A. P. Møller †Maersk Group (Maersk) Human Resource...

Introduction My 48 hour exam project is a case study of A. P. Mà ¸ller – Maersk Group (Maersk); the objective of my assignment is to elaborate on Maersk`s talent management challenge, focused on development. Furthermore I will describe the cosmos of Maersk learning and competence development and provide alternative angles of conducting in this cosmos, in accordance with my own perspective. My ontological standpoint for this exam is constructivism (Olsen amp; Pedersen, 2005). The reality perceived is therefore not objective but created, or constructed, by man’s interpretation. This does not signify that I will avoid handling theories that are ontological objectivistic in order to discuss and compliment the various learning and†¦show more content†¦The latter mentioned experiences can be seen as a way of developing the Maersk employee’s competences (Wahlgreen, 2002). Which one of the latter mentioned experiences that works best, is according to my standpoing depending on the individual employee that it is applied on; this correlates with the Maersk initiative â€Å"talent intimacy†, where the managers were encouraged to acquire the knowledge on how each of their individual employees learns best (Case, Page 10) In order to understand the terms learning and competence, one has to understand the similarities and contrasts between them. According to Hermann learning is a process were competencies is enabled. Learning is consequently the most important part of the competence development process (Hermann, 2003). In the case of talent intimacy Maersk is therefore able to archive competence development by the managers acting on behalf of Maersk, to learn about the individual employees; hence, the organization is learning. The latter correlates with Argyris amp; Scà ¶ns theory of Organizational Learning (Argyris amp; Scà ¶ns, 1996); the talent intimacy process encouraged the managers to act as agents (Argyris amp; Scà ¶ns, 1996) which enabled Maersk to learn as an comprised entity, containing individuals. This can be seen as a shift away from the more objective way of evaluating and developing the employees that Maersk made use of before