Kerstin Berger (B)
Confounding all expectations, Tina Orton returns to L-Bank several months after her breakdown /burnout. Her former colleague Kerstin Berger is now her boss. Berger, Orton and the entire L-Bank IT organization have to learn to deal with the complex and potentially embarrassing situations associated with burnout and re-integration, and more importantly, to try to head off other such situations in the future. By the end of the case, with support from Berger, Orton has become a highly-valued project manager and a mentor to others. She particularly dedicates herself to improving the company’s recruitment and induction processes.
To see that people in even the most difficult situations can recover and grow; to illustrate that any HR process is only as good as the people that implement it; to test assumptions about what it means to be successful, to burn out, to be resilient, and to learn.
2006
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