. 10
4.1 Talent management implementation plan (80%) ................................. 10
4.2 Case-based individual assessment (20%) ........................................... 10
4.3 Final individual grade (100%) ............................................................... 11
4.4 Repair opportunities ............................................................................. 11
A. Assessment matrix .................................................................................. 12
B. Assessment rubric for talent management implementation plan ...... 13
C. Assessment rubric for case-based individual assessment................ 15
1
1 Introduction
Project Talent Management, or PTM for short, is a project in which students put theory
into practice and produce a talent management implementation plan in the context
of cross-border expansion. Students demonstrate skills and knowledge in the area of
Human Resource Management while considering responsible and cultural aspects of
employment and management to ensure decent work for all (in line with Sustainable
Development Goal 8: decent work and economic growth).
At the end of the project, students are expected to (see Appendix A for the
assessment matrix):
• devise an appropriate HRM strategy;
• apply practices, tools and instruments for Talent Management (including job
analysis, recruiting, selection, onboarding, appraisal and retention);
• analyze the impact of organizational change on HR management and apply this
knowledge in a case study;
• demonstrate the ability to manage the impact of culture on HR-related
decisions;
• explain the critical success factors of intercultural management;
• analyze and explain the impact of intercultural management on team
performance and business results;
• demonstrate the ability to write a code of conduct for an organization.
Note that this course handbook may be subject to change by the course contact at
any moment. The version most recently published on the PTM Blackboard page is
always leading in terms of information provided.
2
2 Project description
For the largest part of PTM, students will write a talent management implementation
plan (see organization and planning and assessment for more details) about a fictional
case study for an outdoor clothing manufacturing company.
2.1 Problem statement

T.Ents & Co. is a Dutch tent manufacturing company that has been in business for over
10 years. The company has been very successful in the last 5 years, experiencing an
annual growth rate of 15% compared to an industry average of only 10%. The
headquarters are located in Amsterdam and currently employs 200 employees with
manufacturing sites in Belgium, Germany, and the Netherlands.
Due to its success, the company has made the strategic decision to expand into
the outdoor apparel market, producing sustainable clothing. The name for the new
business venture will be CLOutdoor. A feasibility study has been conducted and the
decision has been made to open a new production site close to Hamburg. A Dutch
general manager has already been appointed to set up and manage the new production
site. The business vision is “To make delightful outdoor life commonplace through
sustainable clothing”.
2.2 Project assignment

You are the HR team based at the headquarters in Amsterdam. Your role is to support
the general manager with the talent management process. As the new production site
is based in Germany, you will need to consider corporate responsibility and diversity
management. You need to recruit (1) a logistics coordinator, (2) production workers,
(3) administrative staff, and (4) a production supervisor. All other departments will
remain at headquarters in Amsterdam.
2.3 Talent management implementation plan

As the HRM team, your main deliverable is a comprehensive talent management
implementation plan of a maximum of 8,500 words (including introduction up to
recommendations; excluding executive summary, tables, figures, appendices, and
references) with no minimum that is in line with the IBS Report writing standards. The
overall structure of the report should be as follows (a methodology is not required):
• Title page
• Executive summary (max. 1 page)
• Table of contents + page numbers
• Introduction of talent management plan
• Main body (deliverables)
• Reference list
• Appendices
3
More specifically, throughout this report you will apply stages of the talent
management process to staff a new production site. This includes formulating a vision,
mission, and business strategy for the company, developing a suitable HR strategy,
determining appropriate organizational cultures and values, conducting job analyses,
and developing recruitment and selection plans, a cultural strategy, a performance
management system, a retention plan, and a code of conduct. The implementation plan
should end with a feasible, logical, and responsible action plan that headquarters can
use to open the new production site close to Hamburg.
The report will be written and revised in sprints (see Introduction to SCRUM and
Trello for more details) with separate deliverables every week (see weekly planning).
Although the weekly deliverables are separated into different sprints, the final talent
management implementation plan needs to be consistent and coherent. Teams are
therefore strongly encouraged to revise their weekly deliverables to ensure that all parts
of the talent management implementation plan are aligned.
4
3 Organization and planning

To support students in this project, a variety of sessions will be offered throughout the
course. The main concepts, frameworks, and theories that are to be used in the project
will be taught in the Core Areas of International Business 7 (CAB7) module. In addition
to CAB7, students are encouraged to use course materials from previously completed
courses wherever applicable and necessary.
3.1 Roles and responsibilities

There are three roles that teachers may have in PTM: the course contact (facilitates
the module; to be contacted for general questions about the module), the Human
Resource Management project coach (facilitates the introduction to SCRUM and Trello,
project sessions, and individual assessment; handles grading for Human Resource
Management parts; to be contacted for questions about the coaching, team
assignment, and individual assessment), and the Intercultural Competence project
coach (facilitates the intercultural competence consultation session; handles grading
for Intercultural Competence parts). Information about which teachers fulfill which roles
can be found on Blackboard.
3.2 Scheduled sessions

To help students write their report, we will be offering an introduction to SCRUM and
Trello, a host of project sessions, and an intercultural competence consultation
session. Finally, a case-based individual assessment will take place.
3.2.1 Introduction to SCRUM and Trello

In the introduction to SCRUM and Trello, which takes place in Week 1, students will
get acquainted with SCRUM and Trello. In a nutshell, SCRUM is an agile team
collaboration framework that can be used to effectively and efficiently develop products
or services. Trello, on the other hand, is a web-based, kanban-style, list-making
application that can be used as a tool to support the SCRUM project management
methodology. Supporting materials will be presented during the session and offered on
Blackboard.
In addition to explaining the concepts of SCRUM and Trello, the introduction will
also be used to form the project teams that will work on the project. These teams will
consist of between four and six students. The Human Resource Management project
coach will facilitate this session and make sure that teams are formed in an orderly
manner in the spirit of SCRUM-methodology.
3.2.2 Project sessions

In the project sessions, which take place twice every week from Week 1 to Week 7,
students will meet up with their team, class, and/or Human Resource Management
project coach (up to the discretion of the coach). Attendance at all sessions is expected
(attendance will be managed by the team). Students will also be required to work on
the assignment outside the sessions when necessary.
5
All sessions will make use of SCRUM and Trello to help the team work well
together and manage the project. In line with the SCRUM methodology and using the
Trello application, teams are expected to work in so-called weekly sprints. For each of
these weekly sprints, teams formulate goals that they want to achieve for that week.
The exact goals and associated deliverables are pre-defined and can be found in the
weekly planning. At the end of the sprint, teams present their progress and deliverable
with their project coach through a so-called sprint review. These sprint reviews are the
only opportunity for teams to receive formative feedback from their project coach on
their weekly deliverables and resulting talent management implementation plan. It is
therefore important that teams manage these sprints and sprint reviews properly.
3.2.3 Intercultural competence consultation session

In the intercultural competence consultation session, which takes place in Week 5,
teams will be offered the opportunity to consult the intercultural competence coach
project about any questions regarding the intercultural competence topics.
3.2.4 Case-based individual assessment

In the case-based individual assessment, which will take place in Week 9, students
will be assessed individually on their ability to analyze a case related to the project. The
specific case will be made available in Week 8, meaning that students have a week to
prepare the materials. Students will be invited with their entire project teams to attend
a timeslot of approximately 40 minutes. During this time, both the human resource
management project coach and intercultural competence project coach will ask
questions to each student about the case. Each student should be knowledgeable on
all aspects of the case and will receive an individual grade (see assessment for more
details).
6
3.3 Weekly planning

Table 1. Weekly schedule for sessions and deliverables.
Week W EEKLY S ESSIONS WEEKLY D ELIVERABLES ( ALIGNED WITH ASSESSMENT RUBRIC FOR TALENT MANAGEMENT IMPLEMENTATION PLAN )
3.1 Introduction to SCRUM Strategy driven human resource management:

and Trello session and - Formulate mission and business strategy for the company that aligns with the company’s vision. Use appropriate
two project sessions. (diagnostic) tools to justify choice of business strategy.
- Develop a suitable HR strategy for the company that matches its vision, mission, and business strategy. This will include
researching HR strategies and determining which HR strategy is most suitable for the company.
3.2 Two project sessions. Culture investigation and definition:

- Determine appropriate organizational cultures and values based on an analysis of both underlying similarities and
differences between two countries’ national and workplace cultures. Support your investigation and analysis with relevant
intercultural models and concrete data. Make sure that the organizational cultures and values matches the company’s
vision, mission, business strategy, and HR strategy.
Workforce planning:
- Conduct job analyses to develop job descriptions and specifications for all four positions (logistics coordinator, production
employee, administrative employee, and production supervisor).
3.3 Two project sessions. Recruiting employees and selecting new employees:
- Develop a plan detailing for each of the four positions how the company will find and recruit suitable candidates and which
tools and procedures will used to select the ideal candidates.
7
Week W EEKLY S ESSIONS WEEKLY D ELIVERABLES ( ALIGNED WITH ASSESSMENT RUBRIC FOR TALENT MANAGEMENT IMPLEMENTATION PLAN )
3.4 Two project sessions. Cultural promotion:

- Develop a cultural strategy that includes a description of (1) diversity management and/or diversity strategies, (2) the role
that organizational culture performs, (3) how to foster a strong culture in the working place, and (4) a list of risks and key
success factors or diversity management.
Learning, training, and development:

- Develop an onboarding plan detailing how new employees for each of the four positions will be onboarded in terms of
compliance, clarification, culture, and connection.
3.5 Two project sessions and Performance management and appraisal:

intercultural competence - Develop a performance management system that details the performance appraisal processes used by the company. Make
consultation session. sure that the system is aligned with the company’s vision, mission, business strategy, and HR strategy, as well as the other
HR practices.
- Develop a retention plan that details what measures the organization will take to retain employees.
3.6 Two project sessions. Ethics, diversity and inclusion, and socially responsible sustainability:
- Develop a code of conduct that details which norms, rules, and responsibilities are expected from employees.
3.7 Two project sessions. Action plan:

- Develop a feasible, logical, and responsible action plan that can be given to the general manager of the new location. This
action plan needs to be SMART and include (1) WHAT – a list of the practical activities, (2) WHEN – a preliminary timeline of
the activities that will take place, and (3) WHO – a team of employees who will assume the responsibility for managing these
activities.
‘3.8’ Case will be made Sunday 23:59:

available. Hand in talent management implementation plan.
‘3.9’ Case-based individual

assessment.
8
3.4 Course materials

There are no mandatory materials for the project. Optional supporting materials may
be published on the Blackboard page whenever applicable. Importantly, as mentioned
previously, the main concepts, frameworks, and theories that are to be used in the
project will be taught in CAB7. The main deliverables for the project coincide with the
lectures/seminars in CAB7. The reading materials for CAB7 are as follows:
• Lussier, R. N., & Hendon, J. R. (2021). Human Resource Management:
Functions, Applications, and Skill Development (International Student Edition)
(4th Edition). Sage Publications Inc.
o ISBN: 9781071840955
• Adler, N., & Gundersen, A. (2008). International Dimensions of Organizational
Behavior (5th Edition). Cengage Learning.
o ISBN 9780324360745
9
4 Assessment
Students will receive a final individual grade for PTM based on (1) a talent
management implementation plan (80%) and (2) a case-based individual
assessment (20%).
4.1 Talent management implementation plan (80%)

Students will be working in teams to develop a talent management implementation
plan (see Appendix B for the assessment rubrics). Students must apply the IBS Report
writing standards to write their report and (partially) meet the prerequisites. If the
prerequisites are not met, the report will not be graded and will result in a missed
opportunity. The Exam Board will be notified when there are suspicions of plagiarism
and/or inappropriate use of Artificial Intelligence-generated text. With regards to the
specific use of Artificial Intelligence, we use the following guidelines:
“Students are required to apply APA referencing for all sources. For guidance
regarding (academic) report writing, students should refer to their BUC course
materials, which also include information regarding plagiarism and how to avoid it.
Using AI-generated text as your own constitutes plagiarism, the so-called AI-assisted
plagiarism. Just like any other source of information, texts generated by AI language
models should be cited and referenced properly. Please check the recently
published guidelines by APA.org how to cite ChatGPT:
https://apastyle.apa.org/blog/how-to-cite-chatgpt
It is strongly advisable to request from ChatGPT the original sources used to provide
answers to questions, then check and cite the original sources. It is not advisable to
rely on ChatGPT for content without checking the original sources because it may
not have precise and up to date information. If you are using AI language models to
improve the grammar and language of your own text, you do not have to cite
ChatGPT because then you are using it as a tool for editing purposes.” (IBS
Graduation Project Handbook 2023/2024: pp. 13-14).
The talent management implementation plan is due in Week 8. One student from
each team needs to hand in the team assignment on the PTM Blackboard page (under
the Assignments & Hand-in folder). Reports received after the deadline will be graded
as a ‘missed opportunity’ and will not be assessed. The report will be graded within
fifteen workings after the deadline.
4.2 Case-based individual assessment (20%)

Students will be provided with a case in Week 8 and participate in a case-based
individual assessment that is held in Week 9 (see Appendix C for the assessment
rubrics and Appendix D for a mock case).
10
4.3 Final individual grade (100%)

The final individual grade for PTM is determined by weighing the grades for the talent
management implementation plan (80% of the grade) and the case-based
individual assessment (20% of the grade). Students pass the module if the grades
for both the talent management implementation plan and case-based individual
assessment are a 5,5 or higher. If the grade for either the talent management
implementation plan and/or case-based individual assessment is lower than a 5,5, the
students will fail the course, even if the final individual grade is above a 5,5.
4.4 Repair opportunities

If a student fails to obtain a passing final individual grade, they will get a second
opportunity in Period 4.
In case of a failed grade (or missed opportunity) for the talent management
implementation plan, the team will be offered an opportunity to repair the insufficient
parts of report and submit before the deadline in Week 8 of Period 4 on Sunday at
23:59. (There will be no scheduled project sessions for repair teams.)
In case of a failed grade (or missed opportunity) for the case-based individual
assessment, the student will be offered an opportunity to participate in another case-
based individual assessment in Week 9 of Period 4. Students that want to make use of
this opportunity should contact their human resource management project coach before
Week 8 of Period 4.
In case the second opportunity of the team assessment and/or individual
assessment also results in a failed grade or missed opportunity, the student will need
to resit the whole project in one of the next academic years.
11
A.Assessment matrix
Talent
Case-based Total Weight
Level management
individual per Learning
(Please check the respective boxes) implementation
assessment Outcome
Learning plan
Outcomes
Insight/
Knowledge Creation/
Understand- Application Analysis Evaluation
Reproduction Design
ing
Devise an appropriate HRM strategy X 8% 8%
Apply practices, tools and instruments for Talent
Management (including job analysis, recruiting, selection, X 48% 48%
onboarding, appraisal and retention)
Analyze the impact of organizational change on HR
X 10% 10%
management and apply this knowledge in a case study
Demonstrate the ability to manage the impact of culture
X 10% 10%
on HR-related decisions
Explain the critical success factors of intercultural
X 8% 8%
management
Analyze and explain the impact of intercultural
X 8% 8%
management on team performance and business results
Demonstrate the ability to write a code of conduct for an
X 8% 8%
organization
Total 80% 20% 100%
12
B.Assessment rubric for talent management

implementation plan
Report prerequisites (team)
Focus: Insufficient Good
1. Word limit Word limit of 8,500 words exceeded (including Within word limit of 8,500 words (including introduction up to
introduction up to recommendations; excluding executive recommendations; excluding executive summary, tables, figures,
summary, tables, figures, appendices, and references). appendices, and references).
2. Plagiarism check Plagiarism software checked. Plagiarism suspected: Plagiarism software checked. No plagiarism suspected.
report submitted to Exam Board for further advice
3. Structure Report sections missing, incomplete, out of order or fail to Required report sections are present, complete and in order, and
serve their function. Text is not well-organized, they serve their function. Text is well-organized and coherent,
incorporating few cohesive devices and reading as using a limited range of cohesive devices and structured in clear,
choppy. Paragraphs are not structured logically or linked logical paragraphs.
to each other.
4. Layout Poor design leading to a sloppy impression and/or Pleasing consistent design, with good use of color and spacing.
readability issues. Graphics too small. Poor use of color. Graphics are appropriately sized and labelled.
Inconsistent.
5. Language Use of specialized terminology is somewhat limited. Appropriately uses the complete range of technical vocabulary
Register is occasionally informal. Mistakes are infrequent, common to his/ her area of specialization. No significant
non-systematic and do not affect understanding but might vocabulary errors. Consistently maintains a high degree of
‘irritate’ the reader. Standard punctuation, capitalization, grammatical accuracy; errors are rare and difficult to spot.
and spelling with limited errors. (CEFR B2) Register is entirely formal. Standard punctuation, capitalization,
and spelling with virtually no errors. (CEFR C1)
6. Referencing Sources are not acknowledged (missing citations). APA is APA is used with minor occasional inconsistencies. Source
not used or poorly applied, making it difficult to find the material is incorporated effectively, although there might be some
sources. Source material is not incorporated effectively obvious shifts in tone and awkwardness.
into own text.
Report contents (team)

Focus: Below Standard (<5,5) Standard (5,5-7,9) Above Standard (>7,9)
7. Strategy driven Mission, business strategy, and/or HR Mission, business strategy, and/or HR Mission, business strategy, and/or HR
human resource strategy are missing, unclear or strategy are appropriate with some strategy are appropriate with clear
management (10%; inappropriate. justification of why strategy was chosen. justification, good match with the overall
assessed by HR business vision
coach)
8. Culture Culture investigation is not evidence- Culture investigation is based on Culture investigation is well-researched
investigation and based or intuitive. Culture definition is statistical data. Culture definition is with enriching support of statistical data.
definition (10%; unclear, incomplete, or lacking details. presented with sufficient detail. Culture definition is in a high level of
assessed by ICB detail and with logical justification and
coach) linking to the business strategy.
9. Workforce planning One or more job analyses, descriptions, All four job analyses, descriptions, and All four job analyses, descriptions, and
(10%; assessed by and specifications are missing, specifications are presented with specifications are presented with a high
HR coach) incomplete or lacking details. sufficient level of detail for each position. level of detail for each position, in line
with the company's strategy .
10. Recruiting Recruitment and selection plan is Recruitment and selection plan covers Recruitment and selection plan details all
employees and missing, incomplete or lacking details. most of the aspects of recruitment and aspects of responsible recruitment and
selecting new selection for all four job positions. selection for all four job positions.
employees (10%;
assessed by HR
coach)
11. Cultural promotion Culture strategy is unclear, incomplete, Culture strategy is presented with Culture strategy is presented in a high
(10%; assessed by or lacking details, and the justifications sufficient detail, and the justifications are level of detail, with coherent and logical
ICB coach) are illogical and incoherent. relatively logical but inconsistent. justification.
12. Learning, training, Onboarding plan is unclear, unspecific Onboarding plan is presented with a Onboarding plan is detailed and specific,
and development and incomplete. sufficient level of detail, timeline and with complete and thorough justification,
(10%; assessed by activities are given. includes timeline and clearly defined and
HR coach) detailed activities (and responsibilities).
13. Performance Performance management system is Performance management system is Performance management system is
management and missing or lacking details. Retention plan suitable and described with some detailed with complete and thorough
appraisal (20%; is missing or lacking details. justification. Retention plan is detailed
13
assessed by HR justification. Retention plan addresses and covers all possible issues that affect
coach) some of the issues that affect turnover. turnover.
14. Ethics, diversity Code of conduct is missing or lacking Code of conduct adequately covers Code of conduct covers ethical aspects
and inclusion, and details or lacking alignment with the ethical aspects and is sufficiently aligned and is very well aligned with the
socially responsible company’s vision and/or mission. with the company’s vision and mission. company’s vision and mission using a
sustainability (10%; high level of detail.
assessed by HR
coach)
15. Action plan (10%; Action plan is missing or lacking details. Action plan addresses some of the Action plan is detailed and covers all
assessed by HR issues, timeline is given. issue, timeline is SMART.
coach)
14
C.Assessment rubric for case-based

individual assessment
Case-based individual assessment
Focus: Below Standard (<5,5) Standard (5,5-7,9) Above Standard (>7,9)
16. Individual Clear gaps of are evident. Student is Shows sufficient knowledge. In most Shows in-depth knowledge. In (almost)
knowledge of subjects repeatedly not able to answer questions instances, student is able to answer all instances, student is able to answer
(Human Resource correctly and adequately. questions correctly and adequately. correctly and adequately.
Management,
Intercultural
Competence in
Business, and
Corporate Social
Responsibility) and
talent management
implementation plan
(assessed by both HR
and ICB coaches)
15
D.Mock case for case-based individual

assessment
A bit of historical context
T.Ents & Co. is a Dutch tent manufacturing company that has been in business
for over 10 years. The company has been very successful in the last 5 years,
experiencing an annual growth rate of 15% compared to an industry average of only
10%. The headquarters are located in Amsterdam and currently employs 200
employees with manufacturing sites in Belgium, Germany, and the Netherlands.
Due to its success, the company recently made the strategic decision to expand
into the outdoor apparel market, producing sustainable clothing. The name for the new
business venture would be CLOutdoor, with the business vision: “to make delightful
outdoor life commonplace through sustainable clothing”. A feasibility study suggested
that a new production site close to Hamburg would be viable and a Dutch general
manager had been appointed to set up and manage the new production site. As the
HR team based at the headquarters in Amsterdam, you were asked to support the
general manager with the talent management process by writing a talent management
implementation plan.
The current situation

As is often the case with reality, several things have happened while writing the
talent management implementation plan that have affected its feasibility and
usefulness. Specifically, due to shortages on the German labor market and changes in
local regulation, it is going to be very challenging for T.Ents & Co. to hire qualified and
affordable personnel. Not following through with expanding operations into the outdoor
apparel market, however, would seriously hamper the company’s competitive position.
Accordingly, management headquartered in Amsterdam has asked you to look
into alternative ways for the company to realize production facilities on relatively short
notice. One suggestion by management is to change the production process by using
a certain set of machinery that is produced by a company in Malaysia. Because this
machinery is so complex, it can only be operated by qualified personnel trained by the
company in Malaysia, whom have to be expatriated to the production facility in
Hamburg. This may have immense implications for the company’s human resources
policy as well as its intercultural management.
As another alternative, management has suggested that the production facility in
Hamburg is called off and that T.Ents & Co. is to move its production facilities to low-
wage countries, such as Bangladesh, Bulgaria, Columbia, or Sierra Leone.
Besides these two alternatives, management is also open to other suggestions.
16

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PTM1 / Project Talent

International Business (4YB) /

2.1 Problem statement

2.2 Project assignment

2.3 Talent management implementation plan

3 Organization and planning

3.1 Roles and responsibilities

3.2 Scheduled sessions

3.2.1 Introduction to SCRUM and Trello

3.2.2 Project sessions

3.2.3 Intercultural competence consultation session

3.2.4 Case-based individual assessment

3.3 Weekly planning

3.1 Introduction to SCRUM Strategy driven human resource management:

3.2 Two project sessions. Culture investigation and definition:

3.4 Two project sessions. Cultural promotion:

Learning, training, and development:

3.5 Two project sessions and Performance management and appraisal:

3.7 Two project sessions. Action plan:

‘3.8’ Case will be made Sunday 23:59:

‘3.9’ Case-based individual

3.4 Course materials

4.1 Talent management implementation plan (80%)

4.2 Case-based individual assessment (20%)

4.3 Final individual grade (100%)

4.4 Repair opportunities

Total 80% 20% 100%

B.Assessment rubric for talent management

Report contents (team)

C.Assessment rubric for case-based

D.Mock case for case-based individual

The current situation

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