FROM FIELD SERVICE TO VALUE-ADDED PARTNER: DESIGNING AN INTEGRATED TALENT MANAGEMENT FRAMEWORK FOR THE 2030 STRATEGY TRANSFORMATION
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2026-09-28Downloads
Abstract
Regional consolidation leaves multinational IT functions with thin local teams whose value must be argued rather than assumed, which makes role transformation a condition of their continued relevance. This study asks why a twelve-person IT field service team covering Thailand, Indonesia, and the Philippines was not moving toward the three value-added roles named in its own 2030 strategy and designs a talent management framework in response. In a single-case census, ten associates and the team lead were interviewed on the five ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) conditions of individual change readiness, the company engagement survey was read through the McKinsey Organizational Health Index, and eleven associates self-assessed their proficiency for each target role. The entering hypothesis, that career insecurity suppressed willingness, was not supported: no account reported unwillingness. Roles were named but not scoped, recognition was not matched by reward, and development competed with an operational load that had not been reduced. The framework has three pillars (role architecture, a role-specific competency model, and performance criteria that attach a consequence to movement) resting on protected development capacity. The study contributes a convergent two-level diagnostic and a design rule: judge development on observable progress, not inferred disposition.
Keywords:
change readiness organizational health role clarity role transformation talent managementReferences
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