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12 Case Studies of Companies that Revised How They Compensate Employees

S HRM has partnered with ChiefExecutive.net to bring you relevant articles on key HR topics and strategies.

Higher compensation is part of the ransom for dealing with the pandemic for most American companies and industries. So salaries, wages, benefits and perks will cost them more—perhaps a lot more—in the year ahead.

The way CEOs and CHROs can make sure the Great Raise works to their companies' advantage is to be proactive, creative and equitable about it. Yet they also must weigh strategically the demands of the moment with their long-term compensation strategy.

"This is a time for real balance when it comes to how you deal with retention and attraction," said Paul Knopp, chair and CEO of KPMG US. "We all have to make sure we meet the market when it comes to base compensation, but the market has changed in a way that you also have to look at those benefits that are most attractive to employees for their careers."

While median full-time earnings of $1,001 per week in the third quarter of 2021 were nearly 9% higher than two years earlier, according to the Labor Department, expectations for 2022 remain frothy given the tight market for talent, the free-agent ethos encouraged by remote work, the geographic reshuffling of workers and decades-high inflation. U.S. wages will increase by 3.9 percent in 2022, according to the Conference Board, the highest rate since 2008.

The compensation surge is occurring at the high end, at a low end that's getting higher and everywhere in between. Goldman Sachs, for example, is offering paid leave for pregnancy loss and expanding the amount of time employees can take for bereavement leave while also boosting its retirement-fund matching contributions for U.S. employees to 6% of total compensation, or 8% for those making $125,000 a year or less.

Meanwhile, at Tyson Foods' chicken-processing plant in New Holland, Pa., the company has started offering a three-day workweek, plus pay for a fourth day that retains employees' status as full-time workers. Just for good measure, Tyson has created a $3,000 sign-on bonus for new hires.

"We're in a bidding war for talent that will go on for a long time," said Alan Beaulieu, president of ITR Economics.

For CEOs and CHROs, several new factors demand their attention along with the overall spike in compensation. They include:

• The end of retention. The "idea of a long-term commitment to one employer has been dead for a while, but it's really dead now," said Dave Roberson, CEO of the RoseRyan financial consulting firm. "You must have a stream of people. Assume you're going to be replacing people. So how do you keep the people you have, if you can, but also bring the next group in?"
• High-balling. A deal to recruit someone may not really be a deal these days. "You've made an offer and you think you've got a hire, and then they're asking for $5,000 or $10,000 more," said David Lewis, CEO of OperationsInc, an HR consulting firm. "Now you have to ask yourself what makes more sense strategically: say no and hold the line and lose the candidate and restart the process, not knowing how that will work out? Blow up your compensation structure? Or as a Band-Aid, give that person a sign-on bonus in hopes that the package will get them in the door?"
• Need for equalization. Recruiting with higher compensation also requires boosting pay and benefits for retention. "You need to be mindful of what you're paying others in the organization and understand the detrimental impact it will have when you bring someone in alongside a tenured employee," Lewis said. "Operate on the idea that everyone's salary is basically posted on the pantry door in your office."
• A focus on mental health. The pandemic, anti-contagion measures and the takeover of remote work has left many Americans isolated, confused, lonely—or at least disjointed. And they expect their employers to help them cope and adjust.

"Mental health is a real thing, regardless of how [a previous generation of leaders] feel and what we did," said Jeffrey Immelt, former CEO of General Electric. "Particularly post-Covid, it's something worth your time to try to understand."

Many Fortune 500 companies already offered mental-health benefits, but by now "mental health is just a place setter: You've got to have it in place to be competitive in the market today, across the board," said Richard Chaifetz, founder and CEO of ComPsych, a large provider of employee-assistance programs. "Companies understand the importance of keeping their people functioning at the highest level."

Codility, for example, has begun supplying all employees with 27 days of paid time off per year plus four mental-health days, which don't have to be approved. "We're offering these days in addition to personal-time-off days to recognize and bring to light the importance of mental health," said Natalia Panowicz, CEO of the platform that evaluates the skills of software engineers, with its U.S. hub in San Francisco.

CHRO360.com asked a dozen CEOs, CHROs and other top executives about their compensation strategies and practices for 2022. Here are some of their ideas:

Let Them Name Their Salary

Chris kovalik, ceo, rushdown revolt, a video-game maker in new york city.

We started as 12 part-timers, mostly people who were giving me their moonlight hours. That's not a lot different from now, except now we have 75 people. The magic of what we do is that we don't recruit anybody. We're just a magnet. We let people come to us.

When it comes to compensation, some say they wanted to volunteer, that they weren't expecting compensation. But we never, ever allow people to volunteer their time for us. So we say our company minimum wage is $15 an hour, and if you insist, we can pay you that per hour.

But generally people come to us with an expectation of compensation because they see that we're making money. When compensation came up, we'd say, "I don't know what your skill set is. I've never hired you before. How much do you think you're worth, and how much do you need?"

If every hour we're compensating them for the amount of money they want and need, if someone is part-time and only giving me 10 hours a week, I'd argue that they're giving me their best 10 hours. Because they're getting paid what they want and doing things that they want to be attached to and be part of.

There's no pattern to the compensation requests. If their number is too low, we'll say, "Are you sure? Are you just giving me a low-ball number I'll say yes to?" If it's high, I don't talk them down, but I ask them to justify it, and if the justification isn't adequate, what I say is, "How long do you think you'll need to prove that justification? Two to three weeks? Then let's pay you two-third to three-quarters of what you asked, and if you prove it, we'll go up to whatever you said."

Tailor Package for Youth Appeal

Ronald hall jr., ceo, bridgewater interiors, an auto-seat maker in detroit.

We enjoyed very low turnover pre-Covid, but during the last two years we have had to replace probably one-third of our workforce at our largest facility, about the same number from termination as voluntary. So we've had to work harder than ever to recruit.

Our most-tenured employees, who are the most highly trained, have had to pick up the slack, working record amounts of overtime and less-predictable production schedules.

In our upcoming negotiations with the United Auto Workers, we're trying to emphasize short-term bonuses rather than wage increases that get baked into our costs. But we have continued health insurance through the pandemic as well as our tuition-reimbursement program, and many employees have thanked me for that.

What I am hearing from new employees is that they're not as interested in benefits but rather in higher cash wages. We've long touted benefits like our generous 401(k) matching and better medical coverage versus our peers, but we're finding that doesn't resonate as readily now as it did a decade ago. So I've asked my team: Should we be looking at some kind of hybrid model of offering higher wages to people who want those and move those dollars from the benefits side to the wages side?

We've also looked at providing childcare in a partnering arrangement where there could be a center developed near our facilities, and we would arrange for some sort of company subsidy or guarantee some level of attendance. The challenge with that is the auto industry runs around the clock, and you'd need a daycare provider who'd be committed to opening around the clock and provide legal, regulated, benchmark-standard levels of care to all those children in the off hours.

Equalize as You Acquire

Diane dooley, chro, world insurance, a business and personal insurer in tinton falls, n.j..

We onboarded about 800 employees in 2021 through acquisitions of small agencies and organic growth, but there had been no compensation modeling. Now we're building out our compensation philosophy with commission plans, incentives and bonuses, centralizing components and ensuring we have the right framework.

When we do an acquisition, we might retain their compensation model for a year or two years then slowly migrate, but make sure employees aren't taking a cut in pay. We are also capitalizing commissions into base compensation—identifying what commissions would have been and what they will be, and recognizing roles that are moving away from a commission base.

Some agencies we acquire are smaller and may be below-market for total compensation. Now we're addressing those concerns. They need to be more front and center. We must do everything to retain our employee population. If they're woefully underpaid, or not at market, we risk losing people, and we don't want to do that.

Educating the owners of some of the agencies [we acquire] is a piece of this. As we partner with them, we are evaluating them and asking, "Did you give people an increase this year?" We're not telling them what to do but providing guidance about what to do.

We're also modifying and increasing our benefits, such as giving employees pet insurance. And making counteroffers is a critical piece today, usually for high-end employees. They work better than they used to because not a lot of people really want to make a move in this environment.

Innovate for the New World

Jason medley, chief people officer, codility, a provider of skill-evaluation software in london.

We really have to step back and be innovative and force ourselves to change. The companies that are going to win are going to be more progressive early and not fighting what's happening.

One thing we've done is change our outdated compensation models that give higher pay to employees living in tech hubs like San Francisco and New York and lower compensation for areas inside the coasts. Now, we've created a United States-wide salary band, so no matter where you live, the compensation is based on the role, not the location. You can go live and work wherever you want to.

We decided to approach compensation through a very human lens. People have seasonality in life, and maybe they are caregivers at different moments and want to live in different places. We want to be as flexible as possible, and this country band gives us that flexibility.

We are starting to see the same thing in Europe, where we have our headquarters in London and offices in Berlin and Warsaw, and employees all over, especially in Poland. People are wanting to live in the countryside of Spain but demanding a London salary. So we are transitioning to one European Union band and saying, "Here is your rate—live where you want to."

We are also seeing that with global warming, it's harder to get work done for people on the west coast of the U.S. and in Europe, because they didn't build homes with air conditioning. If you're sitting in a house at 90 degrees with no air conditioning, there's no way your performance is the same as someone with AC. Supplementing air conditioning isn't something we thought about before, but now we're very much having to look at those things.

Stay Ahead of Expectations

Traci tapani, ceo, wyoming machine, a sheet-metal fabricator in stacy, minn..

Our wages have gone up by about 20% for the typical worker. When I found people I could hire, I knew they were being brought in at an hourly rate that was too high for what I was paying my incumbent workers.

My strategy has been to be proactive about that and not wait for [existing] employees to say something about it or give them a reason to look for another job. We're proactively making wage adjustments to make sure our incumbent workers are in line.

Employees will leave for more money, so they're very appreciative of it. But in my shop, I also know that people like working here, and I know they don't want to leave. I don't want to give them a reason. If they can get an increase in pay that's substantial, I know that I can cut them off at the pass. Retaining my workforce is my No. 1 strategy. They're already here, and I'm going to do everything I can to keep them.

For that reason, we've also been more generous as time has gone on with paid time off, offering it sooner than we once would have, especially for new workers. We recognize that it's healthy for people to be away from work and also, in the pandemic, people need to be away from work. Knowing they have some paid time off makes it easier for them.

Leverage Benefits for DE&I

Mark newman, ceo, chemours, a chemical manufacturer in wilmington, del..

In general our company hasn't seen the Great Resignation. And in fact, we continue to believe our focus on being a great place to work is serving us well, along with appropriate benchmarking on compensation issues.

Chemours  is  a great place to work. We survey our employees every year, to improve our working environment from a compensation and benefits perspective. Also, from the [diversity, equity and inclusion] perspective, we're trying to make sure we tap into the full breadth of talent in our industry.

That means, for instance, we are helping people more with college loans. We are offering same-sex [marriage] benefits. We are providing more family leave for people who have kids. There is clearly an aspect of our benefits package that is evolving to be consistent with our strategy of making Chemours a great place to work.

Overall, we view compensation as something where we want to be either in the median or upper quartile. It's something we're very focused on from both a wage as well as benefit level. From Covid, there's been no fundamental change as it relates to us wanting to be in the median to top quartile.

We've had to make some local adjustments where the labor market is more super-charged. For example, we see a lot of that in the Gulf Coast region, especially with oil prices coming back, and petrochemicals and refining. But it's very much a regional factor. So if industries are moving to a certain region, like the South, you have to make sure you stay current with local benchmarks.

Offer Skin in the Game

Cesar herrera, ceo, yuvo health, a healthcare administrator in new york city.

We're a year-old company that provides tech-enabled administrative solutions for community health centers across the U.S. that are specifically focused on providing primary-care services for low-income individuals. We have a team of about 10 people right now, and we have a number of open roles and positions where we're likely going to be tripling the size of our team in 2022.

Google can compensate well above the market rate. We don't have that since we're an early-stage organization. What we do have as levers aren't up-front financial compensation but equity, support in your role and a relatively flat organization where you can have significant autonomy.

A lot of individuals are going to be driven by the mission; that's the case with the entire founding team. We've made sacrifices to create this organization. So you can come in at a meaningful position with a lot of decision-making.

But one of the biggest carrots we can give is, if you accept the lower pay and the risk that comes with an early-stage organization, you can have meaningful equity in the company. We have an options pool which is not to exceed 10% ownership of the organization, and as we grow and scale, we increase that options pool. For senior-level leaders, we do expect to be able to distribute up to 10% of the company to them.

Pay Extra for Continuity

Corey stowell, vice president of human resources, webasto americas, a maker of automotive sunroofs in auburn hills, mich..

We had to recruit for several hundred new openings at a brand-new facility right at the beginning of the pandemic. So we instituted an attendance bonus. For those who worked all their hours in a week, we paid an additional $3 an hour. We really had to keep it short-term, so we paid it weekly. If you wanted to pay it every month, you couldn't do it, because people needed that instant gratification.

Otherwise they could get it on unemployment. With our pay rate, they could earn more to stay at home and collect unemployment, a significant amount more than they could earn than working for us. So we also had to increase our wages, and we increased them by more than 20% in some classifications [in the summer of 2020].

We've filled all of our positions, but it's still a challenging market. We've had to increase all our wages, with the lowest for a position being $17 an hour, on up to $30 an hour.

We also have offered stay bonuses of $500 a month for three consecutive months, up to $1,500. And for hourly employees we've instituted a different attendance policy, where they can earn two hours of paid personal time for so many hours that they work consecutively with no attendance issues.

The key is the schedule—we can prepare and get someone to cover. That's easier to do than just managing whoever's going to come in today. In this environment, that really has changed with our workforce, and it's tough to rely on our current workforce.

Give Them the Keys

Elliott rodgers, chief people officer, project44, a freight-tracking software provider in chicago.

We have equipped and subsidized a van that we call Romeo, which employees can use to combine work with personal uses like family road trips. We cover the cost of the rental. It's a luxury van that comes equipped with a bed, a toilet and shower, Wi-Fi, device charging and a desktop workspace. And it's pet friendly.

We started it as a pilot project and reservations were full within 10 minutes of when we posted it internally. Then we extended it into 2022. By the end of 2021, more than 20 unique team members completed or nearly completed reservations. They've ventured out to places spanning Mount Rushmore and the Badlands; Rocky Mountain National Park; Salem, Mass.; and Pennsylvania. A pretty broad number of places.

It's something we're really proud of. It allows our team members the opportunity to work in a lot of different places while still being connected to us. And they've appreciated the opportunities to stay connected, but also be connected in other ways with nature and other places in the world. They can maintain their perspective while also continuing to contribute to their role in a productive way.

When you place a team member at the center of what they'd want in an experience like that, the value of it answers itself. It creates a comfort level where it provides the necessities for you to be able to continue to work, and you can work from anywhere. It's the best of both worlds. It's one thing to find that on your own but another to have that accessible to you via work, but done in a way that caters to you.

Help Them Come, Go—and Stay

Aamir paul, country president - u.s., schneider electric, a maker of electrical distribution and control products in andover, mass..

With our knowledge workforce, it's been about intentional flexibility. So, for instance, we launched a "returnship" program for women who'd left the workforce but might want to come back even at reduced hours. That means 20, 30, up to 40 hours a week, and we're finding some incredibly talented people who haven't been in the workforce.

This program is available to men as well. If there's a field engineer who's been in the electrical industry for 35 years and he's now retiring, but he's five years from getting his medical benefits, we say: Don't retire. Go on the program. Work 20 hours a week. Work from home. We'll reduce your pay proportionally, but we will couple you with three university hires, and they will call you on Microsoft Teams and show you what's happening on the job site, and you're going to walk them through it. Work just three days a week. We'll cover your benefits.

We've also expanded the parental leave policy, which already was one of the best in the industrial sector. And we created a way for people to buy more time off without having to leave their positions. They apply for more unpaid time off and we allow them to retain their position and seniority and allow them to work through whatever life event it is.

We landed on six weeks for the maximum. In the most intense industries—such as a fighter pilot or a surgeon—they've found that six weeks of being out of the rotation allows them to re-set. So that's what we did. Before, the limit was two weeks.

Give Sway to Local Management

Tom salmon, ceo, berry global, a maker of plastic packaging in evansville, ind..

We've got to be competitive in all the geographies we serve. We have 295 sites around the world and manage our employees in those sites geographically. Every geography will be a different labor environment. There are different criteria that employees are looking for. It's not just about wages but taking everything into consideration.

We let local management handle things with their insight about wages and competition. They're hearing directly from employees about what they like and don't like, what they want more of and less of. It's a site-by-site discussion.

For example, at some sites, it may be important for employees to be able to access the internet at lunch; at other sites, they may not value that as much. Some want a more advanced locker facility, with different shower facilities. That includes the southwestern United States, where the temperatures are warmer; but in New England, some might not want that.

In any event, if you treat these things locally, you're going to be able to affect that local population and address the need of that geography. If you blanket something across our entire plant population, you may provide something that's not desired or needed.

We depend on our local management to respond to the different demands in terms of compensation and benefits at their sites. The better the front-line leadership is, and the more satisfied their team is, the higher our retention rate and productivity and safety performance. So these leaders participate in profit-sharing plans for those respective sites, because they have a great influence on the success of a given facility.

Focus Benefits on Flexibility

Paul knopp, chair and ceo, kpmg us, a financial consulting firm in new york.

We announced a new package of enhancements to our benefits and compensation, tied to mental, physical, social and financial well-being. These increases are the biggest in the history of the company. You have to make sure your base compensation meets the market, but you also must have attractive benefits.

For example, we cut healthcare premiums by 10% for 2022 with no change in benefit levels, and we introduced healthcare advocacy services. We are replacing our current 401(k) match and pension programs with a single, automatic company-funded contribution within the plan that's equal to 6% to 8% of eligible pay.

As part of this, we're focusing on the crucial element of ensuring that employees know you're watching out for them. They also are looking for flexibility—you don't want to under-index on how important that is. So we also are providing up to three weeks additional caregiver leave, separate and apart from PTO. And all parents will receive 12 weeks of paid parental leave, in addition to disability leave for employees who give birth, allowing some up to 22 weeks of paid leave. We also have expanded our holiday calendar to now include Juneteenth.

Dale Buss is a long-time contributor to Chief Executive, Forbes, The Wall Street Journal and other business publications. He lives in Michigan.

This article is adapted from www.ChiefExecutive.net with permission from Chief Executive. C 2022. All rights reserved.

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• September 26, 2022

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HR as a function has undeniable importance from a business management perspective. With the advancement in technology, 2022 saw a huge technological shift in this aspect of business management as well. Apart from digitizing all other business aspects, organizations have begun to incorporate technology and data into HR practices as well.

HR Analytics Case Studies with Business Impact and its benefits are listed below:

An american mnc reduces attrition using people analytics and forecasting.

Case: This American MNC is a client of PeopleStrong and is suffering from a high turnover of employees at five locations. The company intended to install analytics in order to evaluate the main drivers of attrition and do forecasting for their occurrence at different business locations.

Solution: An integrated tool for workforce analytics was created and implemented. This tool could capture attrition results and their drivers and do a forecasting based on trends.

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Result: The forecasting report predicted that 500 of the 5000 employees were going to quit in the next 6 months. Better employee retention policies were designed which included rewards and incentives apart from better people strategies. Even though 250 people still left, the figure was 50% lower than the prediction.

Under Armour digitized employee recruitment and enhanced employee experience

Case: Under Armour, an American organization dealing with the manufacture of sports and casual apparel and footwear, is a global company. With more than 130 global outlets and 8500 employees, their ATS system received more than 30,000 resumes in a month. Thus, hiring was a cumbersome process for them as well as candidates applying for a job.

Solution: They engaged in a digital recruitment system called Hirevue. With Hirevue, managers could create interviews with candidates with the help of pre-recorded questions. This screening process helped managers call in only employees who met their requirements for webcam or mobile recorded interviews.

Result: Managers could now hire new employees much more quickly. There was a 35% reduction in time in the overall interview to the hiring process. Talent quality also improved.

These above case studies show the emerging trend of incorporating analytics in the HR function of business management . This can also be seen to have positive results in the recruitment and retention processes. 

Human resource management is quite a recent term. Employees are treated with a lot of respect and regard nowadays compared to earlier. There were times when workers were considered to be expendable and they had few rights. Working conditions were miserable and people had no say in how organizations are operated or in the way they were treated. The industrial revolution is what brought changes. Companies started realizing that keeping employees loyal was essential for running businesses smoothly.  

Caring For Employees During The Industrial Revolution

Courses for human resources certification online teach that before the industrial revolution there were hardly any large industries and a need for managing workers was not felt. Working conditions were dangerous for them and pay was hardly commensurate with what work they did. In the late 1900s, companies like the UK-based Cadbury and Jacob from Ireland appointed welfare officers. These firms introduced a system of payment during sick leaves and cheap housing for employees.

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It was F W Taylor during the early twentieth century who introduced a system for managing staff. He believed that people could be trained to become experts in certain jobs. The famous carmaker Ford adopted his methods. Tools in manpower management like job analysis, employee selection procedures, and training methods were introduced during this period. Certain fast food organizations also adopted Taylor’s theories. His mistake was that he did not think people can get bored with doing the same job.

Employee Management During The World Wars

Two events that changed many things for us are the first and second world wars. Employee unions had been formed during the first world war. As men went to fight wars, women came to be seen more in workplaces. In your HR training certification by IIM Raipur , you will learn how companies had to think about managing workers and form new rules. Recruitment, dismissal, bonus, and absence from work came under the scope of manpower management.

Researchers like Elton May opined that factors like motivation, job satisfaction, leadership skills, and group dynamics could influence performance. The improvement in the economy after the war saw many firms adopting a more flexible approach to staff members. Big companies used employee benefits to lure and retain people. Personnel and welfare work was in full swing during the second world war, but it was done in a bureaucratic style as government-run firms influenced law-making.

The Post-War Scenario

The 60s were not good times for industrial relations as it was found that none of the entities involved in negotiation had skills to discuss issues of employees. As the decade came to an end, employment opportunities improved, and along with this, people management techniques began to be used. When you study human resources certification online courses you will know that terms like motivation, organizational behavior, and management training were heard more commonly.

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In the seventies, much was talked about rewarding employees. The next two decades saw economies sliding and companies becoming less profitable. But it was also then that many organizations realized the importance of retaining people. They began looking at workers as an asset that must be taken care of if the firm wants to have an edge over competitors. Humans started to be regarded as resources that need to be effectively managed. Human Resource Management was born.

The Nineties To Now

It is no more only personnel management and administrative tasks for workforce heads. The HR training certification by IIM Raipur will tell you that it is more about employee engagement and development that people managers are tasked with now. Human resource departments are strengthening the culture in an organization and finding people who can fit that environment. They are also tasked with ensuring that every employee gets an opportunity to use his or her talents for the benefit of their companies.

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HR managers are more focused on workers than on processes. This department is also gaining more importance as management’s realize a need to attract and retain the best talents available in the market. HR leaders find themselves among the C-suite as their role in getting the best out of employees is increasing. They must understand the needs of a more diverse, multicultural, and multigenerational workforce and ensure to fulfill them. Retention of good hands has assumed much importance nowadays.

The Future Of HR Management

  The human resources certification online courses will teach that it is not just enough to employ and retain people, but they must also be trained and developed. The speed at which new technologies emerge, there is a need to keep employees abreast of modern developments. HR managers must continuously update themselves with modern technology and arrange training programs to empower workers with new skills. The journey of staff members in an enterprise will be that of continuous learning.

Acquiring best talents and retaining them will remain the focus of any progressive organization. People managers will have to find innovative means to attract those who are equipped with the latest skills required for a job. Engaging with prospective employees through social media platforms will be practiced by more HR heads. There will be increased use of automation for screening resumes and conducting initial interviews. This will speed up the process and reduce costs.

HR departments will be trying innovative methods to improve employee experience in the company. They will find out the requirements of the new breed of recruits. Learning opportunities will be improved. Promotions and salary hikes will no longer be based on experience or seniority. New procedures for evaluating employees will be used. Getting HR training certification by IIM Raipur will teach new methods that are used by global enterprises for appraisal and rewarding.

Looking at the evolution of human resource management can show you that there has been a shift from looking at employees as only a means to achieve company objectives, treating them as individuals, and satisfying their needs. There is a realization that it is equally important to ensure that their goals are achieved and these objectives are in line with that of the organization. HR departments will play a more important role as retaining good talent becomes crucial. Combining the human force with machines and using that synergy will be highly important in the future.

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A Guide to Human Resources Management Case Studies

Human Resource Management case studies provide valuable insights into the challenges faced by HR professionals in diverse workplaces. In this comprehensive guide, we will explore real-life examples of HRM in action, showcasing the strategies and solutions implemented to tackle various HR challenges.

Key Takeaways:

• Human Resources Management Case Studies offer practical insights for HR professionals.
• Real-life examples highlight strategies and solutions for overcoming HR challenges.
• Case studies showcase the importance of effective HR strategies in organizational success.
• Diverse scenarios demonstrate the application of HRM practices in different workplaces.
• Continuous learning and adaptation are crucial for HR professionals to stay effective.

The Changing Landscape of HRM

In the rapidly evolving global business environment, Human Resources Management (HRM) is constantly adapting to new trends and challenges. From the emergence of emerging markets to the digitalization of workplaces, HR professionals have had to navigate through various obstacles to effectively manage their workforce. One of the most significant challenges in recent times has been the global COVID-19 pandemic, which has necessitated swift and innovative HR strategies.

To gain a deeper understanding of how organizations have successfully managed these changes and optimized their HR practices, we will delve into a range of case studies. These case studies provide valuable real-world examples that HR professionals can analyze and apply in their own organizations. By studying these HR case studies , professionals can learn from the experiences of others, gaining insights into successful strategies and approaches.

Utilizing HR case studies for analysis allows us to discover how organizations have leveraged HRM to overcome obstacles and adapt to new circumstances. These real-life examples showcase the diverse ways in which organizations have effectively managed HR challenges, providing valuable lessons and strategies for HR professionals across industries.

Company XYZ, a multinational technology firm, faced challenges in attracting and retaining top talent due to the fast-paced nature of the industry. To address this, they implemented a strategic HR initiative that focused on creating a flexible work environment, providing opportunities for professional development, and offering competitive compensation packages. As a result, the company experienced a significant reduction in employee turnover and an increase in employee satisfaction and productivity.

This case study highlights how HR professionals at Company XYZ were able to adapt to the changing landscape of HRM by implementing innovative strategies. By analyzing such success stories, HR professionals can gain valuable insights into the strategies and practices that drive organizational success.

• HRM is constantly evolving to respond to new trends and challenges in the business world.
• Case studies provide real-world examples of effective HR practices in managing change.
• Successful organizations leverage HRM strategies to optimize their workforce and drive organizational success.

The Importance of Effective HR Strategies

Effective HR strategies are crucial for organizations to attract, retain, and develop top talent. By implementing strategic HR practices, companies can create a positive work environment that fosters employee engagement, productivity, and overall organizational success. In this section, we will explore case studies that highlight successful HR strategies implemented by companies across different industries, providing valuable insights for research and inspiration.

Case Studies: Success Stories in HR Management

Case Study 1: Company X

“Our HR strategy of prioritizing employee well-being and work-life balance has had a significant impact on our organizational culture. Through flexible work arrangements, wellness programs, and regular communication channels, we have seen a remarkable increase in employee satisfaction and productivity.”

Case Study 2: Company Y

“By investing in employee development and career progression, we have been able to attract top talent and retain key employees. The implementation of mentorship programs, training initiatives, and performance feedback systems has led to higher employee engagement and a stronger talent pipeline.”

Case Study 3: Company Z

“Our HR strategy focuses on promoting a diverse and inclusive workforce. Through targeted recruitment efforts, diversity training programs, and inclusive policies, we have successfully created a culture that celebrates and values diversity, leading to improved employee satisfaction and innovation.”

The Impact of Strategic HR Practices

These success stories demonstrate the tangible benefits of strategic HR practices. Organizations that prioritize effective HR strategies are better equipped to attract and retain top talent, foster employee engagement and satisfaction, and drive overall organizational success. By studying these case studies, researchers and HR professionals can gain valuable insights and inspiration to enhance their own HR practices and achieve similar levels of success.

By examining these HRM case studies for research and guidance, organizations can adopt successful strategies and adapt them to their unique contexts. The implementation of effective HR strategies is key to creating a thriving workplace culture that empowers employees, maximizes productivity, and ultimately drives the success of the organization.

Fundamental Concepts of HR Management

Before diving into Human Resources Management Case Studies , it is essential to have a solid understanding of the fundamental concepts that underpin HR management. This section will explore key definitions and concepts to provide a strong foundation for in-depth analysis of the case studies.

Definitions and Clarifications

Let’s start by clarifying some key terms:

• Management : Refers to the process of coordinating and overseeing organizational resources to achieve specific goals and objectives.
• Resources : In the context of HR, resources refer to the individuals who contribute to the organization’s success, including employees, contractors, and other stakeholders.
• Role of a Manager : A manager is responsible for planning, organizing, directing, and controlling resources to achieve organizational goals and objectives. In the HR context, managers focus on effectively managing human resources.
• Difference between Management and Administration : While the terms management and administration are sometimes used interchangeably, it is important to note the subtle distinctions. Management is concerned with the implementation of strategies and the coordination of resources, whereas administration involves the overarching policies, procedures, and regulations that govern the organization.

By understanding these fundamental concepts, we can delve deeper into the case studies and gain valuable insights into the challenges and solutions faced by HR professionals.

Inspiring Quote

“Management is doing things right; leadership is doing the right things.” – Peter Drucker

Key Definitions

Management Functions and Responsibilities

Effective management is essential for HR professionals in their role of overseeing an organization’s human capital. Understanding the four basic functions of management – planning, organizing, directing, and controlling – is critical for HRM success. Each function contributes to the efficient and effective management of human resources, ensuring organizational goals are met.

In addition to these management functions, HR managers have specific responsibilities that contribute to the overall success of the organization. These responsibilities include:

• Recruitment and selection of qualified candidates
• Employee onboarding, training, and development
• Creating and enforcing HR policies and procedures
• Ensuring legal compliance in all HR practices
• Managing employee relations and resolving conflicts
• Designing and administering compensation and benefits programs
• Developing and implementing employee engagement initiatives
• Overseeing performance management and evaluation processes

Furthermore, HR plays a vital role in the administrative cycle of an organization. HR professionals are responsible for managing and maintaining accurate HR records, handling payroll and benefits administration, and ensuring compliance with employment laws and regulations.

By effectively executing their management functions and fulfilling their responsibilities, HR professionals contribute to the development and success of an organization’s human resources, driving overall organizational performance and productivity.

Skills and Competencies in HR Management

The success of an HR manager relies on a combination of technical skills and personal qualities. Understanding and mastering these essential skills and competencies is crucial for effectively managing human resources in any organization. Here, we will explore the key characteristics that distinguish an effective HR manager and how they contribute to success in HR management.

1. Integrity

Integrity is the foundation of trust in any HR department. HR managers must demonstrate honesty, transparency, and ethical behavior in all aspects of their work. By upholding high ethical standards, HR managers cultivate a culture of integrity, ensuring fair and unbiased treatment of employees and fostering a positive work environment.

2. Flexibility

Flexibility is essential in an ever-changing business landscape. HR managers must adapt to evolving workplace dynamics, industry trends, and technological advancements. This includes being open to new ideas, embracing change, and continuously updating HR strategies to align with organizational goals and employee needs.

3. Resilience

HR managers often face challenging situations that require resilience and the ability to navigate complex issues. They must stay composed in difficult times, effectively manage conflicts, and find creative solutions to address HR challenges. Resilient HR managers are invaluable assets to organizations, as they can lead teams through change and uncertainty, ensuring continuity and stability.

4. Proactivity

Successful HR managers are proactive in identifying potential issues before they escalate. They anticipate future needs and create proactive strategies to address them. By staying ahead of the curve, HR managers can plan and implement initiatives that support employees’ growth, well-being, and overall job satisfaction.

“Proactive HR managers take a proactive approach to identify potential pitfalls early on, allowing organizations to prevent problems rather than just managing them when they arise.”

In addition to these personal qualities, HR managers must possess a range of technical skills to effectively manage human resources. Some of these skills include:

• Recruitment and selection
• Training and development
• Performance management
• Employee relations
• Compensation and benefits
• HR data analysis

To exemplify these skills and competencies, let’s take a look at a real-life HR case study:

By analyzing such HR case studies , aspiring HR professionals and organizations can gain valuable insights into the practical application of skills and competencies in HR management.

Now that we have explored the essential skills and competencies in HR management, it is clear that successful HR managers possess a unique blend of personal qualities and technical skills. These individuals play a vital role in driving organizational success by effectively managing human resources and fostering a positive work environment.

Employee Motivation and Engagement

Motivated and engaged employees are essential for organizational success. In this section, we will explore the crucial role of HR in motivating employees and fostering a culture of engagement. By examining real-life case studies, we will identify effective strategies and initiatives implemented by organizations to boost employee motivation and engagement.

Motivation through Recognition

Employee recognition is a powerful tool for motivating and engaging employees. Organizations that prioritize recognition programs create a culture of appreciation and reinforce desired behaviors. Case studies highlight the impact of tailored recognition programs on employee satisfaction, morale, and performance.

Professional Development and Growth

Providing opportunities for professional development and growth is another key driver of employee motivation and engagement. Organizations that invest in training, mentorship programs, and career advancement opportunities empower employees to enhance their skills and fulfill their potential. Real-life examples demonstrate how these initiatives contribute to higher employee satisfaction and loyalty.

Well-being Initiatives

Employee well-being initiatives play a vital role in nurturing a positive work environment and enhancing motivation. By offering wellness programs, flexible work arrangements, and promoting work-life balance, organizations prioritize the holistic well-being of their employees. Case studies highlight the positive impact of these initiatives on employee engagement, productivity, and overall satisfaction.

Effective Communication

Open and transparent communication is integral to fostering motivation and engagement among employees. Organizations that prioritize effective communication channels, including regular feedback, town hall meetings, and collaborative platforms, create an environment of trust and inclusion. Real-life examples demonstrate how improved communication positively influences employee engagement and overall organizational performance.

“Effective employee motivation and engagement are the cornerstones of a thriving organization. By examining real-life case studies, HR professionals and organizations can gain valuable insights into successful strategies and initiatives that fuel motivation and foster meaningful employee engagement.”

The case studies above demonstrate how organizations have successfully implemented strategies to motivate and engage their employees. By leveraging recognition, professional development, well-being initiatives, and effective communication, these organizations have created a positive work environment that drives employee satisfaction, productivity, and loyalty.

Strategies for Effective HR Management

HR professionals play a critical role in developing and implementing effective HR strategies. By analyzing real-life case studies, we can gain valuable insights into HR best practices. These case studies highlight successful strategies in key areas such as:

Recruitment and Selection

Training and development, performance management, compensation and benefits, labor relations.

Let’s explore how organizations have utilized these strategies to optimize their HR practices and achieve their business objectives.

“The key to effective HR management lies in understanding the unique needs and challenges of your organization. By analyzing case studies, we can gain valuable insights and tailor our strategies to drive employee engagement, productivity, and organizational success.”

Effective recruitment and selection processes are crucial for attracting and hiring top talent. Case studies in this area often showcase innovative methods used to identify and attract qualified candidates. From leveraging technology platforms for applicant screening to implementing targeted recruitment campaigns, organizations have successfully optimized their hiring processes.

Investing in employee training and development is essential for enhancing skills and fostering long-term growth. By examining case studies in this domain, we can learn from organizations that have successfully implemented comprehensive training programs, mentorship initiatives, and continuous learning platforms. These strategies contribute to a skilled and motivated workforce.

Effective performance management systems align individual and team goals with organizational objectives. Case studies in this area often highlight organizations that have implemented performance measurement frameworks, regular feedback systems, and performance-based incentives. This data-driven approach ensures transparency, fairness, and continuous improvement.

Strategic compensation and benefits programs attract, retain, and motivate talented employees. Case studies demonstrate how organizations have designed competitive salary structures, employee recognition programs, and comprehensive benefits packages. These initiatives contribute to higher employee satisfaction, engagement, and overall organizational performance.

Managing labor relations requires effective communication, negotiation, and conflict resolution skills. Case studies in this area offer insights into organizations that have successfully fostered positive relationships with unions, implemented fair labor practices, and resolved labor disputes amicably. These examples highlight the importance of proactive labor management strategies.

By learning from these case studies and applying the demonstrated strategies, HR professionals can optimize their HR management practices and create a positive impact on organizational success.

These case studies showcase the application of effective HR management strategies in different organizations. They provide practical examples of how organizations have achieved success by implementing various strategies tailored to their unique needs and challenges.

Leveraging HR Technology

HR technology has revolutionized HRM processes, enabling organizations to streamline operations and enhance efficiency. By leveraging the power of technology, HR professionals can optimize their strategic decision-making and ensure a seamless employee experience.

Let’s examine some insightful case studies that illustrate the successful implementation and utilization of HR technology. These examples demonstrate how organizations have harnessed the potential of HRIS (Human Resource Information System), talent management software, and data analytics tools to drive meaningful outcomes and achieve their HR objectives.

Case Study 1: Enhancing Recruitment with HRIS

In this case study, Company ABC implemented an HRIS software to streamline their recruitment process. The software automated job posting, applicant tracking, and resume screening, significantly reducing the time and effort spent on manual tasks. With the implementation of HRIS, the HR team at Company ABC experienced a 40% reduction in time-to-hire and an improvement in the quality of hires.

“The HRIS software has transformed our recruitment process, allowing us to focus on strategic talent acquisition. The automation and advanced analytics capabilities have enabled us to make data-driven decisions and hire top talent efficiently.” – Sarah Thompson, HR Manager, Company ABC

Case Study 2: Optimizing Performance Management with Talent Management Software

In this case study, Company XYZ adopted a talent management software platform to streamline their performance management process. The software offered features such as goal setting, continuous feedback, and performance analysis, empowering managers and employees to take a more proactive approach to performance improvement. As a result, Company XYZ experienced a significant increase in employee engagement and aligned performance goals across the organization.

“The talent management software has revolutionized our performance management process. It has fostered a culture of continuous feedback and empowered our employees to take ownership of their professional growth. The transparent performance analytics have enabled us to identify and reward top performers effectively.” – John Davis, HR Director, Company XYZ

Case Study 3: Leveraging Data Analytics for Strategic Decision-Making

In this case study, Company DEF implemented advanced data analytics tools to gain insights into their HR processes. By analyzing data related to employee engagement, turnover rates, and performance metrics, the HR team at Company DEF could identify trends, patterns, and areas for improvement. This strategic use of data analytics enabled Company DEF to make informed decisions and implement targeted HR interventions, resulting in improved retention rates and increased productivity.

“Data analytics has been a game-changer for our HR department. By leveraging actionable insights from our HR data, we have been able to proactively address employee concerns, enhance our talent acquisition strategies, and design targeted training programs. Our data-driven approach has significantly contributed to our overall organizational success.” – Lisa Johnson, HR Manager, Company DEF

These case studies demonstrate how organizations can harness the potential of HR technology to drive efficiency, improve decision-making, and enhance the employee experience. By leveraging the right combination of HRIS, talent management software, and data analytics tools, HR professionals can transform their HR practices and contribute to the strategic objectives of the organization.

Leveraging HR technology is essential in today’s digital era, where technology continues to shape the future of work. By staying informed about the latest HR technology trends and exploring case studies, HR professionals can identify opportunities for innovation and drive impactful HR initiatives.

Now, let’s explore another critical aspect of HR management – diversity and inclusion.

Diversity and Inclusion in HR Management

In today’s diverse workforce, creating an inclusive environment is essential for effective human resources management. Organizations that prioritize diversity and inclusion benefit from improved employee satisfaction, increased productivity, and enhanced innovation. Let’s explore some real-life examples of HRM case studies that highlight the successful efforts of organizations to foster diversity and inclusion within their workforce.

Case Study 1: XYZ Company

XYZ Company, a global technology firm, recognized the value of diversity and inclusion in driving organizational success. They implemented a comprehensive diversity program that focused on recruiting and retaining employees from diverse backgrounds. By promoting a culture of inclusion through training, mentorship, and employee resource groups, XYZ Company witnessed a significant increase in employee engagement and creativity. This case study demonstrates the positive impact of diversity and inclusion initiatives on overall organizational performance.

Case Study 2: ABC Corporation

ABC Corporation, a leading retail company, recognized the importance of diversity and inclusion in meeting the needs of their diverse customer base. They implemented unconscious bias training for their hiring managers and implemented policies to ensure equal opportunities for all employees. As a result, ABC Corporation experienced improved employee satisfaction, reduced turnover rates, and a boost in customer loyalty. This case study exemplifies the positive outcomes that can be achieved through a commitment to diversity and inclusion in HR management.

By analyzing these HRM case studies , organizations can gain valuable insights into successful diversity and inclusion initiatives. Implementing similar strategies, such as targeted recruitment efforts, inclusive policies, and diversity training programs, can help companies create a more inclusive and diverse workforce, fostering a culture of innovation and success.

Incorporating diversity and inclusion into HR management practices is not only a legal and moral imperative, but it also leads to tangible business benefits. Organizations that embrace diversity and create an inclusive workplace are better equipped to attract top talent, retain employees, and drive innovation. By learning from these HRM case studies , organizations can develop effective strategies to foster diversity and inclusion, ultimately contributing to their long-term success.

Adapting HR Practices in Times of Crisis

In times of crisis, such as economic downturns or natural disasters, HR professionals face unique challenges that require them to adapt their practices quickly and effectively. By analyzing HRM case studies that showcase organizations’ responses to crises, we can gain valuable insights into the strategies and approaches they employed to navigate through turbulent times and emerge stronger.

The Importance of Flexibility

One key lesson we can learn from HR case studies in times of crisis is the importance of flexibility. Organizations need to be agile and responsive to rapidly changing circumstances. HR professionals play a vital role in proactively adjusting HR practices, policies, and procedures to meet the immediate needs of employees and the organization as a whole.

“During the global financial crisis of 2008, XYZ Corporation faced severe economic challenges that threatened its survival. The HR team swiftly implemented cost-cutting measures, including a freeze on hiring and salary reductions, while carefully balancing employee morale and engagement. Through open communication and transparent decision-making, XYZ Corporation managed to weather the storm and emerge with a more resilient workforce.”

By adopting a flexible approach, HR professionals can help organizations navigate through turbulent times, mitigate the impact on employees, and position the company for recovery and future growth.

The Power of Resilience

Resilience is another critical factor in adapting HR practices during a crisis. HR professionals need to demonstrate resilience in the face of uncertainty and guide employees through challenging times. By instilling confidence, providing support systems, and fostering a sense of unity, HR managers can help organizations withstand the pressures of a crisis and emerge stronger.

Resilience can be seen in action through the implementation of employee assistance programs, mental health initiatives, and crisis communication plans. These measures help employees navigate the emotional and psychological challenges brought on by the crisis, ensuring their well-being and enabling them to contribute effectively to the organization’s recovery efforts.

Proactive Planning for Future Crises

The best HR case studies in times of crisis highlight the importance of proactive planning. While crises may be unexpected, organizations can anticipate potential challenges and develop contingency plans to address them swiftly and efficiently. By anticipating various scenarios and regularly reviewing and updating crisis response strategies, HR professionals can position their organizations for success even in the face of uncertainty.

In addition to crisis preparedness, proactive planning involves identifying key skills and competencies that will be crucial in future crises. By integrating training programs, succession planning, and talent management initiatives into their HR practices, organizations can ensure they have the capabilities necessary to navigate through any crisis that may arise.

Table: Strategies for Adapting HR Practices in Times of Crisis

Adapting HR practices in times of crisis requires a combination of flexibility, resilience, and proactive planning to ensure the well-being of employees, maintain productivity, and secure the organization’s long-term success.

Human Resources Management Case Studies provide HR professionals with valuable insights into real-world challenges and innovative solutions. By analyzing these examples, organizations can learn from best practices and optimize their own HR strategies. The showcased case studies highlight the diverse scenarios that HR professionals face and the creative approaches they employ to overcome obstacles.

Continuous learning from these experiences enables HR professionals to enhance their skills and contribute to the overall success of their organizations. These case studies serve as a source of inspiration, demonstrating the importance of adaptability, strategic thinking, and effective HR management.

By embracing the lessons learned from Human Resources Management Case Studies, HR professionals can strengthen their expertise, foster employee engagement, and drive organizational growth. These real-life examples reaffirm the significance of HRM for businesses in today’s dynamic and ever-evolving corporate landscape.

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Best practices: 10 most popular case studies of 2019

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A compressed workweek that drove employee engagement, an "unbossed" leadership approach to employer branding,  and the use of robotics to save nine man days -we've heard about it all this year.

To recap, this special edition of the HR Bulletin showcases 10 of our most popular case studies of 2019, featuring the tried-and-test best practices of Experian, Shopee, BAT Singapore, and more.

1. How foodpanda is overcoming the matter of people working "systematically long hours"

As part of a special feature we did this year on work-life harmony, hear from Managing Director Luc Andreani , a line manager, and a Millennial on what integrating work and life really means, and how foodpanda's flexible working initiatives focus on the quality of work produced, over the number of hours clocked in.

[ Read the full case study here ]

2. How an "unbossed" leadership approach drives Novartis' employer branding journey

In this exclusive , Jason Tan, Head of HR for People and Organisation, Novartis , sheds light on the firm's "unbossed" philosophy, and how this approach to employer branding led to a series of D&I and CSR initiatives for the greater good.

3. How British American Tobacco Singapore reduced absenteeism by 23%

Rather than focusing on fixed targets, BAT creates a culture where employees are empowered to make conscious choices towards their health,  Mausami Arora, Head of HR, British American Tobacco Singapore , shares.

4. How Shopee has trained over 450 leaders across the region for a learning culture

Lim Teck Yong, Shopee's Head of Regional Operations and People Team , speaks on the online marketplace's competency-based, systematic and holistic approach towards leadership development for both new and experienced leaders.

[Read the full case study here]

5. How AXA Affin GI's compressed workweek drives high employee engagement

Anuradha Purbey, People Function Director for Southeast Asia, Aviva , is tapping on technology to create capacity for accelerating business growth . Here's how the team got started on this journey.

Interviewees' photos / providedLead image / xxStock photo / iStock

Follow us on Telegram and on Instagram @humanresourcesonline for all the latest HR and manpower news from around the region!

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Top 10 HR Analytics Case Studies

Author by : chrmp.

• HR Analytics

The power of data drives the fast-paced business world today. To stay abreast and ride the competition wave, it is important to harness the power of data. And HR Analytics is just the tool you need. It is a valuable tool to measure critical aspects of your organisation which impact its bottom line.

Whether you’re an HR professional, a business leader, or just someone curious about the role of HR Analytics in the workplace, this blog is for you. We’ll cover a range of industries and organizational sizes, showcasing the diversity of ways HR Analytics can be applied to drive results and also look at some HR analytics case studies.

Curious about how HR Analytics can drive business results? Well, look no further because, in this blog, we’ll be diving into the top 10 HR analytics case studies.

From boosting engagement to improving diversity, inclusion and productivity, these companies have achieved impactful results by leveraging HR data.

So sit back, grab a coffee, and get ready to be inspired!

Importance of HR Analytics in Modern Organizations

HR Analytics plays a critical role in modern organizations as it provides valuable insights into the people side of the business. With HR Analytics, organizations can track key metrics such as turnover, diversity and inclusion, and employee satisfaction, allowing them to identify areas for improvement and make data-backed changes.

Furthermore, HR Analytics can help organizations stay ahead of the curve by providing real-time insights into their HR practices, drives and campaigns, allowing them to respond quickly to emerging trends and challenges. Organizations can also design and implement more effective HR initiatives by leveraging HR data, such as  training and development  programs and talent management strategies.

In short, HR Analytics is essential for modern organizations looking to drive business results through their people. By providing a data-driven approach to HR, organizations can make informed decisions to improve employee outcomes and significantly impact the company’s bottom line.

The 3 Steps in an HR Analytics Strategy

In today’s data-driven business world, organizations increasingly turn to HR Analytics to drive impactful changes and improve their people strategies.

An effective HR Analytics strategy begins with a clear plan outlining the steps to achieve our goals.

Here are the three basic steps in an HR analytics strategy:

Problem Statement

The first step is to define the problem or challenge you are trying to solve. This involves identifying areas in your organization where we need insights, such as employee turnover, diversity and inclusion, or employee engagement.

A clear problem statement helps to focus efforts and ensure that your HR Analytics strategy aligns with your overall business objectives and goals.

Approach and Solution

The next step is to determine the approach we will use to gather and analyze HR data. This involves selecting proper HR metrics to track and the tools and technologies to determine how we will collect and store our HR data. Our approach should align with our organizational culture and objectives.

The final step is to analyze and interpret the results of our HR Analytics efforts. This involves evaluating the impact of our HR initiatives, drives or campaigns and identifying areas for improvement. Communicating the results of our HR Analytics efforts to stakeholders within the organization is the key to gaining buy-in and support for future initiatives. By regularly tracking and reporting on HR metrics, organizations can continue to improve their HR practices.

In conclusion, these three steps – problem statement, approach and solution, and results – form the foundation of an effective HR Analytics strategy.

By following this process, organizations can ensure that their HR Analytics efforts align with their business objectives and drive meaningful impact for their people and businesses.

HR Analytics is a powerful tool to help organizations make informed decisions about their HR or people strategies. By analyzing data related to employee behavior, organizations can identify trends and make changes that improve outcomes from employees.

Here we will discuss ten HR Analytics case studies demonstrating the impact of data-driven HR strategies. Here’s a list of the top 10 HR analytics case studies:

Reducing road traffic accidents

A transportation company used HR Analytics to reduce road traffic accidents among its drivers. By analyzing data related to driver behavior and providing appropriate training to them, the company was able to identify and address the root cause of accidents and improve safety on the roads for every one.

Achieving an optimum staffing level

A manufacturing company used HR Analytics to optimize its staffing levels, reducing turnover, curbing absenteeism and sabbaticals and improving employee engagement and satisfaction. The company used data to track key metrics such as employee satisfaction, productivity, engagement and attendance, allowing it to make informed decisions about staffing levels .

A/B Testing Employee Training

A technology company used HR Analytics to test the effectiveness of its employee training programs. By using A/B testing, the company was able to determine which training methods were most effective and made improvements to the same, ultimately improving employee performance and engagement and curbing absenteeism at the same time. If the employees feel that the company is interested in their career development, growth and overall well being, this sentiment shows on their attendance records and performance .

Sick days at E.ON

Next, on our list of top ten HR analytics case studies is E.ON.

E.ON, a leading energy company, used HR Analytics to reduce the number of employee sick days.

By analyzing data related to employee health, the company identified the root cause of employee absenteeism which was ill health and implemented targeted interventions to improve employee wellbeing.

Engagement at Clarks

Clarks, a leading footwear company, used HR Analytics to improve employee engagement and retention. By tracking key metrics such as employee satisfaction, absenteeism, sabbaticals and turnover, the company was able to identify areas for improvement and make changes that led to higher levels of employee engagement , retention, reduction in turnover and absenteeism which in turn  boosted employee and organisational performance .

Engagement at Shell

Shell, a global energy company, used HR Analytics to improve employee engagement and retention. By tracking employee satisfaction, absenteeism and turnover, the company was able to identify areas for improvement and implement targeted interventions, resulting in higher levels of employee engagement ,reduction in employee turnover and increase in their productivity and performance.

HR driving store performance

A retail company used HR Analytics to link HR practices with store performance. By tracking key metrics such as employee satisfaction, absenteeism, sick leave records and employee turnover, the company was able to identify the relationship between HR practices and store performance and make vital data driven changes in its people strategies.

Compensation and benefits at Clarks

Clarks deserves another spot in our top ten HR analytics case studies list because of it’s compensation and benefits.

Clarks used HR Analytics to optimize its compensation and benefits programs as compared to similar outfits in the industry. By analyzing data related to employee compensation and benefits, the company was able to make informed decisions about its programs and improve employee satisfaction and retention by improving compensation and benefits as compared to others in the same industry.

Opening a new office by Cisco

Cisco used HR Analytics to open a new office in a new location. By analyzing data related to employee locational preferences and commuting times, the company was able to make informed decisions about the venue of its new office .

Using automated listening during a hostile takeover and HR Analytics to understand employee sentiment during the  same and by tracking employee engagement and satisfaction, the company was able to identify areas of concern and address them, ultimately improving employee morale and outcomes and reducing the impact of the takeover on the company’s workforce.

In conclusion, these HR Analytics case studies demonstrate the real-world impact that data-driven HR strategies can have on employee outcomes and business results. A major takeaway from these HR analytics case studies is that by using HR Analytics, organizations can make informed decisions about their people strategies, ultimately improving employee satisfaction and driving business success.

4 Key Emerging Trends in the Future of HR Analytics

The future of HR analytics is likely to be shaped by a number of emerging trends and technologies. Here are a few key areas to watch:

The new emerging trends and technology that are going to shape the future of HR Analytics are listed below:

Greater emphasis on predictive analytics:

The emphasis is on using predictive analytics to forecast future trends and identify potential areas of risk or opportunity as business outfits strive to be more proactive and agile with respect to their HR decision-making.  Large volumes of data has to be analysed to identify patterns and trends, and using machine learning algorithms to make predictions based on historical data i.e . extrapolation of data.

Increased use of artificial intelligence: 

HR analytics is likely to be one of the areas that benefits the most as AI technologies continue to advance. Automatation of many  tasks can be achieved using AI  in HR analytics, such as data collection, cleaning, and analysis, freeing up HR professionals to focus on more strategic tasks. AI can also help identify and extrapolate data patterns and trends that might be difficult or impossible for humans to spot.

Focus on employee experience: 

As organizations seek to create more engaging and fulfilling workplace experiences for their employees, there is likely to be an increased emphasis on using HR analytics to measure and enhance the employee experience. This could involve analyzing data on employee satisfaction, engagement, retention and productivity or turnover and absenteeism using which  more effective training programs and policies can be designed.

Integration with other business functions: 

As HR analytics becomes more sophisticated and integrated with other business functions, it is likely to become an even more powerful tool for driving business performance to greater heights. This could involve integrating HR analytics with financial, marketing, or supply chain analytics, for example, to gain a more comprehensive view of organizational performance as a whole.

In conclusion, the future of HR analytics is likely to be characterized by greater use of advanced technologies like AI, a focus on strategic data-driven decision-making, and a more holistic approach to understanding and enhancing the employee experience.

In conclusion, the use of HR Analytics has become increasingly important in modern organizations as they strive to make data-driven decisions about their people strategies.

The top 10 HR Analytics case studies demonstrate the tangible impact of data-driven HR strategies on employee outcomes and business results. From reducing road traffic accidents to improving employee engagement and retention, these HR analytics case studies show how organizations can use HR Analytics to make informed decisions about their people strategies and drive business success.

By using HR Analytics, organizations can gain a deeper understanding of their workforce and make changes towards better competitive compensation and benefits packages , providing better training development opportunities for career growth and medical well-being, resulting in a more engaged, productive, and productive, and satisfied workforce.

We hope you found inspiration from our list of HR analytics case studies.

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Ben Eubanks is the Chief Research Officer at Lighthouse Research & Advisory. He is an author, speaker, and researcher with a passion for telling stories and making complex topics easy to understand.

His latest book Talent Scarcity answers the question every business leader has asked in recent years: “Where are all the people, and how do we get them back to work?” It shares practical and strategic recruiting and retention ideas and case studies for every employer.

His first book, Artificial Intelligence for HR , is the world’s most-cited resource on AI applications for hiring, development, and employee experience.

Ben has more than 10 years of experience both as an HR/recruiting executive as well as a researcher on workplace topics. His work is practical, relevant, and valued by practitioners from F100 firms to SMB organizations across the globe.

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10 Steps to Write a HR Case Study

My sister always looks forward to when she will cease to be a student. I can only imagine her joy from the countless times I have heard her yapping about it. But I barely blame her; she has all the rights to wait for that time.

Being a student often feels like a necessary evil that you can barely wait to be over with. Many situations make the wait feel longer than it seems. An example is HR case study writing. But it doesn’t have to be that way. It is said that if you can’t beat them, join them. The same goes. If it is too unnerving, learn its ways and be the pro.

What is an HR case study?

If you may be interested in business studies, then this may not be a new phrase you’ve heard of.

A case study analysis is a form of academic writing which analyses a situation, event, place, or person to form a conclusion. They are valuable for phenomena that can’t be studied in a laboratory or quantitative methods. HR case studies play vital roles in human resource management, personnel management, and other related courses. They include a detailed description of a simulated or real-life decision-making scenario. They also aim at enhancing decision-making skills, managerial competency, and problem-solving skills.

The following are tips to perfect your HR case study writing:

1. Read the given instructions carefully

It is amusing how people often spurn instructions and delve right into whatever they desire to do as if they are experts. Guidelines will always be worthwhile and will come in very handy, more than you would know. The witty Agnes Allen quotes that when everything fails, read the instructions.

Make sure you understand what is expected of you from the given instruction. Scrutinize and comprehend them because only then will you have a facile time as you advance with your writing.

2. Prepare for the assignment

When going for battle, you must double-check on all items that offer you a winning chance. Determine the primary problem in context to your study, the kind of questions you want to ask, the tools necessary in your assignment, and your research background. Once you can answer the questions above, the foggy confusion in your mind fades, and you begin to experience translucence on how to go about your case study.

3. Choose your required tools carefully

The sky is always the limit. It is okay to dream as big as you want. However, make sure your dreams are achievable. A case study involves responses piled up from the public and any other sources. To amass this information, tools such as interviews and questionnaires are necessary for use. The decision on the tools to use may be guided as per the instructions provided. If not, choose the least problematic and the easiest to work with.

4. Formulate your questions to give the most accurate response

The type of questions depends on the kind of tool you decide to use. For example, if the study aims to check the public’s response towards a particular product, the questions asked in an interview may differ from those asked in a questionnaire. Interviews offer a one-on-one chance, allowing the interviewer to give more information on the topic. On the other hand, questionnaires are straightforward and cap the response of the one answering. For better response, you may combine various tools to get a wide array of information. The choice is all yours.

5. Learn how to use various tools of research

There is no research without action, no action without research. To conduct a case study, you may require skills you have minimal knowledge of. The only way this is possible is through studying and researching. If your tool of interest is through interviews, you must learn to be the best interviewer. Many expert writers from various essay writing services are patiently waiting for your call, and they will offer all the help you may require. With academic writing services, you may learn the best way of interviewing to get the best results as directly as possible.

6. Devise a method to analyze data collected

Information obtained is then collected and appropriately arranged to reduce any stupor. Review the answers to each question and analyze why the person provided such an answer. For this data to be understood effectively, it must be carefully examined. Ensure that you closely dissect all responses supplied to grasp properly how best you will answer your question.

7. Organize the information obtained to a manageable measure

You may have collected all manner of information from your research, questionnaires, interviews, and any other sources you may have had. However, it may be inconceivable to document all your responses in your case study. Of course, you will need to provide facts, numbers, or refer to authoritative sources. You can also use phrases from the interview. You may be forced to selectively choose the information provided. Summarize the responses given while highlighting the main point given by your audience. This is a skill you must master. Managing your data makes your study more manageable to handle, interpret and understand.

8. Choose the best data presentation tools

A case study is all about how well you handle your data and communicate the responses obtained. Presentation is therefore very delicate to this process. Your presentation skills must be nothing short of top-notch. All the information is necessary so that the reader can come to his conclusion with your help. In simpler words, this task is like a puzzle. Each of your sentences is a puzzle, and your conclusion already adds up the overall picture. Numbers may come a long way to show the extent of the work conducted. You may, for example, indicate the number of people that sided with a specific response. Take that extra mile to show how flawless your work is.

9. Compose your case study

Once you have all your facts right, nothing stops you from jotting down your findings. With the guidance of an efficient case study writing service , you will be unbeatable. You can also find professional essay writing help to guide you through your experience on the internet. You can also look at many examples to make your writing as smooth as possible.

10. Edit your work

The nerve-wracking part is now over. Ensure all questions have been answered, and the instructions have been followed closely. Confirm there are no grammatical or spelling errors as well. Now, you are good to go.

Negative perceptions have proven to be very restricting and imprisoning. Nothing is impossible with the proper guidance, so do not fear writing essays; we are here to help you.

“Mark Hunt” has been a professional writer since 2006. He is very passionate about his work related to HR.

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HRM Case Studies With Solutions

Published by admin on january 5, 2020.

Let’s study Human Resource Management Case Studies with solutions. HRM Case studies play a vital role in management education especially in subjects like Human Resource Management (HRM), Personnel Management, PAAP and related subjects.

It gives a clear picture of the concepts when you practise them through case studies. Here we have given some live HRM case studies that are short, useful & interesting. This will allow you to think beyond the theoretical part and make you capable to apply the concepts in real-time situations.

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We are also providing solutions which are free of cost. We welcome your feedback about these HRM case studies.

Below are short and simple Case Studies on HRM with Solutions, Questions, and Answers.

HRM Case Study 1

Harsha and Franklin both of them are postgraduates in management under different streams from the same B-School. Both of them are close to each other from the college days itself and the same friendship is continuing in the organization too as they are placed in the same company, Hy-tech technology solutions. Harsha placed in the HR department as employee counsellor and Franklin in the finance department as a key finance executive. As per the grade is concerned both are at the same level but when responsibility is concerned Franklin is holding more responsibility being in core finance.

By nature, Harsha is friendly in nature and ready to help the needy. Franklin is silent in nature ready to help if approached personally and always a bit egoistic in nature. They have successfully completed 4 years in the organization. And management is very much satisfied with both of them as they are equally talented and constant performers.

Harsha felt that now a day’s Franklin is not like as he uses to be in the past. She noticed some behavioural changes with him. During general conversations, she feels that Franklin is taunting her that she is famous among the employees in the organization, on the other hand, he is not even recognized by fellow employees.

One morning Mr. Mehta General Manager Hy-tech technology solutions shocked while going through the mail received from Franklin about his resignation. Mr. Mehta called Harsha immediately and discussed the same as she is close to Franklin. By hearing the news Harsha got stunned and said that she does not know this before she also revealed here current experience with him. Mr. Mehta who does not want to lose both of them promised her that he will handle this and he won’t allow Franklin to resign.

In the afternoon Mr. Metha took Franklin to Canteen to make him comfortable after some general discussion he starts on the issue. Franklin, after some hesitation, opened his thinking in front of Mr. Mehta. The problem of Franklin is

1) when he comes alone to canteen the people from others don’t even recognize him but if he accompanied by Harsha he gets well treated by others.

2) one day Both of them entered the company together the security in the gate wished them but the next day when he came alone the same security did not do so.

3) Even in meetings held in the office, the points raised by Harsha will get more value so many times he keeps silent in the meeting.

It happens to Franklin that he has to face such degradation in each day of work which totally disturbs him. Franklin also questioned that ” Harsha and myself have the same qualification, from the same institute, passed out in the same year both with first class. We have the same number of experiences in this organization. Moreover, the responsibilities with me are more valuable than those of Harsha. After all these things if I am been ignored or unrecognized by the fellow employees my ego does not allow me to continue here”.

By listening to this statement Mr.Metha felt that it is not going to be very difficult to stop his resignation. Mr. Mehta explained Franklin the reasons for such partial behaviour of the employees. After listening to Mr. Mehta Franklin said sorry for his reaction and ready to take back his resignation. And he called Harsha and spoke with like before.

Questions for HRM Case Studies: Case Study 1

Find the reason that Mr. Mehta would have given to Franklin.

Solution for HRM Case Study 1

Mr. Mehta listening to this case understood the situation and realized the reason behind the partial response given by the employees towards Franklin and Harsha. As Franklin said both Harsha and Franklin are passed out from the same college in the same year. Both of them joined the company together both have the same experience. Even in performance-wise, both stands in the same level i.e. both are constant performers and good performers.

Franklin analyzed all the above-said similarities between him and Harsha. He also stated that he holds more responsibility than that of Harsha. One thing Franklin did not notice or analyzed is the job profile of Harsha. It is true that Franklin holds more responsibility than that of Harsha but when it comes to direct interaction with employees Harsha wins the employees’ attention in this aspect. Harsha being a counsellor in HR she faces the employees every day. She developed good rapport among the employees due to her friendly nature. She is always remembered by the employees whenever they face any problem as she gives good counselling and most of the time she suggests the best solutions for such issues.

Franklin though holding a key position in finance his profile does not allow him to interact with the employees. Though he has a helping tendency he does only when someone approached him personally. As the employees of other departments do not have any relation with him they never approach him for help. Mr. Mehta having a good experience understood these things when Franklin explained his problems one by one. Later he relates each situation, explained by Franklin with the above said reasons and made Franklin understood the reality.

Mr. Mehta said that the security in the gate or the employees in the canteen who recognized Harsha and not Franklin would have interacted with her during counselling or approached her for any issues. And as usual, she would have counselled well or solved the issues of them that is the reason why they treat her and wish her whenever where ever they meet her. When it comes to the case of Franklin they would have hardly met him or interacted with him.

When it comes to the point that even in-office meetings Harsha, points are valued so Franklin keeps mum. For this, Mr. Mehta replied that the points put forward by her would be related to employees or from the employees’ point of view which actually the management wants to know so they give value to her points. And as quoted Fraklin after, one or two such incidents keep silent in the meeting. He never made an attempt to raise some suggestions so management does not have any option to listen to that suggestion.

After listening to all the explanations given by Mr. Mehta Franklin realized his mistake and felt proud of the Rapport developed by Harsha among the employees. He said to Mr. Mehta that he will take back his resignation. And rushed to Harsha to make an apology and to meet her as a friend as like his college days.

HRM Case Studies Part 2:

HRM Case Study 2

Watson Public Ltd Company is well known for its welfare activities and employee-oriented schemes in the manufacturing industry for more than ten decades. The company employs more than 800 workers and 150 administrative staff and 80 management-level employees. The Top-level management views all the employees at the same level. This can be clearly understood by seeing the uniform of the company which is the Same for all starting from MD to floor level workers. The company has 2 different cafeterias at different places one near the plant for workers and others near the Administration building. Though the place is different the amenities, infrastructure and the food provided are of the same quality. In short, the company stands by the rule of Employee Equality.

The company has one registered trade union. The relationship between the union and the management is very cordial. The company has not lost a single man day due to strike. The company is not a paymaster in that industry. The compensation policy of that company, when compared to other similar companies, is very less still the employees don’t have many grievances due to the other benefits provided by the company. But the company is facing a countable number of problems in supplying the materials in the recent past days. Problems like quality issues, mismatch in packing materials (placing material A in the box of material B) incorrect labelling of material, not dispatching the material on time, etc…

The management views the case as there are loopholes in the system of various departments and hand over the responsibility to the HR department to solve the issue. When the HR manager goes through the issues he realized that the issues are not relating to the system but it relates to the employees. When investigated he come to know that the reason behind the casual approach by employees in work is

• The company hired new employees for a higher-level post without considering the potential internal candidates.
• The newly hired employees are placed with higher packages than that of existing employees in the same cadre.
• Narrate the case with a suitable title for the case. Justify your title.

Solution for HRM Case Case Study 2

Employee Equality is not the need for every hour. In the above-said case, Watson Ltd had provided all facilities to employees at each grade in an equal manner. But still, the employees started creating certain issues like materials are meeting the quality supply schedule is not met etc. And the HR manager said that the policy of hiring new employees for the higher post without considering old potential employees is the major problem.

“Employee recognition VS Employee equality ”. As the HR manager states that employees are not been recognized for the potential rather the company has gone for new recruitment. Because of which the company faces problems.

• The points rose by the HR manager as the reason for the latest issues in the organization is justifiable or not. Support your answer with Human resource related concepts.

Yes, the points raised by the HR manager is justifiable because “Human beings are social Animals as popularly” said by many Human resources Scholars. So human minds demand social recognition, self-respect, consideration, etc for their work and performance.

In the above-said case, even the company provides and stands by the concept of employee equality when it fails to recognize the potential talents of existing employee they felt dissatisfaction towards the organization and they showed in the way of quality issues and slow down production.

Related HR concept.

Slow down Production:

The concept of slow down production is a type of employee’s strike. The Industrial Relations sates that when the employee wants to show their dissatisfaction to the management but don’t want to go for strike they follow slow down strike. The impact of which will be understood after a particular time period.

Employee Recognition:

Human beings can be easily motivated by Rewards and recognition than that of money. In this case, also the employee is not satisfied even after all facilities just because of the reason that they are not recognized.

Hawthrone Experiment:

In the four types of test conducted by Elton Mayo, the remarkable hike in production is recognized in the stage when they consulted the employees for the management decisions regarding them. The same thing was missing in Watson Ltd. Before the new hires if the management consulted the employees both management and employees would have avoided this issue

Hygiene Factor:

The theory of hygiene factors states that there are certain factors related to employees the presence of which will not create a major impact but the absence of such things will lead to a de motivation to the employees. Employee Recognition is one such factor when the management fails to do so it will Detroit the employees to a great extent.

• Help the organization to come out from this critical issue. If you are in the role of HR manager what will be your immediate step to solve this case.

If I was in the post of the HR manager I will try to discuss the issue and ask for the reason from the management for new recruiting rather than considering available potential talents. I will personally analyse the reasons provided by management and if acceptable I will discuss the same with the employees. Everything is possible with a discussion. So I will discuss and convince the employee that this won’t happen again in the organization. I will also initiate the collective bargaining process for reasonable salary hike for the existing employees.

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40+ free hr training sources: case studies, podcasts, and more.

Two years ago I wrote an article that has been incredibly popular about how to learn HR for free . Today I’m updating that article here with new information and additional sources, rounding it out at just over 3,000 words–no small task! This is for anyone in HR, not just those starting out their careers, because we can all use some help now and again with sharpening our skills and knowledge across the many subdomains of HR. I’d love to hear your thoughts in the comments below: what did I miss? Which is your favorite? 

Recently on LinkedIn I saw someone asking how to learn HR. Specifically he was trying to learn compensation when he didn’t have a background/foundation in the topic. The people in the comments made some good suggestions, but many of them involved expensive certifications, workshops, and other similar costly avenues. Coming from a background of smaller organizations with limited budgets (and understanding the personal budget of a new HR pro), I know that most of those suggestions are not possible for a significant number of people. Today we’ll look at how to learn HR from the ground up in some of the most practical, and inexpensive, ways possible.

Whether you’re just thinking about getting into HR, you’re just starting out, or you have some experience behind you and you want to grow your skill set, you’re going to walk away from this article with some good ideas on how to do that.

First, Let’s Flash Back to 2009

In 2009 when I started this blog, I was thinking a lot about recent HR grads and the world of HR education. Let’s revisit, because it sets up the rest of this article nicely as far as a true need for HR-related information.

HR education isn't all it's cracked up to be. The colleges and universities are living in a different age. And although some of them are trying to upgrade with technology, they're still using textbooks as the major instructional material. And who writes those textbooks? Well, I'm sure they're smart people, but for the most part, they are not involved with the day-to-day business world. For some students in technology-rich fields, their college education may be obsolete by the time they graduate. This scathing comment from a recent study: “College was a total waste of time and money. Computer courses are bordering on obsolete by graduation. There were not nearly enough computer courses in my degree program. I gained no skills to get me a job.” — anonymous computer information systems grad Maybe it's time for someone to offer something revolutionary in terms of HR education? Here's a novel idea. Why don't we take some measure (not all, mind you) of education from the HR blogs that already exist? There are dozens (hundreds?) of wonderful people pouring their hearts and efforts into maintaining a blog that describes the ins and outs of human resources. What if schools had some sort of HR education curriculum that required—or at the very least suggested—its students study from those actively participating in the field ? How revolutionary would that be? I only found out about the prevalence of the blogosphere when I was nearly finished with college. And that was only through my own personal research on topics that are unrelated to human resources. I stumbled across a few blogs and loved the community-like atmosphere and the availability of information.

I have long believed that to be great in HR you need to go beyond the knowledge that formal education offers. That’s only about 20% of what is necessary to be great in this profession. The other 80% is learned afterward in various ways.

Qualitative Data: Put on Your Research Hat

Back when I was a wee lad just thinking about entering the HR profession, I had a mission. This was pre-LinkedIn, so there was no easy way for me to do this. I spent hours scouring websites for local and regional companies and then emailing the HR contacts from the website with a few questions. Unfortunately I don’t have the exact list of questions any more, but here are a few of them:

• What is the average day like for someone working in human resources?
• What sort of training or education did you have that prepared you for this job?
• What is the biggest challenge you regularly face?
• What’s the best thing about your job?

I received dozens of responses from all of those hours of work. I actually created a few research papers in college based on that information, but more than that, it helped me get a glimpse into the world of HR that my classmates did not. This concept is going to come into play again in just a moment, but I wanted to introduce it here first. The purpose is to gather qualitative data about what to focus on and that will guide future learning. Without it the learning is haphazard and without structure.

As you know I am a firm believer in using books for learning (the latest in the series on that is about making a leadership reading list ), but I’m staying away from that medium for purposes of this post because they are not free and because I want to focus on nontraditional ways to learn this information.

Finding and Using Case Studies

One of my strategic goals for this year is to find 100 case studies across the HR world, categorize them, and then use them as a reference any time I need some examples of how real companies are facing challenges, solving problems, etc. And don’t let the term “case study” frighten you. It’s really just a story, nothing more. Stories are compelling, valuable, and help to deliver a message in an engaging way.

One relatively new source for case studies is HROS. #HROS stands for HR Open Source, a project designed to help open up the tools and methods used by great companies to help their peers benefit from the approach. This includes everything from actual tools to discussion forums and even in-depth case studies .

It’s really easy to seek and find your own case studies across the web. I did that to complete my recent podcast around talent mobility case studies . I have a few sources I turn to in order to find good stories. For instance:

• FastCompany was my source for this recent blog on Patagonia’s onsite childcare program
• SHRM is usually good about leveraging company examples in its articles, like this one on the federal government’s inability to attract young talent
• HR Grapevine, a magazine/news site, is wonderful about including examples. This one quotes Heathrow Airport’s HR leader .

Vendors, which I cover in more detail below, often provide case studies on their own websites, but they are usually less detailed and more focused on the technology/service that they offer. That’s not to say they are poor examples, just that there may be more of a focus on a single piece of the outcome than necessary.

How to Learn HR Skills for Free

Remember the example I started this article with of the young man looking to learn more about compensation? Here’s the first half of the response I provided:

Surprised nobody here has mentioned Payscale.com for free research, white papers, etc.

Let’s analyze that, shall we?

First, I mention a vendor website. Payscale sells compensation data and tools to businesses. So why would I recommend them? Because they have a wealth of free resources, white papers, webinars, and other information on their site. I could spend a day just reading and listening to the content there and have the equivalent of a basic college level compensation course work of information in my brain. And it cost me nothing but a little time. As far as how to learn HR, that’s not a bad way to go.

And the fun thing is that this is just one vendor. There are hundreds, and many of the larger ones provide these same free tools to help us. Not sure where to go? Here are a few suggestions just to get you thinking. I spent an hour researching these for you guys and this is just scratching the surface!

Talent Management

• SuccessFactors

Compensation

• Guardian Life
• NetDimensions

HR Technology/Various

• Ultimate Software
• PeopleFluent

Now, obviously when these types of companies are sharing these resources their ultimate goal is to use them as marketing to drive you to their products, but you’re certainly not obligated to purchase anything. These resources are free, and you should take advantage of them.

How to Learn HR (And Get Paid To Do It)

I’ve written fairly extensively on getting into HR, breaking into the profession, etc. On the job training still one of the best ways to explore experiential learning, and if  you can lock in a job, you get paid while you’re learning.

More info on those topics:

• Entry Level HR Jobs: The Ultimate Guide
• How to Get Into Human Resources: Ultimate Guide
• How to Get Into HR (HRYP Series)

You might assume that you have to have some of this education in order to get a job in HR, but it’s certainly not the case. Plenty of people move into an HR career without that sort of education or knowledge.

One thing that is worth noting here: your job will not cover all types of things you can learn in HR. That is why it’s important for you to keep up the momentum in the other tactics listed here so your learning does not suffer and you don’t get stuck in that job forever. If you keep learning and growing, you’ll be ready for the next step on the career ladder when it’s time to make that move.

How to Learn HR from Real People

Now, the other half of the response I provided to the request for information is equally important. Here it is:

Try to find some people in your local HR community that “do” compensation and spend an hour or two with each to understand what works for them, what doesn’t, and what they would have liked to know if they had to start over.

This is exactly what I did when I started learning human resources, and it’s still a powerful tactic today. Again, with tools like LinkedIn this makes the whole thing so much easier.

When I hear from people just getting into the field, one of the first things I recommend is for them to find some trusted contacts to start building out their network. Over the years I have been able to connect with hundreds of great HR pros, and some of them have amazing specialties.

For instance, one lady I coached during PHR/SPHR prep last year is a compensation and tax whiz. If I have questions on how to handle taxes for an employee, I could easily pick up the phone or shoot her an email. If I have questions about incentives and motivation, I’ll reach out to Paul .  Heck, if I just need a pick me up I’ll read anything Steve Browne writes.

Get the picture? We don’t have to feel like we are in this thing all alone. We also don’t have to figure out every single piece of it by ourselves without help or support. There are so many great resources and people out there that we can connect with. Figuring out how to learn HR is not just a solo act.

While the web has helped with this and made it more easy to scale up, it has also made some of those connections more shallow. That’s why I also think it’s critical to build a local network of people as well. Within my local area I have a couple dozen HR pros I could call today if I had a question or just wanted to hash out an HR problem I’m dealing with.

That took time, trust, and effort to build, but I started with just one person who took pity on me as an introvert and introduced herself to me at a SHRM chapter workshop all those years ago. I’ll always remember that first interaction. If you’re looking to build out your own network, I’d encourage you to connect with your local chapter. Being a member is helpful, but the best benefits come when you volunteer on the SHRM chapter board and really get involved.

How to Learn HR: Blogs

Read. A. Blog.

Okay, so not all blogs are worth reading. True. However, if you have curated content from someone you trust, that can help to keep the quality high and give you some good, free knowledge. This has been another key part of my learning strategy, especially in those crucial early months when I was just trying to understand how this whole thing worked.

When I talk with college students about HR, I tell them that with a degree specifically in human resources they know about 20% of what they need to be successful . The rest comes from experience, additional learning sources, networking, etc. I always point them to blogs, because those were a major part of my informal education beyond college. I can still remember reading two PHENOMENAL writers, Frank Roche and Chris Ferdinandi, and I can easily trace some of the philosophies I have about how I do HR back to things I read from those two individuals. There are certainly others, but those were the first two I really ran across and latched onto as I was working on understanding HR.

So, how do you find blogs? The HR Carnival is a “traveling” blog collection of some good content in the HR/recruiting space. I recently wrote one themed on Strategic HRM , and I would encourage you to check it out it if you haven’t already.

Otherwise, check out the sites I link to regularly. I don’t link to low quality blogs or sites that I don’t know.

Pro tip: use a tool like Feedly to double your blog reading speed.

If you want to know how to learn human resources management, blogs provide a very easy way to do that.

How to Learn HR: HR Podcasts

Okay, maybe you’re not a huge fan of reading. I have two things to say:

• Get over it. You’ll need to use that skill often and it’s better to practice it and do it well than try to avoid it and do it poorly. :-)
• There are other options besides just reading.

Over the past few years several great HR podcasts have surfaced and they are free and provide great information that you can listen to at work, at home, in the car, on a run, feeding a baby at 3am… Yeah, something has to keep me awake when I’m feeding the little one and it might as well be educational, right? :-)

Plus, in 2016 I joined the world’s largest HR podcast network, and you know you want to check out the We’re Only Human show . Additionally, here are some of the HR podcasts you can catch. Pro  tip: certified HR pros can get recertification credits for listening to HR podcasts!

• HR Happy Hour  – I’ve been a listener of this show from the very first HR Happy Hour episode, and it has been amazing to follow. Steve Boese has really delivered some great information and entertainment for his audience. The topics for the show (employer branding, the future of HR, technology, and work/life balance, for example) are varied, but the friendly, conversational nature makes it easy for anyone to become an addicted listener.
• Drive Thru HR  was designed to be a captivating and easy-to-digest lunch discourse that covers topics relevant to HR professionals. Each 30-minute episode features a guest speaker who shares her or his knowledge and experience in human resources. Our hosts and special guest cover a wealth of topics, including HR Technology, Recruiting, Talent Management, Leadership, Organizational Culture and Strategic HR, every day at 12:00 pm Central Time.
• Xenium HR for Small Business podcast focuses on HR topics of interest to all HR professionals, whether at a small business or not.
• Ultimate Software  has a selection of podcasts on key topics of interest to HR and payroll professionals, delivered to your desktop on-demand. This series is presented by Ultimate customers and other industry thought leaders on topics that can contribute to company success.
• CIPD  publishes a new podcast on the first Tuesday of every month. Each episode is like a short radio show, focusing on a workplace or people management topic.
• SuccessFactors  doesn’t update their podcast any more, but there are dozens of great episodes of People Performance Radio you can still use to learn more about HR.

How to Learn HR: HR Videos

The other medium to explore is video. I ran across a few YouTube channels that would be worth checking out for some great content to dig into. While you’re not getting 2-3 hour lectures (I’m sure you can find that if you’re really interested!), you are getting information that will help you to learn HR and improve your knowledge.

• SHRM ( link ) I haven’t mentioned SHRM anywhere else in this article because much of what they offer is not free and is hidden behind the pay wall. However, the content on their YouTube channel is free high quality.
• MeetTheBossTV ( link ) I have followed MeetTheBoss for a while now and really like the executive viewpoints, the high quality video, and the interesting discussions. This is not all HR content, but I found over 30 minutes of HR specific, strategic discussions within a minute or two of searching.
• Human Resources Magazine ( link ) while they haven’t updated their channel in a while, I found some great content that would be worth reviewing.

Learning HR doesn’t have to be difficult or painful! Yes, some lessons have to come with experience and a series of trial and error, but you can pick up much of the knowledge you need from these types of resources.

• What questions do you have about how to learn HR?
• What is your biggest challenge in this area?
• What has worked for you?

5 thoughts on “ 40+ Free HR Training Sources: Case Studies, Podcasts, and More ”

Pingback: 40+ Free HR Training Sources: Case Studies, Pod...

Great post, Ben! Thanks for sharing these fabulous HR resources!

The Human Capital Institute (www.hci.org) also offers hundreds of free webcasts, podcasts, blogs and research that you can easily access simply by creating an account.

Thank you! Great wealth of resources not only for those starting in HR, but like me, those that want to keep up to date of the constant evolving world of HR.

Hey Ben! So glad yo have found your site…your Saba link doesn’t work. Below is the link: https://www.saba.com/resources/ebooks-and-guides

Comments are closed.

HR Employee Engagement Strategy: Key Concepts and Practices Explained

In the ever-evolving landscape of the modern workplace, human resource (HR) departments play a vital role in cultivating and enhancing employee engagement—a factor that has proven critical for business success. With advancing globalization and the consequential diversification of workforces, HR Employee Engagement Strategy has become a subject deserving meticulous exploration and strategic development. This article elucidates the pivotal concepts and practices of such strategies, providing a compass to HR professionals as they navigate through the complexities of stimulating and retaining a committed workforce.

Understanding HR Role in Employee Engagement

Facilitating employee communication.

Employee engagement begins with communication, and it is the responsibility of HR leaders to build and maintain open channels for dialogue. By fostering a culture where employees feel listened to and are encouraged to share their ideas and concerns, trust can be established and maintained, thus bolstering engagement. HR must ensure these lines of communication are not just top-down but also encourage peer-to-peer interactions which are fundamental for collaborative work environments.

Evaluating Employee Well-being

The scope of employee engagement extends beyond job satisfaction to encompass overall well-being. HR professionals must actively pursue policies that promote mental, emotional, and physical health at work. Evaluating well-being involves understanding the workplace's impact on employees and implementing programs that support a healthy work-life balance, contributing to enhanced productivity and job satisfaction.

Connection Between HR and Employee Engagement

Ultimately, the HR department acts as the catalyst of employee engagement within an organization. They are tasked with translating business goals into engagement strategies that align with employees' values and aspirations. The successful HR practitioner understands that the heart of engagement lies in genuine connections between a company’s vision and the personal growth of its employees.

Steps to Building an Effective HR Employee Engagement Strategy

Define clear engagement goals, setting engagement vision and objective.

The foundation of a successful employee engagement strategy is the clear definition of what engagement looks like within the organization. HR professionals must create a vision that is both inspiring and attainable, with a set of objectives that are closely aligned with the company's mission and operational realities.

Aligning Engagement Goals with Organizational Values

To ensure a sense of collective purpose, engagement goals must reflect the core values of the organization. When employees see their work contributions as part of a greater endeavor that they value personally, engagement levels can soar. This synergy between individual purpose and organizational aims can lead to a thriving workplace culture.

Encouragement for Employee Participation and Ownership

Encouraging open dialogues.

An important step in cultivating engagement is to incentivize employee participation through active dialogues. HR can facilitate this by creating platforms where input from all levels is not only accepted but genuinely considered and acted upon, thus fostering a shared sense of ownership in company outcomes.

Cultivating Culture of Collaboration

Building a collaborative culture is about more than merely assigning group projects; it's about creating an ecosystem where teamwork and cross-functional cooperation are not just encouraged but embedded in the organizational DNA. Such a culture propels employees to feel part of a united community, thus enhancing engagement.

Measure Employee Engagement

Employee surveys and feedback.

Proper measurement is a cornerstone of any strategy, and employee engagement is no exception. Conducting regular surveys and collecting feedback helps HR departments gauge the current state of engagement and identify areas for improvement.

Conduct Regular Performance Reviews

Performance reviews provide an opportunity for personal interaction, where employees can discuss their achievements and challenges. By engaging in goal-oriented reviews, HR can help employees align their personal career goals with the strategic direction of the organization.

Use of HR Analytics to Make Data Driven Decisions

Data analytics in HR can reveal trends and patterns about engagement levels across various departments and demographics within the organization. By leveraging this data, HR professionals can make informed decisions about where to focus their engagement efforts for maximum impact.

Examples of Successful HR Employee Engagement Strategies

Case study of google’s employee engagement strategy.

Google is often hailed as a paradigm of employee engagement, with its open culture and innovative HR practices. In-depth analysis reveals a strategy deeply intertwined with corporate values—ones that prioritize employee well-being and creativity, attributes that have contributed to the tech giant's unassailable market position.

Analysis of Southwest Airlines’ Engagement Initiatives

Southwest Airlines also provides a compelling case study in employee engagement. The company’s celebrated culture is characterized by camaraderie and a spirited sense of employee ownership, which have been key drivers of its consistent success over the years.

Common Challenges and Solutions in Implementing HR Employee Engagement Strategies

Overcoming communication barriers.

Communication barriers, both organizational and interpersonal, can significantly impede the effectiveness of engagement strategies. HR must identify and actively work to dismantle these barriers, creating an environment where open and transparent communication is not only possible but naturally occurring.

Addressing Employee Burnout

Burnout remains a formidable obstacle in maintaining employee engagement. Proactive HR teams will establish metrics to monitor workloads, set boundaries to prevent overwork, and ensure management is attuned to the early signs of burnout among employees, taking measures to mitigate its effects.

Dealing with Resistance to Change

Resistance to change is a natural human sentiment and can be a hurdle in implementing new engagement practices. Anticipation of resistance and preparing the workforce through transparent change management processes can help HR professionals successfully integrate new engagement strategies.

The Role of Technology in Enhancing HR Employee Engagement

Utilizing hr tech for personalized employee experiences.

The growing field of HR technology offers unparalleled opportunities for creating personalized employee experiences. From custom learning platforms to niche benefits management, HR professionals now have the tools at their disposal to cater to the unique needs and preferences of each employee.

Leveraging Digital Tools for Employee Training and Development

Digital tools for training and development can help HR departments provide scalable, accessible, and varied learning opportunities. Such technologies foster a culture of continuous learning and development, which is integral to employee engagement.

Recap of HR Employee Engagement Strategy

In sum, a robust HR Employee Engagement Strategy is multifaceted, requiring thoughtful consideration of communication, employee well-being, performance measurement, professional development, and the work environment. When executed with care and strategic foresight, these strategies can substantially improve the overall productivity and satisfaction of employees.

Final Thought on Continuous Engagement Efforts.

Engaging employees is not a one-time project but a continuous journey that evolves with the organization and its workforce. It is imperative for HR professionals to remain nimble, staying abreast of emerging trends and refining their approach as needed, adopting online courses and human resources certification programs to remain at the forefront of best practices in this critical area of business strategy.

What are the key elements of a successful HR Employee Engagement Strategy?

Understanding employee engagement.

Employee engagement reflects employees' emotional investment in their work. It significantly affects productivity, retention, and business outcomes. To enhance engagement, HR must develop a comprehensive strategy.

Key Elements of an HR Employee Engagement Strategy

Clear communication is crucial..

Employees thrive on transparency. They need honest, timely information. HR must utilize various channels. They must ensure messages reach everyone.

Align company values with actions.

Workers seek meaningful work. Their values must resonate with the company's. This alignment motivates and retains talent.

Recognition and appreciation matter.

Regular, sincere recognition boosts morale. It increases motivation. Employees must feel valued. Personalized gestures often resonate most.

Provide growth opportunities.

Career development keeps employees engaged. Training programs and advancement paths are necessary. They help staff envision a future at the company.

Solicit and act on feedback.

Feedback shows employees their opinions count. Surveys and one-on-ones can gather insights. HR should address concerns promptly. This builds trust.

Build a strong community.

Social connections at work matter. Events and team-building activities help forge bonds. A sense of belonging grows from these.

Foster work-life balance.

Balance reduces burnout. Flexible hours and remote work options assist. These policies show respect for employees' lives outside work.

Implement effective change management.

Changes must be managed carefully. Staff needs guidance during transitions. HR can smooth the process.

Invest in wellbeing programs.

Well-being affects performance. Healthy employees are engaged employees. Programs supporting mental and physical health are vital.

Set the example from the top.

Leadership behavior sets the tone. Managers must exhibit the engagement they expect. Their active participation in strategies encourages others.

Measure and refine your strategy.

Metrics are necessary to track success. Surveys and performance data help measure engagement. HR should use these insights to refine strategies.

A successful employee engagement strategy involves many factors. HR must consider each carefully. They must tailor their approach. The goal is an engaged, productive workforce. Efforts in this area are never wasted. They contribute significantly to a company's success.

How does a well-implemented Employee Engagement Strategy impact an organization's performance?

Employee engagement and organizational performance.

Organizational performance hinges on multiple factors. Paramount among them stands employee engagement . An engaged workforce impacts every organizational facet positively. Executives and managers thus prioritize crafting robust engagement strategies. These strategies foster a culture where employees thrive. They fuel motivation, productivity, and loyalty. The ripple effects on overall performance are tremendous and multifaceted.

Direct Impact on Productivity

Effective engagement strategies boost productivity markedly. Engaged employees invest more effort in their tasks. They seek to surpass basic requirements. Higher effort translates to improved outputs. Quality and quantity both ascend. Each team member's elevated productivity fuels collective achievements. These contributions amass to bolster the organization's performance on a grand scale.

Employee Retention Rates Climb

Retention rates soar with well-executed engagement initiatives. Engaged employees exhibit stronger company allegiance. They show lesser inclination to leave. This retention mitigates the costly cycle of turnover. Training and recruitment expenses thus diminish. An experienced, stable workforce emerges, capable of driving consistent performance. Long-term employee knowledge deepens, benefiting organizational learning.

Customer Satisfaction Surges

Customer satisfaction correlates directly with engagement levels. Engaged employees tend to provide superior service. They commit to customer delight. Satisfied customers remain loyal and advocate for the brand. This advocacy leads to an expanded client base. Revenue streams broaden. An upward spiral of satisfaction and profitability ensues. Hence, customer satisfaction too owes itself to the engagement of employees.

Innovation Flourishes

Innovation reaps benefits from engaged employees. They show greater creativity. They approach problems with a can-do attitude. New ideas surface. A well-implemented engagement strategy supports this innovative mindset. It encourages experimentation and tolerates failure. Innovations propel organizations forward. They ensure companies adapt and evolve. Thus, engagement impacts an organization's capacity to innovate and remains critical.

Enhances Collaborative Efforts

Working relationships strengthen in engaged environments. Employees trust one another. They collaborate more effectively. Teamwork enhances outcomes. Problems meet swift resolutions. Collaboration drives operational efficiencies. This interconnectedness supports a high-performing organizational culture.

Fosters Emotional Commitment

An emotional bond forms between the company and engaged employees. This bond transcends basic job responsibility. It speaks to an alignment of values and purpose. Engaged employees align with their role. They comprehend their impact on the organization. They strive to achieve the collective vision. This emotional commitment elevates the dedication and perseverance necessary for overcoming challenges.

Healthier Work Environment

A well-implemented engagement strategy ensures a healthier work environment. Stress levels drop. Job satisfaction climbs. Work-related health issues wane. The mental well-being of staff improves. A positive atmosphere permeates the workplace. Happy, healthy employees are pivotal to organizational performance. They take fewer sick days, are more present, and lend to a vibrant corporate community.

In sum, employee engagement acts as a cornerstone for organizational success. A strong engagement strategy influences every aspect, from productivity to innovation. Companies with engaged workforces enjoy better performance outcomes. They also experience enhanced customer relationships and healthier work environments. The importance of cultivating and maintaining employee engagement remains clear. It stands not merely as a human resource initiative but as a strategic imperative.

How does the management and leadership style within an organization influence its Employee Engagement Strategy?

Management, leadership, and employee engagement, understanding leadership influence.

Leaders set the tone. They guide employee behavior. Their styles vary. Some adopt democratic approaches. Others prefer autocratic methods. Each style impacts engagement differently.

Linking Management to Engagement

Good managers know their teams. They understand individual needs. They align resources accordingly. Managers serve as engagement catalysts. Their actions influence morale. They create an environment. This environment fosters commitment. High commitment leads to better engagement.

Autocratic Leadership Impact

Autocratic leaders command and control. They decide, employees follow. This limits engagement. Employees feel undervalued. Their input seems irrelevant. Autocratic environments hinder creativity. They stifle openness. Overall, they negatively impact engagement strategies.

Democratic Leadership Influence

Contrastingly, democratic leaders promote participation. They value employee input. Such inclusivity boosts engagement. Teams collaborate. They share ideas. A sense of ownership develops. This ownership enhances engagement. Employees commit more. They feel integral. Thus, engagement strategies thrive.

Transformational Leadership and Engagement

Transformational leaders inspire. They encourage innovation. Employees feel empowered. They own their growth. Such leadership spurs engagement naturally. Teams strive for excellence. They see the vision. They work towards it passionately.

Transactional Leadership Effects

Transactional leaders focus on exchanges. They set clear objectives. Employees know expectations. Rewards follow achievements. Such clarity can boost engagement. But overemphasis on transaction may hinder. It may curb intrinsic motivation. Engagement may suffer long-term.

Coaching Leadership Style

Coaching leaders focus on development. They provide feedback. They nurture skills. Personal growth is paramount. Employees feel invested in. Their potential is unlocked. Engagement grows as a result. They feel valued. They work harder.

The Role of Middle Management

Middle managers bridge gaps. They translate strategy into action. Their influence on engagement is crucial. They connect upper management and employees. Good middle managers drive strong engagement. They understand front-line challenges. They advocate for their teams. They provide necessary support.

Adapting Leadership to Enhance Engagement

Adaptive leaders read situations well. They adjust their styles. They consider team dynamics. Adapting promotes a responsive engagement strategy. It addresses issues quickly. It provides necessary support efficiently. This flexibility strengthens engagement.

Leadership and management styles dictate engagement strategy success. Styles impact employee motivation and satisfaction differently. A balanced, adaptive approach to leadership works best. It fosters a robust, resilient employee engagement strategy. Organizations must choose wisely. Engagement depends on it.

Pia Prebensen is a personal growth expert who helps people identify and overcome their limiting beliefs. She has been featured in various online and print publications, including Elite Daily and The Huffington Post.

Born and raised in Denmark, Pia has always been fascinated by human behavior and the inner workings of the mind.

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Pardon Our Interruption

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Artificial intelligence is disrupting many different areas of business. The technology’s potential is particularly apparent in customer service, talent, and application modernization. According to IBM’s Institute of Business Value (IBV) , AI can contain contact center cases, enhancing customer experience by 70%. Additionally, AI can increase productivity in HR by 40% and in application modernization by 30%. One example of this is reducing labor burdens by automating ticket assistance through IT operations. Although, while these numbers indicate transformation opportunities for enterprises, scaling and operationalizing AI has historically been challenging for organizations.

AI is only as good as the data that informs it, and the need for the right data foundation has never been greater. 

With data stored across clouds and on-premises environments, it becomes difficult to access it while managing governance and controlling costs. Further complicating matters, the uses of data have become more varied, and companies are faced with managing complex or poor-quality data.

Precisely conducted a study that found that within enterprises, data scientists spend 80% of their time cleaning, integrating and preparing data  (link resides outside ibm.com), dealing with many formats, including documents, images, and videos. Overall placing emphasis on establishing a trusted and integrated data platform for AI.

With access to the right data, it is easier to democratize AI for all users by using the power of foundation models to support a wide range of tasks. However, it’s important to factor in the opportunities and risks of foundation models—in particular, the trustworthiness of models to deploying AI at scale.

Trust is a leading factor in preventing stakeholders from implementing AI. In fact, IBV found that 67% of executives are concerned about potential liabilities of AI . Existing responsible AI tooling lacks technical ability and is restricted to specific environments, meaning customers are unable to use the tools to govern models on other platforms. This is alarming, considering how generative models often produce output containing toxic language—including hate, abuse, and profanity (HAP)—or leak personal identifiable information (PII). Companies are increasingly receiving negative press for AI usage, damaging their reputation. Data quality strongly impacts the quality and usefulness of content produced by an AI model, underscoring the significance of addressing data challenges.

An emerging generative AI application is knowledge management . With the power of AI, enterprises can use knowledge management tools to collect, create, access and share relevant data for organizational insights. Knowledge management software applications are often implemented into a centralized system, or knowledge base, to support business domains and tasks—including talent, customer service and application modernization.

HR, talent and AI

HR departments can put AI to work through tasks like content generation, retrieval augmented generation (RAG) and classification. Content generation can be utilized to quickly create the description for a role. Retrieval augmented generation (RAG) can help with identifying the skills needed for a role based on internal HR documents. Classification can help with determining whether the applicant is a good fit for the enterprise given their application. These tasks streamline the processing time from when a person applies to receiving a decision on their application.

Customer service and AI

Customer service divisions can take advantage of AI by using RAG, summarization and classification. For example, enterprises can incorporate a customer service chatbot on their website that would use generative AI to be more conversational and context specific. Retrieval augmented generation can be used to search through internal documents of organizational knowledge to answer the customer’s inquiry and generate a tailored output. Summarization can help employees by providing them a brief of the customer’s problem and previous interactions with the company. Text classification can be utilized to classify the customer’s sentiment. These tasks can reduce manual labor while improving customer support and, hopefully, customer satisfaction and retention.

Application modernization and AI

App modernization can also be achieved with the help of summarization and content generation tasks. With a summary of the company’s knowledge and business objectives, developers can spend less time learning this necessary information and more time coding. IT workers can also create a summary ticket request to quickly address and prioritize issues found in a support ticket. Another way developers can use generative AI is by communicating with large language models (LLMs) in human language and asking the model to generate code. This can help the developer translate code languages, solve bugs and reduce time spent coding, allowing for more creative ideation.

Organizations need a data lakehouse to target data challenges that come with deploying an AI-powered knowledge management system. It provides the combination of data lake flexibility and data warehouse performance to help to scale AI. A data lakehouse is a fit-for-purpose data store.

To prepare data for AI, data engineers need the ability to access any type of data across vast amounts of sources and hybrid cloud environments from a single point of entry. A data lakehouse with multiple query engines and storage can allow team members to share data in open formats. Additionally, engineers can cleanse, transform and standardize data for AI/ML modeling without duplicating or building additional pipelines. Moreover, enterprises should consider lakehouse solutions that incorporate generative AI to help data engineers and non-technical users easily discover, augment and enrich data with natural language. Data lakehouses improve the efficiency of deploying AI and the generation of data pipelines.

AI-powered knowledge management systems hold sensitive data, including HR email automations, marketing video translations and call center transcript analytics. When it comes to this sensitive information, having access to secure data becomes increasingly important. Customers need a data lakehouse that offers built-in centralized governance and local automated policy enforcement, supported by data cataloging, access controls, security and transparency in data lineage.

Through these data foundations set by a data lakehouse solution, data scientists can confidently use governed data to build, train, tune and deploy AI models, ensuring trust and confidence.

As previously mentioned, chatbots are a popular form of generative AI-powered knowledge management system used for customer experience. This application can produce value for an enterprise, but it also poses risk.

For instance, a chatbot for a healthcare company can reduce nurse workloads and improve customer service by answering questions about treatments using known details from previous interactions. However, if data quality is poor or if bias was injected into the model during the fine-tuning or prompt tuning , the model is likely to be untrustworthy. As a result, the chatbot may offer a response to a patient that includes inappropriate language or leaks another patient’s PII.

To prevent this situation from happening, organizations need proactive detection and mitigation of bias and drift when deploying AI models. Having an automatic content filtering capability to detect HAP and PII leakage would reduce the model validators burden of manually validating models to ensure they avoid toxic content.

As stated, a knowledge management strategy refers to the collection, creation and sharing of knowledge within an organization. It is often implemented into a knowledge sharing system that can be shared with stakeholders to learn and leverage existing collective knowledge and organizational insights. For instance, a RAG AI task can help with identifying the skills needed for a job role based on internal HR documents or support a customer service chatbot to search through internal documents to answer a customer’s inquiry and generate a tailored output.

When looking to deploy generative AI models, businesses should join forces with a trusted partner that has created or sourced quality models from quality data—one that allows customization with enterprise data and goals. 

To help our clients solve for knowledge mangement, we offer IBM watsonx.ai . As part of the IBM watsonx platform that brings together new generative AI capabilities, watsonx.ai is powered by foundation models and traditional machine learning into a powerful studio spanning the AI lifecycle. With  watsonx.ai , you can train, validate, tune and deploy generative AI, foundation models and machine learning capabilities with ease and build AI applications in a fraction of the time with a fraction of the data.

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• Open access
• Published: 26 August 2024

Association between social determinants of health and survival among the US cancer survivors population

• Hongbo Huang 1 ,
• Tingting Wei 1 ,
• Ying Huang 1 ,
• Aijie Zhang 2 ,
• Heng Zhang 1 ,
• Ze Zhang 1 ,
• Yijing Xu 1 ,
• Haonan Pan 3 ,
• Lingquan Kong 1 ,
• Yunhai Li 1 &

BMC Medicine volume  22 , Article number:  343 ( 2024 ) Cite this article

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Racial and ethnic disparities in mortality persist among US cancer survivors, with social determinants of health (SDoH) may have a significant impact on these disparities.

A population-based cohort study of a nationally representative sample of adult cancer survivors, who participated in the US National Health and Nutrition Examination Survey from 1999 to 2018 was included. Sociodemographic characteristics and SDoH were self-reported using standardized questionnaires in each survey cycle. The SDoH was examined by race and estimated for associations with primary outcomes, which included all-cause and cancer-specific mortality. Multiple mediation analysis was performed to assess the contribution of each unfavorable SDoH to racial disparities to all-cause and cancer-specific mortality.

Among 5163 cancer survivors (2724 [57.7%] females and 3580 [69.3%] non-Hispanic White individuals), only 881 (24.9%) did not report an unfavorable SDoH. During the follow-up period of up to 249 months (median 81 months), 1964 deaths were recorded (cancer, 624; cardiovascular, 529; other causes, 811). Disparities in all-cause and cancer-specific mortality were observed between non-Hispanic Black and White cancer survivors. Unemployment, lower economic status, education less than high school, government or no private insurance, renting a home or other arrangements, and social isolation were significantly and independently associated with worse overall survival. Unemployment, lower economic status, and social isolation were significantly associated with cancer-specific mortality. Compared to patients without an unfavorable SDoH, the risk of all-cause mortality was gradually increased in those with a cumulative number of unfavorable SDoHs (1 unfavorable SDoH: hazard ratio [HR] = 1.54, 95% CI 1.25–1.89; 2 unfavorable SDoHs: HR = 1.81, 95% CI 1.46–2.24; 3 unfavorable SDoHs: HR = 2.42, 95% CI 1.97–2.97; 4 unfavorable SDoHs: HR = 3.22, 95% CI 2.48–4.19; 5 unfavorable SDoHs: HR = 3.99, 95% CI 2.99–5.33; 6 unfavorable SDoHs: HR = 6.34 95% CI 4.51–8.90). A similar trend existed for cancer-specific mortality.

Conclusions

In this cohort study of a nationally representative sample of US cancer survivors, a greater number of unfavorable SDoH was associated with increased risks of mortality from all causes and cancer. Unfavorable SDoH levels were critical risk factors for all-cause and cancer-specific mortality, as well as the underlying cause of racial all-cause mortality disparities among US cancer survivors.

Peer Review reports

An increase in the cancer survivor population poses a significant health care and economic burden worldwide, and cancer is the second leading cause of death in the United States (US). Specifically, there will be approximately 2,001,140 new cancer cases and an estimated 611,720 deaths from cancer in the US in 2024 [ 1 ]. Although cancer mortality has declined overall by 33% since 1991, improved survival outcomes have not benefitted equally for all cancer populations [ 1 , 2 ]. Substantial racial and ethnic disparities in all-cause and cancer-related mortality rates persist in US cancer survivors [ 1 , 2 , 3 , 4 ]. For example, Black individuals have lower relative cancer survival rates than White individuals for almost every cancer type [ 1 , 5 ]. Interestingly, the most striking gaps in survival involve cancers that are most amenable to prevention and early detection, such as cervical cancer [ 5 ]. Recently, the racial and ethnic disparities in cancer mortality have slowly narrowed; however, these disparities in cancer health have become increasingly understood in the context of social determinants of health (SDoH) [ 2 , 5 , 6 ], which are responsible for an extremely important factor associated with cancer risk and treatment [ 7 ]. The World Health Organization (WHO) defined SDoH as non-medical factors that affect health outcomes, including the conditions in which people are born, grow, live, work, and age, and a wider set of forces and systems shaping daily life conditions [ 8 ]. The SDoH included factors related to economic stability, education, health care access, residential environment, and social context and support [ 9 , 10 , 11 ], associated with the health outcomes of cancer survivors [ 12 , 13 ]. Addressing social disparities in cancer health is essential in the quest to improve survival outcomes among cancer survivors, which reflects a commitment to health equity to achieve optimal health for everyone.

Previous studies have tended to examine the contribution of individual variables involving unfavorable SDoHs in the separate associations with mortality or morbidity, most of which focused on the direct and indirect influence of socioeconomic factors on the disparity in survival [ 9 , 14 , 15 , 16 , 17 , 18 , 19 , 20 , 21 , 22 , 23 ]. Among the general population, a large multicohort study and meta-analysis with more than 1.7 million individuals from 7 WHO member countries reported that low socioeconomic status was associated with a 46% (95% CI, 39–53%) and 43% (95% CI, 34–52%) greater risk of all-cause and cancer mortality, respectively, compared to high socioeconomic status [ 15 ]. A low level of education, poverty, and a lack of health insurance coverage explain in part the continuous widening in mortality inequities across some adult sociodemographic groups in the US [ 14 , 17 , 20 , 24 ]. Additionally, a recent analysis demonstrated that the cumulative SDoH count was associated with an increased premature mortality risk [ 25 ]. However, limited evidence has been reported on the effect of SDoH in cancer survivors. Although previous cohort studies have shown that disadvantaged SDoH are associated with poor mental and physical health [ 26 ], resulting in a delay in medical and surgical treatment [ 27 ], and an increased risk of all-cause and cancer-related mortality among patients with cancers (such as breast and pancreatic cancer) [ 12 , 13 ]. To the best of our knowledge, few studies have examined the impact of the comprehensive and accumulating burden of SDoH on all-cause and cause-specific mortality, using methods published previously [ 13 , 25 ]. There is no study that has reported the relative contributions of these SDoH on racial disparities in the all-cause and cancer-specific mortality rates among the US cancer survivors at the population level.

The objective of the present study was to evaluate the relationships of multiple SDoH with all-cause, cancer-specific, and non-cancer mortality, and to investigate how SDoH mediates racial differences in all-cause and cancer-specific mortality among cancer survivors. We hypothesized that disparities exist in the cumulative number of unfavorable SDoH across racial and ethnic groups and that a higher number of these unfavorable SDoH is associated with higher mortality rates.

Study population

In this retrospective study, 10 cycles of cross-sectional data were collected from the National Health and Nutrition Examination Survey (NHANES) database, which used a complex, multistage, and probability sampling design to recruit participants representative of the civilian non-institutionalized US population [ 28 ]. Each participant was invited to attend an in-person or in-home interview to complete the questionnaire. The present study examined and analyzed existing data involving sociodemographic characteristics and several SDoH co-variables among cancer survivors of 20 years or older with information linked to the National Death Index through 31 December 2019 for 10 survey cycles of NHANES from 1999–2000 to 2017–2018. All the NHANES protocols were approved by the Research Ethics Review Board of the National Center for Health Statistics (NCHS), and written informed consent was provided by all participants at the time of recruitment.

Sociodemographic characteristics

In each 2-year survey, age, gender, and racial or ethnic groups (non-Hispanic White [NHW], Hispanic, non-Hispanic Black [NHB], and other [American Indian/Alaska Native/Pacific Islander, Asian, and multiracial]) were obtained from standardized questionnaires of in-home interviews by self or parent/guardian report from provided categories.

SDoH assessment

We included several variables that reflected SDoH information from standardized questionnaires, which were defined according to the Healthy People 2030 [ 11 ] and World Health Organization [ 29 ] by the following factors: economic stability; education access and quality; health access and quality; neighborhood and built environment; and social and community context. In the present study, we finally chose eight SDoH variables (employment status, family poverty income ratio, food security, education level, regular health care access, type of health insurance, home ownership, and marital status) in each NHANES cycles from 1999 to 2018, according to previously published studies [ 25 , 30 ]. Social support was excluded because it was only visible in surveys conducted between 1999 and 2008. More detailed description information on SDoH was provided in the supplement (Additional file 1: Table S1) [ 31 , 32 , 33 ], and the definition for unfavorable SDoH was based on the conventional cutoff points [ 10 , 11 , 23 , 34 , 35 ]. Furthermore, the associations between several single SDoH measures and all-cause mortality were investigated using various categorizations with adjustment for age, gender, race, and ethnicity regardless of survey weights (Additional file 1: Table S2). Each SDoH was divided into two levels based on the conventional cut-off points [ 11 , 23 , 34 , 35 ]. Unfavorable SDoH was significantly associated with a lower survival rate. During the in-person interview, participants were asked to respond to several questions about these SDoH. Economic stability was operationalized using self-reported measures of the family poverty income ratio (PIR, less than 2.4 [unfavorable SDoH] and more than 2.4 [favorable SDoH]), employment status (employed, student, or retired [favorable SDoH] and unemployed [unfavorable SDoH]) and household food security category, which was dichotomized as fully food security (no affirmative response) or marginal, low, or very low security (1–10 affirmative responses) based on the responses to the US Food Security Survey Module questions (Bickel et al. [ 36 ]). Education access and quality measurement used the highest grade or level of schooling completed or the highest degree received, dichotomized as less than high school (unfavorable SDoH) and high school graduate or higher (favorable SDoH). Health care access and quality were assessed by self-reported questionnaire about routine places for health care (at least one regular health care facility [favorable SDoH] and none or hospital emergency room [unfavorable SDoH]) and health insurance type (private [favorable SDoH] and none or government [unfavorable SDoH]). The residential environment was assessed by home ownership (owned or being bought [favorable SDoH] and rental or other arrangement [unfavorable SDoH]). Social community context was assessed by self-reported marital status (defined as married or living with a partner [favorable SDoH] and not married nor living with a partner [unfavorable SDoH]).

The cumulative number of unfavorable SDoH variables with a range from 0 (no unfavorable SDoH) to 6 or more (≥ 6 unfavorable SDoH) was calculated to explore the cumulative effect of unfavorable SDoH on all-cause and cancer-specific mortality. Because only a small proportion of participants reported having 6, 7, or 8 unfavorable SDoH variables simultaneously, thus we created a category of six or more, indicating the combination of 6, 7, or 8 unfavorable SDoH variables.

Definition of cancer survivors

Information on cancer diagnosis was collected from survey questionnaires during the in-person interview using the computer-assisted personal interview system, including cancer type(s), with up to three cancer diagnoses recorded and the age at first diagnosis for each cancer. Participants were asked, “Have you ever been told by a doctor or other health professional that you had cancer or a malignancy of any kind?” If individuals who answered “yes” were defined as cancer survivors and were asked further, “What kind of cancer was it?” and “How old were you when this cancer was first diagnosed?”.

Ascertainment of mortality

The NCHS provided mortality data that were linked to the National Death Index, with follow-up until 31 December 2019 [ 37 ]. Cause-of-death coding for all US deaths occurring after 1998 followed the 10th revision of the International Statistical Classification of Diseases, Injuries, and Causes of Death (ICD-10) guidelines. Cancer-related mortality was classified as death due to malignant neoplasms (ICD-10, codes C00-C97). The follow-up duration was defined as the interval elapsing from the date of the baseline interview to the date of death or the follow-up cut-off (31 December 2019) for those participants who did not have a death event in the whole study. We investigated the association between SDoH and all-cause, cancer-related, and non-cancer mortality (mortality instead of cancer, ICD-10 codes instead of C00-97). All-cause and cancer-specific mortality were the main outcomes of this study. The all-cause mortality was measured from the date of the baseline interview to the date of death from any cause or the follow-up cut-off. The cancer-specific mortality was calculated from the date of the baseline interview to the date of death from cancer.

Statistical analysis

All statistical analyses were conducted with the use of R (version 4.3.1) following the NHANES analysis guidance. The survey interview weights were used for analysis as appropriate to obtain nationally representative estimates. We calculated weighted sample sizes to be nationally representative and population-weighted percentages according to race and ethnicity. The chi-square test was used to determine the differences in participants’ sociodemographic characteristics and SDoH variables across four classifications of racial and ethnic groups. The pairwise correlation among the eight dichotomous SDoH was evaluated using the Spearman method. The weighted proportions of cancer survivors in each number of unfavorable SDoH category were estimated by gender, race, and ethnicity. Kaplan–Meier survival curves were examined to determine the all-cause cumulative mortality and cancer-specific cumulative mortality rates among cancer survivors stratified by SDoH. Furthermore, Kaplan–Meier analysis was used to plot the cumulative hazard for all-cause and cancer-specific mortality in entire and gender subgroups and race and ethnicity subgroups using age as the timescale [ 38 ].

Multivariable Cox proportional hazards regression models with the use of imputation-adjusted survey weights were applied to estimate the mortality risks (hazard ratio [HR]) and 95% confidence interval (CI) for the associations between cumulative SDoH variables and race with all-cause, cancer-specific, and non-cancer mortality. Final stage multivariable Cox models were adjusted for age, gender, race, and ethnicity, and additionally included the other SDoHs to identify independent, indirect associations. We plotted the HRs of the cumulative SDoH variables to visualize whether the relationship with all-cause and cancer-specific mortality was linear or non-linear. Sensitivity analyses were performed by excluding participants of deaths that occurred within the first 2-year follow-up to lessen the probability of reverse causation [ 39 ]. All statistical tests were 2-sided and P  < 0.05 was considered statistically significant. Data analyses were performed from 1 June to 1 August 2023.

Because of racial disparity in all-cause and cancer-specific mortality between NHW and NHB among cancer survivors in the US, therefore mediation analysis was performed to explore whether SDoH factors contributed to White-Black disparity in mortality or not. We estimated the relative effect (corresponding direct or indirect effect divided by the total effect) of each SDoH variable to explain the racial and ethnic difference in mortality using R package mma [ 31 , 32 , 33 ]. More detailed information was contained in the Supplementary material (Additional file 1: Methods S1).

NHANES (1999–2018) data from 5163 individuals were enrolled in the final analysis (Additional file 1: Fig. S1). A total of 101,316 persons ≥ 1 year of age who participated in the in-person or in-home interview and 96,153 were excluded, as follows: (1) 46 235 participants < 20 years of age; (2) 49,915 whom were not diagnosed with cancer, and (3) 3 individuals who did not have unique identifiers to allow linkage to the National Death Index. Of the 5163 cancer survivors (weighted population, 32,623 176; 57.7% female) in this study cohort, 3580 (69.3%) were NHW, 631 (12.2%) were Hispanic, 718 (13.9%) were NHB, and 234 (4.5%) individuals of were classified as race and ethnicity, including American Indian/native Alaskan, Pacific Islander, Asian, and multiracial (Table  1 ). Compared to NHW, Hispanic, NHB and other race and ethnic cancer survivors were more likely to have unfavorable SDoH factors, including not being married nor living with a partner, education less than high school, a PIR < 2.4, renting a home or other arrangement, unemployment, government or none health insurance, and marginal, low, or very low security. However, a lower proportion of NHB participants had no place routine place when sick or in need of advice about healthcare compared with cancer survivors from all other racial and ethnic subgroups. Approximately 24.9% of cancer survivors did not have a cumulative number of unfavorable SDoH. The higher proportion of NHW cancer survivors with 0 and 1 cumulative unfavorable SDoH was observed compared to patients from all other race and ethnic subgroups. In addition, a higher proportion of Hispanic cancer survivors with 3, 4, 5, and 6 or more unfavorable SDoH was observed compared to patients from all other race and ethnic subgroups. NHB and Hispanic individuals had a higher prevalence of multiple unfavorable SDoH (cumulative of 3 or more) compared to NHW cancer survivors.

Then, we analyzed the relationship between the eight SDoH variables. The results showed that all eight SDoH variables were significantly correlated with each other (Additional file 1: Fig. S2). Furthermore, the proportion of male participants decreased stepwise from 34.8% (0 unfavorable SDoH) to 2.2% (6 or more number of unfavorable SDoH), whereas the proportion of female participants increased from 22.6% (0 unfavorable SDoH) to 24.8% (1 unfavorable SDoH), and then gradually decreased to 4.7% (6 or more number of unfavorable SDoH; Additional file 1: Fig. S3). Breast and prostate cancer were the most common malignant neoplasm type in males and females, respectively (Additional file 1: Table S3).

During the median follow-up of 81 months (ranged 0–249 months) in the 10 NHANES cycles linked mortality file cohort, a total of 1964 deaths occurred (all-cause), including 624 cancer patients who died from cancer (cancer-related mortality), 529 who died from cardiovascular disease, and 811 who died from other cause. Compared to participants who were NHW, NHB adults with cancer had a significantly higher overall mortality rate (HR, 1.57; 95% CI, 1.34–1.89) and cancer-specific mortality (HR, 2.03; 95% CI, 1.60–2.59; Fig.  1 ). Cancer survivors with each unfavorable SDoH variable, except access to regular health care, was significantly associated with higher all-cause, cancer-specific, and non-cancer mortality in the multivariable model adjusted for age (MV model 1), and adjusted for age, gender, race and ethnicity (MV model 2; Table  2 ). After adjustment for age, gender, race and ethnicity and other SDoHs, including unemployment status (HR, 1.83; 95% CI, 1.58–2.12; P  < 0.001), family income-to-poverty less than 2.4 (HR, 1.51; 95% CI, 1.32–1.72; P  < 0.001), education less than high school attached (HR, 1.23; 95% CI, 1.05–1.44; P  = 0.012), government or none of health insurance (HR, 1.19; 95% CI, 1.05–1.36; P  = 0.007), renting a home or other housing arrangement environment (HR, 1.39; 95% CI, 1.20–1.62; P  < 0.001), and not being married nor living with a partner (HR, 1.22; 95% CI, 1.08–1.38; P  < 0.001) were significantly associated with an increased risk for all-cause mortality, which was similar to non-cancer mortality (Table  2 ). Furthermore, unemployed individuals (HR, 2.13; 95% CI, 1.62–2.79; P  < 0.001), family income-to-poverty less than 2.4 (HR, 1.35; 95% CI, 1.09–1.66; P  = 0.006), and not being married nor living with a partner (HR, 1.22; 95% CI, 1.08–1.38; P  < 0.001) were significantly associated with an increased cancer-specific mortality risk compared to those with favorable SDoH (Table  2 ). Specifically, individuals of being unemployed status were associated with almost more than 1.9- and 2.2-fold higher all-cause mortality and cancer-specific mortality rates, respectively.

All-cause mortality ( A ), cancer-specific mortality ( B ), and hazard ratios in US adults diagnosed with cancers aged 20 years or older by race and ethnicity. Note: Kaplan–Meier curves showed cumulative mortality probability race and ethnicity using age as the timescale. The number at risk was unweighted observed frequencies. Cumulative mortality rates were estimated with the use of survey weights. The bar chart showed HRs of all-cause and cancer-specific mortality associated with race and ethnicity, adjusted for age, and gender. Error bars were 95% CIs. NHW indicated non-Hispanic White; NHB indicated non-Hispanic Black; HR indicated hazard ratio; ns was the abbreviation of no significance; *** meant p  < 0.001, ** meant p  < 0.01, and * meant p  < 0.05

Cancer survivors with a greater cumulative number of SDoHs were significantly associated with an increased risk of death from all-cause and cancer (Additional file 1: Fig. S4; P  < 0.001). In the multivariable of MV model 1 (adjusted for age, gender, race, and ethnic), the HRs for all-cause and cancer-specific mortality were 1.54 (95% CI, 1.25–1.89) and 1.52 (95% CI, 1.04–2.22) for cancer survivors with 1 unfavorable SDoH, 1.81 (95% CI, 1.46–2.24) and 1.70 (95% CI, 1.20–2.24) for those with 2 unfavorable SDoHs, 2.42 (95% CI, 1.97–2.97) and 2.22 (95% CI, 1.51–3.26) for those with 3 unfavorable SDoHs, 3.22 (95% CI, 2.48–4.19) and 2.44 (95% CI, 1.60–3.72) for those with 4 unfavorable SDoHs, 3.99 (95% CI, 2.99–5.33) and 3.60 (95% CI, 2.25–5.75) for those with 5 unfavorable SDoHs, and 6.34 (95% CI, 4.51–8.90) and 5.00 (95% CI, 3.00–8.31) for those with 6 or more unfavorable SDoHs, respectively, compared with of whom without unfavorable SDoH (Fig.  2 ). Kaplan–Meier curves were used to estimate the cumulative probability of all-cause and cancer-specific mortality using age as the timescale. The all-cause and cancer-specific mortality rates were significant across the several groups with a cumulative number of unfavorable SDoHs (Fig.  2 , P  < 0.001). Pairwise comparison using log-rank showed that the all-cause mortality rate was similar and not significantly different among cancer survivors with 0, 1, 2, and 3 cumulative number of unfavorable SDoH across the entire age cohort (Additional file 1: Table S4). There was no significant difference in cancer-specific mortality among cancer survivors with 0, 1, 2, 3, and 4 cumulative number of unfavorable SDoH (Additional file 1: Table S5). Based on the linear dose–response analysis fitted curves (unfavorable SDoH ranged from 0 to 8), every cumulative unfavorable SDoH increase was significantly associated with 64% increased risks of death from all-cause (HR per 1-number increase, 1.64 [95% CI, 1.50–1.78]), and 53% of cancer (HR per 1-number increase, 1.53 [95% CI, 1.45–1.60]) (Additional file 1: Fig. S5 and Table  2 ; P  < 0.001 for linear trend).

All-cause mortality ( A ), cancer-specific mortality ( B ), and hazard ratios in US adults diagnosed with cancer aged 20 years or older according to the cumulative number of unfavorable SDoH. Note: Kaplan–Meier curves showed cumulative mortality probability by age and a cumulative number of unfavorable SDoH using age as the timescale. The number at risk is unweighted observed frequencies. Cumulative mortality rates were estimated with the use of survey weights. Bar chart showed hazard ratios of all-cause mortality and cancer-specific mortality associated with a number of unfavorable SDoH, adjusted for age, gender, and race and ethnicity; error bars were 95% CIs. A Compared to those with 0 unfavorable SDoH, all-cause mortality of hazard ratios (95% CI) for cancer survivors with 1, 2, 3, 4, 5, or ≥ 6 unfavorable SDoH were 1.54 (1.25–1.89), 1.81 (1.46–2.24), 2.42 (1.97–2.97), 3.22 (2.48–4.19), 3.99 (2.99–5.33), and 6.34 (4.51–8.90), respectively. B Compared to those with 0 unfavorable SDoH, cancer-specific mortality of hazard ratios (95% CI) for cancer survivors with 1, 2, 3, 4, 5, or ≥ 6 unfavorable SDoH were 1.52 (1.04–2.22), 1.70 (1.20–2.24), 2.22 (1.51–3.26), 2.44 (1.60–3.72), 3.60 (2.25–5.75), and 5.00 (3.00–8.31), respectively. ns was the abbreviation of no significance; *** meant p  < 0.001, ** meant p  < 0.01, and * meant p  < 0.05

Age-adjusted/ age-gender-adjusted all-cause mortality and cancer-specific mortality risk were significantly higher in NHB cancer survivors when compared with NHW. Further adjustment for all SDoH factors, black-white disparity in cancer-specific mortality was still observed (HR 1.45, 95% CI 1.07–1.96), and the all-cause mortality did not show a statistically significant difference (HR, 1.08; 95% CI 0.89–1.30; Table  3 ). In the mediation analysis, the socioeconomic factor of unemployment (17.5% for all-cause mortality; 15.3% for cancer-specific mortality) can mostly explain the racial disparity in all-cause and cancer-specific mortality, and unemployment was associated with a nearly 90% and 120% greater all-cause and cancer-specific mortality, respectively. A family income-to-poverty ratio less than 2.4 (15.7%), an education less than high school (8.1%), government health insurance (6.9%), renting a home or other housing arrangement (15.4%), and not being married nor living with a partner (13.4%) indicated effective relative contribution to the disparity of all-cause mortality between NHB and NHW cancer survivors. An additional factor (not being married nor living with a partner [10.2%]) contributed significantly to the racial difference in cancer-specific mortality (Table  3 ).

In the subgroup analysis, NHW cancer survivors who were unemployed, a lower level of PIR, an education less than high school, government or none of health insurance, renting a home or other housing arrangement, and not being married nor living with a partner were significantly more likely to die of all-cause mortality compared to NHW cancer survivors without unfavorable SDoH. Unemployment and not being married nor living with a partner were significantly associated with a higher risk of cancer-specific mortality (Additional file 1: Table S6). Being unemployed and having no access to a regular health care facility or emergency room was significantly associated with all-cause mortality in NHB cancer survivors. Only unemployed status was associated with cancer-specific mortality (Additional file 1: Table S6). In the stratified analysis by gender (female and male), almost all unfavorable SDoH were significantly associated with greater all-cause and cancer-specific mortality for female and male subgroups after adjusting for age, except for cancer-specific mortality for unfavorable home ownership (Additional file 1: Table S7). In all sensitivity analyses excluding mortalities that happened during the first 2-year follow-up since the baseline interview, all results remained similar in association with unfavorable SDoH with all-cause, cancer-specific, and non-cancer mortality (Additional file 1: Table S8).

In this US nationally representative cohort study of cancer survivors, we found that NHB and Hispanic adult cancer survivors self-reported a higher proportion of multiple unfavorable SDoHs compared to NHW adults diagnosed with cancer. Compared to NHW cancer survivors, NHB cancer survivors had significantly higher all-cause and cancer-specific mortality after adjusting for age and gender. In addition, after further adjusting for all SDoH, there was no longer a difference between NHB and NHW cancer survivors in all-cause mortality, but a significant difference in cancer-specific mortality was still observed. These findings suggest that racial differences in all-cause mortality between NHW and NHB cancer survivors were largely attributable to the explained by differences in SDoH, while cancer-specific mortality disparities were partly explained by differences in SDoH. Furthermore, unfavorable SDoH were associated with a higher risk of all-cause and cancer-specific mortality for cancer survivors. During the 20 years of follow-up, an increasing number of unfavorable SDoHs in the same individual was associated with an increased risk of dying from all causes, cancer, and noncancer causes, even after adjusting for demographic factors, such as age, gender, and race. Of note, there were significantly linear dose–response relationships between the cumulative number of unfavorable SDoHs and all-cause and cancer-specific mortality among cancer survivors, and cancer survivors having six or more unfavorable SDoH increased the HR for mortality of 6.34 and 5.00 compared to those having no unfavorable SDoH, respectively.

NHB cancer survivors were more likely than NHW patients to have unfavorable levels of all SDoH. Compared to NHW cancer survivors, NHB and Hispanic cancer survivors were 3.0 times and 3.9 times more likely to experience six or more unfavorable SDoHs, respectively, which may partly explain the racial disparity in mortality. Most predominantly, NHB cancer survivors were 1.6 times more likely than NHW cancer survivors to have family PIR less than 2.4, which was associated with almost 50% and 25% greater all-cause mortality and cancer-specific mortality, respectively. Most recently, Connolly et al. [ 30 ] conducted a study involving a cohort of 3590 participants from NHANES between 1999 and 2014, and demonstrated that the SDoH level was more favorable for NHW compared to NHB adolescents. Our finding was consistent with another previous study that reported a lower level of PIR, lower level of education attachment, lack of health insurance coverage, dietary insecurity, and limited health access were more common in NHB compared to NHW, which was a key mediator in explaining race disparity in all-cause and cause-specific mortality, especially cardiovascular disease and neoplasms [ 17 , 40 ].

The persistent disparities in survival by race and ethnicity among cancer patients have been well-documented [ 2 , 3 , 4 , 6 , 41 ], and these disparities between NHB and NHW cancer survivors were particularly stark [ 42 ]. Indeed, the overall cancer mortality in 2022 for male and female together was 12% (166.8 vs. 149.3 per 100,000 persons, respectively) higher in NHB compared to NHW cancer survivors [ 6 ]. However, racial differences were not the only factor that contributed to observed mortality disparity and the underlying causes attributed to these disparities have not been well established [ 43 ]. Various factors have been suggested as contributors to these racial and ethnic disparities in survival outcomes among cancer survivors, including differences in tumor characteristics [ 44 , 45 ], neighborhood socioeconomic deprivation [ 42 ], and accessibility to health care. In the current study, disparities in the all-cause mortality HR for NHB cancer survivors compared to NHW cancer survivors decreased from 1.59 (95% CI, 1.36–1.86) to 1.09 (95% CI, 0.91–1.31) after adjusting for all SDoHs, which mostly mediated the racial disparity in all-cause mortality. With respect to cancer-specific mortality, the HR for NHB cancer survivors compared to NHW cancer survivors decreased from 2.04 (95% CI, 1.60–2.62) to 1.45 (95% CI, 1.07–1.96) after adjusting for all SDoHs, which has a partly mediator role in the racial difference. We found that cancer survivors with employed, student or retired status (17.5% relative contribution), and PIR more than 2.4 (15.7% relative contribution) explained the greatest percentage of disparities in all-cause mortality. Furthermore, we also showed that employed, student, or retired status (15.3% relative contribution) and being married or living with a partner (10.2% relative contribution) explained the largest portions of disparities in cancer-specific mortality. Taken together, the traditional socioeconomic factors consisting of household income, level of education completed, and unemployment status were important explanatory factors, that mediated around 45% and 25% of all-cause and cancer-specific mortality in survival inequities between NHB and NHW cancer survivors, respectively, which was consistent with the findings of Bundy et al. (nearly 50% mediated the differential in all-cause premature mortality) [ 25 ]. The SDoH, through an impact on occupational opportunities and income levels, have a substantial influence on insurance coverage, which was one of the main factors determining access to and delivery of health care services in the US as well as associated disparities in survival [ 40 ]. Conversely, these traditional economic factors have a greater effect on the racial/ethnic disparities in the general population compared to cancer patients. Specifically, Luo et al. [ 20 ] suggested that income mediated 62% of the association in mortality between NHB and NHW, which was consistent with the dominant contributors to family income (40%) and education (19%) to the gap between NHB and NHW adult populations [ 17 ]. Interestingly, NHW cancer survivors were approximately 25% more likely to be married or living with a partner compared to NHB cancer survivors. Being married or living with a partner was associated with the cancer-related survival benefits, possibly due to increased social support and higher psychological well-being and instrumental support, helping navigate the health care system [ 46 , 47 ]. According to Fuzzel et al. [ 48 ], barriers to health care accessibility and insurance coverage have a significant impact on rates of cancer screening, as well as the burden and attributions of the disease. These findings suggested SDoH factors, as an important mediator, drive racial health disparities, as well as all-cause and cancer-specific mortality, highlighting the necessity of the level of SDoH contexts for all people, especially those who are more vulnerable to unfavorable SDoH.

The cumulative adverse SDoHs were associated with poor all-cause survival and cause-specific survival rates among the cancer-free population have been previously reported, e.g., among patients with cardiovascular disease. Sameroff et al. [ 49 ] reported that cumulative unfavorable social risk factors, such as food insecurity combined with social isolation and loneliness, have a higher relevance to poor health outcomes than single social risk factors. Jilani et al. [ 50 ] suggested that greater SDoH adversity was linked to a higher burden of cardiovascular risk factors and poor health outcomes, such as stroke, myocardial infarction, coronary heart disease, heart failure, and mortality. Similarly, Zhang et al. [ 16 ] combined family income level, occupation, education level, and health insurance to measure socioeconomic status, and reported that participants who met low socioeconomic status had higher risks of all-cause mortality (HR, 2.13 and 95% CI, 1.90–2.38 in the US NHANES; HR, 1.96 and 95% CI, 1.87–2.06 in the UK Biobank), cardiovascular disease mortality (HR, 2.25; 95% CI, 2.00–2.53), and incident cardiovascular disease (HR, 1.65; 95% CI, 1.52–1.79) in UK Biobank, compared to high socioeconomic status. Our results were consistent with the findings of a study in which each additional SDoH conferred additional cancer-related mortality, compared to cancer survivors without any SDoH (1 SDoH [HR, 1.39; 95% CI, 1.11–1.75], 2 SDoHs [HR, 1.61; 95% CI, 1.26–2.07], and ≥ 3 SDoHs [HR, 2.09; 95% CI, 1.58–2.75]) [ 13 ]. In contrast, Weires et al. [ 51 ] observed that women with a higher socioeconomic status showed increased mortality due to breast cancer in Sweden. This finding may be due to the structure of the Swedish family cancer database (Swedes born after 1931 and their biological parents), as well as analytical restrictions on individuals 30–60 years of age in 1960, which may exclude low-socioeconomic adults with severe health problems. Previous studies have shown that these unfavorable SDoH have a tendency to cluster in individuals [ 13 , 23 ]. For example, individuals in the general US population who self-reported food insecurity were more likely to be combined with a low level of education attachment, not being married, a low level of family income, and a bad lifestyle. This finding was consistent with our observation that these unfavorable SDoH were not isolated but interrelated, and each unfavorable SDoH included in our study has been found to independently increase the risk of mortality. Compared to most previous studies based on a single SDoH, we found that there was a simple linear dose–response relationship reflecting the cumulative effect of multiple unfavorable SDoHs on all-cause and cancer-specific mortality. Collectively, these SDoH appear to synergistically increase the risk of all-cause and cancer-specific mortality among cancer survivors. However, the cumulative risk derived from a sum of the number of unfavorable SDoH assumed that all SDoH had equal and independent effects on survival outcomes, which might not be precise. We suggest that future research may need to use more complex models, such as interaction models, to more accurately capture the complex interactions of unfavorable SDoH.

Strengths and limitations

The major strength of this study was the use of large sample size data from the NHANES, which provides an opportunity to comprehensively evaluate the complex relations of SDoH with all-cause and cancer-specific mortality among cancer survivors. In addition, we focused on multiple SDoH factors and estimated the effect of accumulating unfavorable SDoH burden on mortality. We also performed mediation analysis to show the contribution of SDoH to disparities in all-cause and cancer-specific mortality. There were some limitations in the present study. First, we conducted the analyses based on the follow-up of time-to-event, however, all data on SDoH variables were only assessed at the baseline interview, which may not reflect factors that changed during the follow-up period. Therefore, our study was not able to quantify the effect of changes in eight SDoH on the mortality of cancer survivors over time. It is essential to conduct several repeated interviews about the level of SDoH during the follow-up period to reveal the influence of SDoH factors on survival among cancer survivors. Second, the assessment of SDoH was limited by the availability of variables in the NHANES database. Some SDoH such as neighborhood environment, social support, and exposure to racism, were not widely available, which may also contribute to the all-cause and cancer-specific mortality. Third, the follow-up duration was relatively short (median, 81 months) and an important bias among these cancer survivors such that socially disadvantaged who died during the study period might have had severe disease at baseline.

In conclusion, in this cohort study of a nationally representative sample of US cancer survivors between 1999 and 2018, there were significant differences in SDoH and mortality rates across self-reported racial and ethnic groups. Unfavorable SDoH were more common among NHB cancer survivors than NHW cancer survivors, were strongly associated with an increased risk of all-cause and cancer-specific mortality, and largely explained the difference between NHB and NHW cancer survivors in all-cause mortality, as well as partially explained these racial disparities in cancer-specific mortality. In addition, the cancer participants with a greater cumulative number of unfavorable SDoHs also appeared to be associated with higher risks of death from all-causes, and cause-specific (cancer and non-cancer). Taken together with previous findings, the unfavorable SDoH levels were the major risk factors for all-cause and cancer-specific mortality and were the underlying causes in all-cause racial health disparities among US cancer survivors. The entire government, civil society, local communities, businesses, and international agencies must pay more attention to the upstream SDoH, such as economic resources, employment, education quality, and racial discrimination [ 52 ]. We believe that these findings shed highlight on the cumulative burden of SDoHs on all-cause and cancer-specific mortality among cancer survivors, providing insight for ongoing and future initiatives aimed at mitigating mortality rates within vulnerable populations, including racial/ethnic minorities and individuals with an unfavorable level of SDoH status. Addressing social disparities in cancer health is a very important part of improving survival outcomes for cancer survivors, reflecting a commitment to health equity—aimed at achieving the optimal health for everyone.

Availability of data and materials

The US NHANES are publicly available database and all data can be accessed from https://wwwn.cdc.gov/nchs/nhanes/ . The statistical code and data required to reproduce the results presented in this article can be requested from Hongbo Huang ([email protected]) or Fan Li ([email protected]).

Abbreviations

• Social determinants of health

World Health Organization

National Center for Health Statistics

International Statistical Classification of Diseases, Injuries, and Causes of Death

Non-Hispanic White

Non-Hispanic Black

Hazard ratio

National Health and Nutrition Examination Survey

United States

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Acknowledgements

We thank Dr Jing Yi (School of Public Health, Chongqing Medical University, Chongqing, 400016, China) for suggestions on the used in mediation analysis and International Science Editing ( http://www.internationalscienceediting.com ) for editing this manuscript.

This study was supported by grant 82202913 (Dr Yunhai Li) and 82372996 (Dr Fan Li) from the National Natural Science Foundation of China.

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Hongbo Huang, Tingting Wei, Ying Huang, Heng Zhang, Ze Zhang, Yijing Xu, Lingquan Kong, Yunhai Li & Fan Li

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HBH, YHL and FL designed the study. HBH, YHL, TTW, and YH conducted the statistical analyses. HBH, TTW, YH, AJZ, ZZ, HZ, YJX, HNP, YHL, and FL drafted the original manuscript. HBH, YHL, LQK and FL review the manuscript. All authors approved the final version of manuscript.

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12916_2024_3563_moesm1_esm.docx.

Additional files 1: Method S1. Details about mediation analysis. Table S1. SDoH based on the Office of Disease Prevention and Health Promotion’s Healthy People 2030 and World Health Organization in NHANES 1999–2018. Table S2. Candidate social determinants of healthand associations with all-cause mortality in the US cancer survivors, NHANES 1999–2018. Table S3. Number of cancer survivor by cancer type and gender, NHANES 1999–2018. Table S4. P value for overall survival outcomes pairwise comparisons using log-rank test with Bonferroni adjustment. Table S5. P value for cancer-specific survival outcomes pairwise comparisons using log-rank test with Bonferroni adjustment. Table S6. Associations of social determinants of healthwith all-cause and cancer-specific mortality in US cancer survivors by race/ethnicity, NHANES 1999–2018. Table S7. Associations of social determinants of healthwith all-cause and cancer-specific mortality in US cancer survivors by gender, NHANES 1999–2018. Table S8. Sensitivity analyses of association social determinants of healthand all-cause, cancer-specific and non-cancer mortality in weighted and fully adjusted multivariable analysis among cancer survivors, NHANES 1999–2018. Fig. S1 Flowchart of participants selection for current analysis from NHANES 1999–2018. Fig. S2 The pairwise correlation between social determinants of healthusing Spearman method. Fig. S3 The proportion for each cumulative number of social determinants of healthby gender. Fig. S4 All-cause mortalityand cancer-specific mortalityfor cancer survivors aged 20 years or older in US between 1999 and 2018 stratified by cumulative number of unfavorable social determinants of health. Fig. S5 Linear dose–response association between cumulative number of unfavorable social determinants of healthand all-cause of death, and cancer deathamong US cancer survivors.

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Huang, H., Wei, T., Huang, Y. et al. Association between social determinants of health and survival among the US cancer survivors population. BMC Med 22 , 343 (2024). https://doi.org/10.1186/s12916-024-03563-0

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Uncertainty assessment of species distribution prediction using multiple global climate models on the tibetan plateau: a case study of gentiana yunnanensis and gentiana siphonantha.

1. Introduction

2. materials and methods, 2.1. study area, 2.2. species data, 2.3. climate and environment data, 2.4. global climate models, 2.5. species distribution modeling, 3.1. model performance, 3.2. current potential distribution, 3.3. future potential distribution simulations, 3.3.1. impacts of gcms on sdm, 3.3.2. range shift under future climate change with mme-4, 4. discussion, 5. conclusions, author contributions, data availability statement, acknowledgments, conflicts of interest.

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Song, Y.; Xu, X.; Zhang, S.; Chi, X. Uncertainty Assessment of Species Distribution Prediction Using Multiple Global Climate Models on the Tibetan Plateau: A Case Study of Gentiana yunnanensis and Gentiana siphonantha . Land 2024 , 13 , 1376. https://doi.org/10.3390/land13091376

Song Y, Xu X, Zhang S, Chi X. Uncertainty Assessment of Species Distribution Prediction Using Multiple Global Climate Models on the Tibetan Plateau: A Case Study of Gentiana yunnanensis and Gentiana siphonantha . Land . 2024; 13(9):1376. https://doi.org/10.3390/land13091376

Song, Yuxin, Xiaoting Xu, Shuoying Zhang, and Xiulian Chi. 2024. "Uncertainty Assessment of Species Distribution Prediction Using Multiple Global Climate Models on the Tibetan Plateau: A Case Study of Gentiana yunnanensis and Gentiana siphonantha " Land 13, no. 9: 1376. https://doi.org/10.3390/land13091376

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