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• Employee Benefits
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7 Steps to Building a Successful Talent Acquisition Team (+Netflix Case Study)

Analytics in HR

AUGUST 8, 2023

Talent acquisition team structure Examples of organizations’ talent acquisition team structures 7 Steps for building a talent acquisition team How to measure the success of a talent acquisition team Case study : Netflix’s talent acquisition team What is a talent acquisition team?

New i4cp Case Study Explores Humana’s Innovations in Virtual Volunteerism (i4cp login required)

DECEMBER 15, 2020

An i4cp member company that continues to contribute insights and examples to the research on well-being, Humana is pioneering innovative approaches that enable its employees (“associates”) to continue participating in philanthropic efforts when face-to-face or high-touch settings aren’t viable options. Few answers were forthcoming.

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15 HR Analytics Case Studies with Business Impact

NOVEMBER 5, 2018

For this article, I have collected 15 of the best HR analytics case studies I’ve come across in the past two years. Each of these case studies are connected with a concrete business impact. For each case study , I will refer to their original publication. 15 HR Analytics Case Studies .

Case Study: Strategic Workforce Planning for Rail Infrastructure Managers

MARCH 30, 2020

In this case study , strategic workforce planning is applied to solve this national problem, impacting millions of commuters. The post Case Study : Strategic Workforce Planning for Rail Infrastructure Managers appeared first on AIHR Analytics. This requires tremendous changes in the current workforce. Curious how?

Children’s Mercy Hospital Case Study

Stories Incorporated HR

APRIL 8, 2020

Want this case study as a PDF? For example , nursing job descriptions now start with a call to action, not to apply, but to watch a video to hear the experiences of their nursing staff. The post Children’s Mercy Hospital Case Study appeared first on Stories Incorporated. Reading Time: 6 minutes.

PayParity Pay Equity Case Study: Mother Jones

SEPTEMBER 6, 2022

For example , aside from equitable pay being the right thing to do, regularly conducting transparent audits can help boost employee trust in the company, which in turn can help improve retention. This case study was originally published in our partner ADP’s Spark blog. “We verified the information from 2021 data. .

Case Study: HR’s Pleas Are Heard, Resulting in Positive Culture Change

Civility Partners

AUGUST 14, 2024

Not to rub it in, but we thought we’d share a case study of what could be when the opposite occurs. Read on and see what happens when leadership listens to HR, as Rainbow Municipal Water District (RMWD) is a shining example of how HR can have a significant impact on workplace culture transformation – when leadership trusts them.

How To Apply Design Thinking in HR (+ 3 Case Studies)

AUGUST 16, 2023

The benefits of a design thinking approach in HR The 4 principles and 5 phases of design thinking 4 Ways to apply design thinking to HR processes Successful implementation of design thinking in HR Design thinking in HR examples What is design thinking? The post How To Apply Design Thinking in HR (+ 3 Case Studies ) appeared first on AIHR.

Case Study: Designing HIPO Programs That Work

Chief Learning Officer - Talent Management

AUGUST 10, 2021

For example , a senior executive can provide clarity to how the competencies in talent management would show up in associate vice presidents or senior directors. Each session has a short case study that directly relates to the topic. These same individuals can have similar conversations with their direct reports.

Case Study: MarketGap’s Innovative Strategy for Agile Workforce Evolution

JUNE 30, 2023

Case Study : Rapid Transformation When MarketGap realized the need for digital transformation and a more dynamic online presence, they turned to freelancers for their expertise in innovation and experimentation. The post Case Study : MarketGap’s Innovative Strategy for Agile Workforce Evolution appeared first on Hppy.

What is HR Analytics? All You Need to Know to Get Started

FEBRUARY 28, 2024

Importance of HR analytics HR analytics examples Key HR metrics Data analytics in HR: How to get started How to transition from descriptive to predictive and prescriptive analytics in HR HR analytics certification FAQ What is HR analytics? Example : Annual employee turnover rate.) We discuss more real-life examples below.

How Mayo Clinic Selects Leaders: A Case Study

AUGUST 19, 2022

Kang also suggests how to evaluate if leaders are actually successful or not, offering examples that help to make this conversation very practical for companies that want to use their leaders to engage, develop, and retain their workforce. . . This episode is sponsored by Workplace from Meta. . .

13+ HR Case Studies: Recruiting, Learning, Analytics, and More

SEPTEMBER 3, 2019

As someone who has worked in the HR profession, I know well the full value of stories, examples , and case studies . While much of the work we do at Lighthouse Research & Advisory focuses on quantitative research studies , we do a fair amount of qualitative research as well.

Organizational Storytelling Case Study: Dell Technologies

JULY 5, 2022

Reading Time: 3 minutes This organizational storytelling case study is an excerpt from our download, The Complete Guide to Organizational Storytelling. For example , in one year, the Stories Inc. The post Organizational Storytelling Case Study : Dell Technologies appeared first on Stories Incorporated.

HR Trends and Case Studies

Effortless HR

JANUARY 20, 2022

These case studies and HR trends 2021 show how the future of work might look as we approach 2022. For example , some companies use online analytics tools to chart employee participation, online activity, and engagement in virtual meetings. HR Trends Throughout 2020-21. Working From Home. Data Analysis of Workforce.

The Power of People: A Case Study on Power PEO Consulting’s Selection of ExtensisHR

AUGUST 28, 2023

Download the full case study to learn more. >> As an industry veteran, he maintains a strong portfolio of PEOs and knew of ExtensisHR’s reputation for customer service, human capital management, and ability to engineer custom PEO solutions.

Varda Chocolatier: Customer Interview & Case Study 

FingerCheck

OCTOBER 6, 2022

Varda Chocolatier: Customer Interview & Case Study . I’ve built that relationship, like for example , I speak to Jeremy a lot. For example , pushing payrolls for the next day is very fair and reasonable and I think recently they released that I could be having 8 p.m., Access Case Study .

JULY 31, 2023

As an industry veteran, he maintains a strong portfolio of PEOs and knew of ExtensisHR’s reputation for customer service, human capital management, and ability to engineer custom PEO solutions. He reached out soon after founding Power PEO Consulting and quickly forged a partnership.

OKR Examples: How to Write OKRs that Drive Impact

OCTOBER 19, 2022

In this article, we’ll break down the framework for writing impactful objectives and key results and share some OKR examples you can use as a guide when crafting your own. Example of a poorly-written objective: Provide better customer service. Example of poorly-written key results: Treat our customers well every day.

[CASE STUDY] Transforming Organizational Culture

JUNE 10, 2021

We recently put together a case study regarding one of our clients, Rainbow Municipal Water District (RMWD), and thought we’d share it in case you were looking for ideas on improving your own workplace culture. The post [ CASE STUDY ] Transforming Organizational Culture appeared first on Civility Partners.

Your In-Depth Guide to Implementing Job Shadowing (+ Google Case Study)

AUGUST 14, 2023

Benefits of job shadowing Types of job shadowing Developing and implementing a job shadowing program: 7 Steps Real-life job shadowing example : Google’s G2G job shadowing program Stay interview best practices Tips for successful job shadowing What is job shadowing? Contents What is job shadowing?

Case Study: Manufacturing Client Connects Frontline Employees

MAY 2, 2022

For example , employees were asked, “which shifts can you help out with?” Yes, sign me up to receive tips, case studies , and other helpful materials! Δ The post Case Study : Manufacturing Client Connects Frontline Employees appeared first on Bonfyre. Work email *.

Talent Mobility Case Studies and Research [Podcast]

DECEMBER 7, 2016

In addition, I examine some case studies and examples of companies that are doing interesting work with talent mobility, including World Bank Group, Chipotle, and Hootsuite.

Recruiting Feedback Case Study: The Recruiting Revenue Connection

MARCH 11, 2019

In our latest recruiting feedback case study , Craft Brew Alliance (CBA) demonstrates that asking the right questions at the right time can dramatically affect overall recruiting effectiveness AND uncover powerful connections between recruiting and revenue generation. Download the Case Study for More.

Case Study: Credit Union

OCTOBER 1, 2020

Today’s case study explains how TimeSimplicity can help a typical small credit union maintain quality customer service while controlling operating expenses through automated credit union employee scheduling. Our example organization is Springfield Community Credit Union. How much can you save? ArticleID 7414.

What Is a Case Study? How to Write, Examples, and Template

OCTOBER 6, 2023

Learn how to write a case study that showcases your success. Use our template and proven techniques to create a compelling case study for your clients.

Are You Throwing Your Employees Under the Bus? [Case Study] - DecisionWise

DecisionWise

AUGUST 1, 2017

A Case Study on Improving The Customer Experience (CX) at the Risk of The Employee Experience (EX). In this case study we examine how the Chicago Transit Authority sought to improve its Customer Experience while failing to focus on its Employee Experience. Case Study ] appeared first on DecisionWise.

20 Learning Management System Examples

FEBRUARY 29, 2024

Discover 20 top Learning Management System examples in our comprehensive guide. Explore LMS case studies and resources. Choose the right LMS for your needs.

Case Study: The Value Of Pay Transparency And How To Implement It

HR Tech Girl

JULY 5, 2023

Here I aim to shed light on what pay transparency looks like at Compt, explain its mechanics and influence on overall compensation structures and raises, present real-world examples of its benefits, and provide practical considerations for organizations contemplating this approach.

Case Study: How Bonfyre’s Top Manufacturing Site Improved Employee Engagement?

AUGUST 11, 2022

For example , they share site and facilities updates, real-time crisis updates and resolutions, system updates, upcoming events and leadership communications. Yes, sign me up to receive tips, case studies , and other helpful materials! Please indicate if you are in the EU (GDPR). Bonfyre is committed to your privacy.

9 Digital HR Case Studies with Business Impact

Digital HR Tech

OCTOBER 23, 2019

In this article, we have collected some of the best Digital HR case studies we’ve come across. They’re good examples of organizations that really get Digital HR and make the most of it. Each case study is connected to a specific business imperative. What’s in? Anchor Trust 2. Deloitte 5.

Case Study: Growing Your Sales Organization Beyond The Deal

MARCH 16, 2017

In the following case study , you will learn how a high-growth company uses a software solution to respond to these challenges. For example , responses to “what are you hearing about our competition?” For example , his SDRs are capturing all of the biggest objections that they receive early in the sales cycle.

What Is Performance Enablement? [+ Real-Life Examples]

JUNE 11, 2024

This article will explain performance enablement, provide examples of enablement in action, and explain how to measure the effectiveness of the performance enablement strategies. Example of performance enablement: Sales enablement Performance enablement can have a positive effect on sales performance.

Case Study: Bonfyre helps call center leaders to engage teams in a remote setting

APRIL 27, 2023

For example , Bonfyre can be used to share training materials, facilitate DEI discussions, and recognize employees for their diversity and inclusion efforts. Yes, sign me up to receive tips, case studies , and other helpful materials! Bonfyre is increasing awareness and impact of learning, DEI, and other programs.

Text Analysis in HR: A Brief Case Study

JANUARY 5, 2020

Take ‘ use’ and ‘ need’ as examples : do they occur often due to a particular focus on what is needed or should be used, or do they typically occur anyway when sharing knowledge through writing? In my opinion, text mining and natural language processing are prime examples of that. Words that are common may not always be important.

Case study: Executing a recruitment marketing video plan

MAY 19, 2021

This case study is an excerpt from our new ebook, Getting Buy-In for Your Employee Story Project: The Ultimate Guide to Employer Branding and Recruitment Marketing ROI. was the right fit, not only from the great examples of quality work they provided, and the array of project options that they offered. Read the Full Case Study .

Case Study – Goulburn Valley Water

NOVEMBER 26, 2020

A Case Study on Performance Management & Policy Management. For example , it was difficult and time-consuming to identify who had read, understood and signed off policies due to the inability to produce reports on policy compliance for managers, the risk team and an external auditor.

The Talent Slow Fade: A Case Study of Motley Fool’s Approach to Engagement

JULY 6, 2017

In one example provided by the company, Burbage talked about one of the company’s engineers. This is a great example of talent mobility in action –using employee interests and strengths where they can benefit the company the most. How can we help people be happy and pursue their interests and strengths? How does this sound?

How Bosch Uses Gamification to Build HR Analytics Skills (Case Study)

AUGUST 7, 2019

Some examples of the activities included: Participating in discussion forums with other HRBPs to learn and share best practices. For example , employees had the opportunity to earn badges while progressing through their scorecard. Along the way, there were small prizes and moments of recognition to celebrate learning.

13 HR Analytics Courses Online To Check Out in 2024

FEBRUARY 23, 2024

All subjects are illustrated by real-life examples of how various organizations tap into HR analytics techniques to help them flourish. A dashboard example is included below. It includes facilitated discussions, case studies , group and individual activities, and self-assessments. Want to know more?

Wal-Mart: Our Fastest Growing Business Line is Delivering Experiences [Case Study]

APRIL 26, 2018

For example , one area in particular that is growing faster than any other part of the business is personal shopping assistance. For example , how should you respond if the customer’s item is out of stock? This set of training examples in itself is highly indicative of the kind of work these people are doing.

Case Study: Growing Your Marketing Agency With Automated Employee Feedback

MAY 24, 2017

For example , when co-founders Kelsey Meyer & John Hall were leading a team of ten, a weekly in-person meeting was sufficient to surface and address the most important issues facing the business. Influence & Co. , With hierarchy now in place, passing information up the ladder was critical to prevent information bottlenecks.

Case Study: How One Healthcare Agency Uses Appreciation to Improve Business and Patient Outcomes (#greatness17)

AUGUST 8, 2017

This data is one company’s example of how to do that, but it’s a great script for those of you that are looking to explore the value that appreciation and recognition can bring. Thanks to O.C. Tanner for the invitation to the event and for access to Ms. Ullom-Vucelich for the amazing conversation! Enjoyed this?

Case Study: Steelcase Uses Onboarding Technology for Leadership Development

FEBRUARY 4, 2019

That’s what companies are discovering about onboarding technology and here’s a super interesting example . For a deeper look at the Steelcase program, read the full case study . The post Case Study : Steelcase Uses Onboarding Technology for Leadership Development appeared first on SilkRoad. Unlimited possibilities.

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making HR better, one HR pro at a time

13+ HR Case Studies: Recruiting, Learning, Analytics, and More

Reposting a piece from the blog over at Lighthouse Research because I know not all of you subscribe over there!

While much of the work we do at Lighthouse Research & Advisory focuses on quantitative research studies, we do a fair amount of qualitative research as well. We’ve collected case studies over time (and continue to) that highlight interesting approaches and examples of innovation within human capital management. The list below offers a wide variety of industries, examples, and flavors for you to learn from.

Want to see another topic or example not listed here? Comment below and and I will see what we can do to find that for you!

Wal-Mart, Automation, and Compassion Training

Walmart’s Fastest Growing Line of Business is Delivering Experiences

The Motley Fool: Blending Talent Management and Engagement

Motley Fool: The Coolest Talent Processes You’ve Never Heard Of

Chipotle: How Internal Mobility Reduced Turnover by 64%

Internal promotion-how Chipotle reduced turnover by 64%

Adtran: Using Hackathons for Employer Branding, Employee Development, and Retention

Using Hackathons for Branding and Retention

Stout Advisory: Performance Management, Peer Feedback, and Employee Engagement

How to Radically Change Your Performance Management Practice [Podcast]

H&R Block: Seasonal Hiring, Strategic Recruiting, and Hiring Manager Communications

Patagonia: measuring the roi of hr programs, hr strategy, employee perks and benefits.

Measuring the ROI of HR Programs is Critical: Here’s How Patagonia Does It

Hot Chicken Takeover: Employee Benefits, Corporate Culture, Leadership, and Social Responsibility

Can a Business Grow Competitively While Doing Social Good? [Podcast]

AlliedUniversal: Talent Acquisition, Employee Referrals, and High-Volume Hiring

How Does AlliedUniversal Hire 90,000 Workers a Year? Referrals and PURPOSE [Podcast]

Duie Pyle: Remote Worker Engagement, Blue Collar Challenges, and Competitive Recruiting

Talent Lessons from the Transportation Industry [Podcast]

Ohio Living: Core Values, Company Culture, and Employee Recognition

We’re Only Human 39: Ohio Living Serves 70,000 Clients Annually with Core Values

Cox Enterprises: HR Analytics, Business Impact, and Strategy

We’re Only Human 53: How to Partner with Your Talent Analytics Team

McDonald’s: Learning Measurement, Business Impact, and ROI

Southwest airlines: corporate culture, employee perks, and employee engagement.

We’re Only Human 40: How Southwest Airlines Lives and Breathes Corporate Culture

HJF: HR Technology Selection and Implementation, HR Leadership, and Modernization

We’re Only Human 55:The HR Leader’s First Year on the Job

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• September 26, 2022

Best HR Case Studies

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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.

Also Read:  Executive Development Program In Human Resource Management From XLRI Jamshedpur

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.

Also Read:  Executive Development Program In HR Analytics From XLRI

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.

Also Read:  Executive Development Program In Talent Management

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.

Also Read:  Why is it Important to Study Human Resource Management?

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.

More Information:

Executive Program In Business Management

Professional Certificate Program In General Management

How to grow your career in Human Resource Management?

Executive Program In Supply Chain Management During Uncertain Times

Professional Certificate Program In Supply Chain Strategy And Management

Executive Development Program In Project Management For Senior Professionals

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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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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.

Source Links

• https://www.shrm.org/credentials/certification/educators/teaching-resources
• https://www.e-elgar.com/shop/usd/case-studies-in-work-employment-and-human-resource-management-9781788975582.html
• https://gfoundry.com/everything-you-need-to-know-about-human-resources-a-manual-for-managers-and-professionals/

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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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People Analytics: 5 Real Case Studies

Maaike Ankum

Harness the power of HR analytics to improve business performance by learning from these organizations.

Data is essential to an organization’s growth and profitability. HR analytics turns the focus inwards on one of the biggest determining factors of a company’s success: their employees. Collect and analyze data about the talent within your organization and get the insights you need to increase productivity, reduce waste, and capitalize on unique opportunities. 

As a leading expert in employee feedback solutions, Effectory encourages a data-driven approach to identifying opportunities for improvement within organizations. This includes refining strategies to hire the right talent, designing individual employee development plans, and enhancing employee engagement. We’re always available to talk with you about how we can make people analytics work for your organization.  

This article will, first, outline the steps to implementing an effective people analytics strategy and, second, explore case studies from five prominent organizations that highlight the different ways in which HR analytics can be used to improve your business outcomes. 

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The steps in an HR analytics strategy 

Organizations need to have clearly defined processes to gather data, analyze it, identify patterns, and turn those insights into actionable initiatives. Though the terms are similar, HR reporting and HR analytics are not, in fact, interchangeable. They are actually the first and final steps, respectively, in the three-part process of people analytics. 

1. Reporting  

HR reporting is the foundation of people analytics, bringing together all the data your organization has tracked. 

HR reports are objective and factual. They present data in a digestible way to highlight patterns, but do not derive conclusions. 

2. Analysis  

HR analysis is the investigative phase where your team draws connections among data points and develops hypotheses. 

During analysis, you may need to identify gaps in available data and fill them in using new tools and initiatives like surveys, employee interviews, or game-like personality tests. 

3. Analytics  

This is where the people-data, HR reports, and analysis come together to give you a definitive picture of the problem or opportunity your organization is facing. Data and hypotheses are structured through analytics to provide actionable insights. 

What is predictive people analytics?

Create impact with People Analytics

Link feedback from employees to your organization’s performance

The following step-by-step guide is another way to map out the people analytics process: 

• Identify opportunities or areas for improvement 
• Establish performance metrics 
• Collect data 
• Identify relevant patterns and develop hypotheses 
• Fill the data gaps 
• Analyze the results 
• Implement data-driven strategies 

Here are five real-world case studies that demonstrate different ways in which businesses have used people analytics to improve their bottom line. 

Johnson & Johnson: Experience and retention 

Area for improvement: American multinational Johnson & Johnson was looking to improve both employee performance and retention. At the time, their recruiters prioritized candidates with job experience in the industry, assuming they were more likely to stay with the company and would be quicker to make significant contributions. As a result, the company experienced a 10 percent decrease in new hires who had recently graduated from college.

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Data and analysis: Challenging these assumption, HR and the people analytics team at Johnson & Johnson compiled data on 47,000 employees to test the link between experience and turnover. The data revealed that employees hired right out of college actually remained with the organization “significantly longer” than more experienced candidates. Furthermore, there was no significant difference between the two groups’ contributions to the company. Their new hypothesis is that Johnson & Johnson’s two-year leadership development program may help reduce turnover among recent graduates.    Analytics and outcome: Based on the people analytics, Johnson & Johnson increased hires of new graduates by 20 percent, effectively reducing turnover while maintaining performance. 

Clarks: Employee engagement 

Area for improvement: C. & J. Clark is a British shoe manufacturer and retailer with approximately 1400 locations and over 13,000 employees. According to Chief People Officer, Belinda Deery, Clarks already had high levels of employee engagement relative to their industry but were looking to maximize return on investment, especially at the store level.    Data and analysis: The HR analytics team used 450 data points to get an accurate picture of the relationship between employee engagement and overall business performance. The report and subsequent analysis revealed that for every 1 percent increase in employee engagement, business performance increased by 0.4 percent, confirming the correlation and the value of employee engagement. The analytics team also collected additional data from the company’s 100 best-performing stores. 

Analytics and outcome: The combined findings of this two-step people analytics initiative enabled Clarks to implement multiple effective changes and programs that improved engagement and increased business performance. First, they drafted a replicable schema to create high-performing stores, including the ideal team size for optimum efficiency. The company also designed a store management development program and put together an employee engagement toolkit for managers. The CPO reported positive ongoing results after implementing these initiatives. 

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Credit Suisse: Predicting turnover 

Area for improvement:  

Credit Suisse is a financial services company based in Switzerland that employs over 47,000 people. To reduce turnover, they tried to predict which employees were most likely to leave the company and when. It’s been estimated that the cost of replacing an employee can be anywhere between 30 and 400 percent of an employee’s salary, depending on seniority and experience. This is a substantial loss for a company the size of Credit Suisse. 

Data and analysis:   Because the Credit Suisse workforce is so large and since they have strong data tracking practices, the analytics team had substantial information on who left the company, why, and after how long. The team dug deeper to explore “the specific circumstances prior to the points of departure” by tracking over 40 variables, such as performance ratings, the time spent in a given role, and the size of an employee’s team. 

Analytics and outcome:   The resulting predictive people analytics model gave Credit Suisse the ability to accurately predict how likely an employee is to leave the organization in the next year based on as few as ten indicators. With these predictors, Credit Suisse is able to identify risk factors and address these issues with employees before they result in attrition. 

Use the insights of departing employees to uncover hidden truths about your organization and minimize further unnecessary departures.

E.On: Absenteeism 

Based in Essen, Germany, E.On is an electric company that employs approximately 78,000 people. When absenteeism rose above the acceptable benchmark set by their HR department, E.On used people analytics to determine the factors driving increased unscheduled time off. Depending on whether an employee is paid hourly or with an annual salary, absenteeism can cost a business anywhere between $2,660 and $3,600 per employee, annually. For an organization of E.On’s size, that potentially adds up to hundreds of millions of dollars. 

Data and analysis:   The people analytics team at E.On put together 55 hypotheses. Based on the available data, the team tested 21 hypotheses and finally validated 11 of them. What they found was that the duration and timing of vacation had the biggest impact on the frequency of unplanned time off for the rest of the year. Contrary to popular belief, employees selling back their vacation time to the company did not appear to have any statistically significant impact on absenteeism. 

Analytics and outcome: Based on these insights, E.On implemented policy changes that encouraged managers to be more accommodating with how employees schedule time off. Employees are encouraged to schedule multiple breaks throughout the year with at least one larger vacation—a combination that reduces absenteeism. The findings from this people analytics initiative also provided the HR team with additional insights they can use to test other variables in the future. 

Cisco: Choosing an office location 

Area for improvement: This multinational technology conglomerate based out of San Jose, California employs over 75,000 people. When the time came to open a new regional office, the company used people analytics to determine the best building and location for it. The goal was to avoid wasted space, create a positive work environment for employees, and attract the right talent to the organization.    Data and analysis:   With 266 Cisco offices across 87 countries, their People Planning, Analytics and Tools department were able to source data about office usage rates and average costs within the organization. Senior Director Ian Bailie and his team also looked at the building’s neighborhood and the location’s community to evaluate their respective potential impact on business performance. Most importantly, the analytics team explored the availability of talent, specifically from neighboring universities, relative to the number of competitors in the area. 

Analytics and outcome: Because of Bailie and his team’s findings, the company decided to go with a different location than they first had their eye on. Their research found that the original choice would have left the recruitment team struggling to fill the necessary roles. The findings also changed Cisco’s process for opening new offices by bringing people analytics into the discussion much earlier. Planning, staffing, and operating new offices became much more resource efficient. 

These are just a few real-world examples of how HR analytics can be used to improve business outcomes. People analytics focuses on an organization’s most valuable resource, its employees, and empowers them to do their best work to benefit the company and its larger goals. Prioritize data and regular reporting to gain meaningful insights and actionable takeaways. Talk to Effectory today to make people analytics a key part of your HR strategy . 

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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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HR’s new operating model

The way in which organizations manage people used to be relatively straightforward. For more than two decades, multinational companies generally adopted a combination of HR business partners, centers of excellence, and shared service centers, adjusting these three elements to fit each organization’s unique nature and needs.

Today, this approach—introduced by Dave Ulrich in 1996 1 David Ulrich, Human Resources Champions: The Next Agenda for Adding Value and Delivering Results , first edition, Boston, MA: Harvard Business Review Press, 1996. —is rapidly evolving. In interviews with more than 100 chief human resources officers (CHROs) and senior people leaders from global multinational businesses, we identified five HR operating-model archetypes that are emerging in response to dramatic changes in business and in the world—including heightened geopolitical risks, hybrid working models, and the rise of majority-millennial workforces.

These emerging operating models have been facilitated by eight innovation shifts, with each archetype typically based on one major innovation shift and supported by a few minor ones. The key for leaders is to consciously select the most relevant of these innovation shifts to help them transition gradually toward their desired operating model.

Eight innovation shifts driving HR’s new operating models

Today’s increasingly volatile, uncertain, complex, and often ambiguous business environment is forcing companies to transform at an unprecedented pace. The global COVID-19 pandemic and rapid evolution of workplace technology have accelerated the adoption of various alternative, hybrid working models—as well as new challenges in monitoring employee conduct and performance. The emergence of majority-millennial workforces has led to a profound shift in employee preferences. And the “Great Attrition” of workers , 2 Aaron De Smet, Bonnie Dowling, Marino Mugayar-Baldocchi, and Bill Schaninger, “‘ Great Attrition’ or ‘Great Attraction’? The choice is yours ,” McKinsey Quarterly , September 8, 2021. exacerbated by demographic developments in many parts of the world, has intensified existing talent shortages.

HR plays a central role in navigating this upheaval, creating a need for the function to rise to a new level of adaptability and responsibility . 3 Laura Blumenfeld, Neel Gandhi, Asmus Komm, and Florian Pollner, “ Reimagining HR: Insights from people leaders ,” McKinsey, March 1, 2022. While every organization has its own trajectory and HR operating model, our interviews with senior leaders revealed that organizations are innovating in ways that are collectively changing the HR function from the “classic Ulrich model”:

• Adopt agile principles to ensure both strict prioritization of HR’s existing capacity and swift reallocation of resources when needed, enabling a fundamentally faster rate of change in the business and with people and how they work.
• Excel along the employee experience (EX) journey to win the race for talent in the time of the Great Attrition , 4 Aaron De Smet, Bonnie Dowling, Marino Mugayar-Baldocchi, and Bill Schaninger, “‘ Great Attrition’ or ‘Great Attraction’? The choice is yours ,” McKinsey Quarterly , September 8, 2021. enabling both employee health and resilience.
• Re-empower frontline leaders in the business to create human-centric interactions, reduce complexity, and put decision rights (back) where they belong.
• Offer individualized HR services to address increasingly varied expectations of personalization.
• ‘Productize’ HR services to build fit-for-purpose offerings with the needs of the business in mind, and to enable end-to-end responsibility for those services through cross-functional product owner teams in HR.
• Integrate design and delivery with end-to-end accountability to effectively address strategic HR priorities, reduce back-and-forth, and clarify ownership.
• Move from process excellence to data excellence to tap into novel sources of decision making using artificial intelligence and machine learning.
• Automate HR solutions to drive efficiency and capitalize on the power of digitalization in HR.

These innovation shifts are driving the emergence of new HR operating models, albeit with different degrees of influence depending on the nature of individual organizations (Exhibit 1). In analyzing the drivers, we identified five HR operating archetypes.

Five emerging HR operating models

These eight innovation shifts have enabled companies to rethink how they manage their people and the best way to do so. Exhibit 2 shows the five emerging HR operating models we identified, which are all enabled by two core elements: a strong, consistent data backbone and a user-friendly, highly reliable service backbone. When asked which two archetypes best fit their HR operating model, 48 percent of people leaders attending a recent webinar selected Ulrich+, 47 percent EX-driven, 36 percent leader-led, 31 percent agile, and 6 percent machine-powered. 5 Reimagining HR Webinar Survey, McKinsey, November 2022, n = 140 senior people leaders. Figures do not sum to 100%, because of the possible selection of multiple answers.

This model is an adaptation of the classic Ulrich model, with HR business partners developing functional spikes and taking over execution responsibilities from centers of excellence (CoEs). In turn, CoEs are scaled down to become teams of experts and selected HR business partners. They are supported by global business services and have a digital operations backbone. Many CHROs believe the classic Ulrich model is not up to solving today’s HR challenges, with HR business partners lacking the skills and time to keep up with the latest HR developments. Inflexible CoEs limit agile reactions, while other organizational boundaries have steadily become more permeable. Multinational businesses with mature and stable business models are often the ones that experience these pain points.

An agile transformation

A global financial institution underwent an agile transformation with a focus on IT delivery, supported by an agile HR operating model with 2,000 staff members. It first structured its HR function along the employee life cycle, aligning resources to the employee experience (EX) journey: when they join, work, develop, perform, and exit. The evolution to an agile model was supported by three HR innovation shifts:

• reducing the number of handovers by integrating run (servicing and operations) and change (product delivery) activities into “workstreams”
• setting up workstreams with end-to-end service responsibility (for example, design and delivery of recruiting), common goals, and steering
• allocating resources to agile pods with product crews for each workstream and agile ways of working

Projects that cut across multiple product crews were supported with a center-of-excellence initiative manager at the divisional level, and the stream-by-stream transition plan was phased over two years.

This model calls for a smaller number of HR business partners, with an emphasis on counseling top management, while CoE professionals focus on topics such as data and analytics, strategic workforce planning, and diversity and inclusion. The freed-up resources are pooled to implement cross-functional projects. CHROs who favor this operating model believe that HR needs to accelerate to keep up with the increased focus on execution exhibited on the business side and to prevent HR from hindering rapid transformation. Companies are applying this and other agile methodologies when experiencing rapid growth or discontinuity. (For an example of this model, see sidebar “An agile transformation.”)

Optimizing the employee experience

A global software company adopted a new business strategy to maximize the customer and employee experience, committing to a two-year transformation journey. Its first step was to mirror the customer experience for employees by identifying and revamping “moments that matter” along the employee life cycle. Three HR innovation shifts facilitated this: persona-driven HR services began following a customized approach; product owners took on end-to-end responsibility over HR concept, design, and delivery to deliver moments that matter; and HR, IT, and business operations combined into a comprehensive data function.

This model is meant to help CHROs gain a competitive advantage by creating a world-class EX journey. Putting EX first means allocating disproportionate resources toward “moments that matter.” For example, HR, IT, and operations experts could be granted full responsibility to jointly plan, develop, and roll out a critical onboarding process. By creating a world-class EX, HR becomes the driving force in bridging cross-functional silos and in overcoming the patchwork of fragmented data and processes that many organizations suffer from today. The companies employing this model are highly dependent on their top talent, with a small set of clearly defined competencies. (For more on this model, see sidebar “Optimizing the employee experience.”)

In this model, CHROs transition HR accountability to the business side, including for hiring, onboarding, and development budgets, thereby enabling line managers with HR tools and back-office support. This archetype also requires difficult choices about rigorously discontinuing HR policies that are not legally required. Too much oversight, slow response times, and a lack of business acumen in HR have led some companies to give line managers more autonomy in people decisions. Companies exploring this choice typically have a high share of white-collar workers, with a strong focus on research and development.

Machine-powered

With this model, algorithms are used to select talent, assess individual development needs, and analyze the root causes of absenteeism and attrition—leaving HR professionals free to provide employees with counsel and advice. As digitalization redefines every facet of business, including HR, CHROs are looking for ways to harness the power of deep analytics, AI, and machine learning for better decision outcomes. Organizations that are experimenting with this are primarily those employing a large population of digital natives, but HR functions at all companies are challenged to build analytics expertise and reskill their workforce.

Innovation shifts shaping HR model archetypes

While innovation shifts have shaped the traditional HR operating model and led to the emergence of new archetypes, not all innovation shifts are equal. Each archetype is typically based on one major innovation shift and supported by a few minor ones (Exhibit 3).

For example, a leader-led archetype is mainly shaped by the shift of empowering the leaders and the front line. At the same time, it gives more flexibility to the needs of the individual (the “cafeteria approach”) because leaders have more freedom; it also builds on digital support so leaders are optimally equipped to play their HR role. Alternatively, an agile archetype is strongly focused on adapting agile principles in HR, but it typically also aims to move toward a productized HR service offering and strives for end-to-end accountability.

The critical decision for senior people leaders is to consciously select the most relevant of these innovation shifts to transition gradually toward their desired operating-model archetype. For example, the leader-led model puts business leaders, rather than HR, in the driver’s seat, allowing line managers to choose the right HR offerings for their individual teams. And for companies that decide to deploy machine-powered HR, the key is building and relying on deep analytics skills. This model uses integrated people data to make targeted, automated HR decisions.

In large, diversified organizations, CHROs may find that different archetypes fit the differentiated needs of specific businesses better and may adopt a combination of HR operating models.

Transitioning to a target operating model

Transitioning to a future-oriented archetype is typically a three-step journey. First, CHROs and their leadership teams align on the right operating-model archetype for their organization based on the most pressing business needs, expectations of the workforce, the wider organizational context, and the company’s dominant core operating model. In large, diversified organizations, CHROs may find that different archetypes fit the differentiated needs of specific businesses better and may adopt a combination of HR operating models.

Second, HR leadership teams prioritize the three or four most relevant innovation shifts that will move their function toward their chosen operating-model archetype. When doing this, people leaders need to reflect on strategic HR priorities and, even more important, the shifts required to establish the operating model given its feasibility, the potential limits to the speed of implementation, and the magnitude of change. (Today, we find that the capacity to change the HR information system is often the most limiting factor.) For example, if a company is operating in a traditional hierarchical “command and control” way, the sole shift of HR into an agile archetype requires profound and demanding changes to ways of working, likely beyond only HR. Similarly, a business accustomed to a “high touch, concierge service” HR approach will find that a shift to a leader-led archetype is challenging and requires significant effort to implement.

Finally, teams think comprehensively about the transition journey, working toward core milestones for each of the prioritized innovation shifts individually and ensuring a systemic, integrated transformation perspective at the same time. This requires mobilizing for selected shifts, building new capabilities, and acting on an integrated change agenda in concert across business and HR.

Sandra Durth is a senior expert and associate partner in McKinsey’s Cologne office, Neel Gandhi is a partner in the New York office, Asmus Komm is a partner in the Hamburg office, and Florian Pollner is a partner in the Zurich office.

The authors wish to thank Fabian Schmid-Grosse and Christian Winnewisser for their contributions to this article.

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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.

Table of Contents

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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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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Human Resource Management at Coca-Cola: A Case Study

OLA POSH Case: Redefining Employee Relationships In The Platform Economy

Contributor.

The emergence of app-based ride-hailing services in India has significantly changed how its population, especially young men and women, commute for both work and leisure. Promising comfortable, convenient, and relatively affordable transportation, these services have also created job opportunities for small entrepreneur-drivers, often referred to as "partners" by these app-based ride-hailing platforms. Consequently, companies like Uber and Ola have become a prominent part of urban life in India.

However, there have been several instances of women passengers facing sexual harassment while using these app-based ride-hailing services. Recently, in a judgment dated September 30, 2024, a single judge bench of High Court of Karnataka ('Karnataka HC') in the case of Ms. X v. ANI Technologies Private Limited & Others , considered whether platform workers, such as cab drivers, qualify as 'employees' under the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 ('POSH Act'), and whether ANI Technologies Private Limited ('OLA') can be classified merely as an 'intermediary'.

In this article we explore the Karnataka HC's ruling wherein the court recognized the platform workers as employees under the POSH Act. The court addresses the safety challenges faced by passengers in app-based ride-hailing services and advocates for stronger accountability and compliance among aggregators to ensure a secure environment for both riders and drivers. Through this analysis, we attempt to contribute to the ongoing discourse on platform worker's rights and the responsibilities of the aggregators.

Factual Matrix

On August 23, 2018, Ms. X ('Petitioner'), a user of the OLA ride-hailing platform, experienced a sexual harassment incident while commuting. During the ride, she was subjected to persistent staring by the driver. Later, she also discovered that the driver was watching pornographic material on his phone, positioning the phone for her visibility while engaging in inappropriate conduct during the ride. Feeling uncomfortable and unsafe, she made urgent requests to the driver to stop the cab, however, the driver refused her requests and insisted he would only drop her off at the destination.

Upon arriving at the drop destination, the Petitioner lodged a complaint with OLA against the driver. While an OLA representative assured her that the incident would be investigated, she was later informed that the driver had only been "blacklisted" and would undergo counselling and training. Discontent with a satisfactory resolution of her complaint by OLA and OLA's attempts to persuade her to close the complaint, the Petitioner on August 25, 2018, filed a complaint with the Cubbon Park Police Station, Bengaluru.

During the investigation on September 7, 2018, she identified the driver and recorded her statement before the police. However, OLA representatives revealed that he was not the assigned driver who was registered with OLA, and the driver had been swapped. OLA acknowledged that driver swapping was a common issue which led to several sexual harassment complaints. Subsequently, on September 21, 2018, the Petitioner issued a legal notice to OLA, demanding action against the driver under the POSH Act and requesting documentation of OLA's compliance with the Karnataka on Demand Transportation Technology Aggregator Rules, 2016 ('Aggregator Rules, 2016'). In its response dated September 27, 2018, OLA claimed it lacked jurisdiction to investigate the matter as the drivers were not employees of OLA but were independent contractors.

On September 30, 2018, the Petitioner attempted to file a complaint with the Internal Complaints Committee ('ICC') under section 9 of the POSH Act via email, but it bounced back due to certain company restrictions. Thereafter, the Petitioner alerted OLA's CEO and Director of Legal Affairs on October 1, 2018, seeking immediate action. The ICC responded on October 9, 2018, indicating it had sought preliminary advice from its external counsel regarding jurisdiction and it was advised that it did not have the jurisdiction to entertain the complaint. OLA reaffirmed its stance via email on October 11, 2018, reiterating that the drivers were not OLA employees but were independent contractors and LOA and its ICC had no jurisdiction to initiate any enquiry under the POSH Act.

The Petitioner aggrieved by the inaction on part of OLA and ICC to inquire into her complaint against the driver under the POSH Act, filed a writ of mandamus before the Karnataka HC.

Issues and Court's Ruling

After considering the extensive arguments advanced from all the parties, the Karnataka HC observed the following in relation to the issues framed in this case:

• Whether in the facts and circumstance of the case, ICC and OLA, are amenable to the writ jurisdiction of Karnataka HC under Article 226 of the Constitution of India?

The court, after considering various legal precedents, noted that a writ petition against private entities can be maintained if it is demonstrated that the concerned entity has a duty and obligation to the public that involves a public law element, and this authority is accepted by the public at large.

Upon a combined reading of the Aggregator Rules, 2016, in conjunction with the POSH Act, the court observed that OLA, both an 'aggregator' and 'licensee' under the Aggregator Rules, 2016, is subject to additional statutory obligations of ensuring passenger safety, monitoring proper use of taxis or vehicles, and reporting any untoward incidents to the licensing authority and local police. Given OLA's obligation to establish an ICC for investigating complaints of sexual harassment, along with its responsibilities under the POSH Act and the Aggregator Rules, 2016, it was evident that both the ICC and OLA have a duty to the public. Accordingly, they cannot claim to be exempt from fulfilling a 'public duty' with a 'public law element', which would render them amenable to Article 226 of the Constitution.

The court observed that it is settled that sexual harassment constitutes violation of various fundamental rights of women guaranteed under Articles 14, 15, 19(1)(g) and 21 of the Constitution of India which may be enforced against private persons with corresponding duty imposed by a statue.

• Whether in the facts and circumstance of the case the driver is an 'employee' of OLA as defined under section 2(f) of the POSH Act?

A key issue in this case was the existence of an 'employer' and 'employee' relationship between OLA, the driver and the impersonator. To address this, the court closely examined the terms of the subscription agreement between OLA, transport provider and the driver; and the consumer agreement between OLA and the rider. The court found it unreasonable to claim that OLA could operate its extensive global business without the assistance or involvement of its drivers, regardless of how indirectly connected they may be. It noted that terms such as "driver-partner", "driver subscriber", "independent contractor", and "principle-to-principle basis" may serve as a façade that needed to be lifted to reveal the true nature of the relationship. The subscription agreement was also assessed in light of the objectives of the POSH Act, aiming to further its purpose.

The court observed that the subscription agreement clearly outlined the scope of service, manner and method that the driver must adopt while rendering the services. OLA maintained management, supervision, and control over how the driver delivers these services; thus, OLA did not have a "limited role". The subscription agreement restricted the driver's choices and freedom in several aspects, such as booking, selecting the route, communicating with the user, even limiting their mobile usage while delivering the service etc. The court noted that though the subscription agreement described the relationship between the driver and OLA as that of independent contractors, the court opined that the driver falls under the broad definition of an employee under the POSH Act, which also includes persons employed on a contract basis and/or a contract worker. The court ruled that to uphold the intent and purpose of the POSH Act, it is crucial to extend the definition of 'employee' to include all types of relationships that an employer may have with others in relation to business activities, such as the driver. Failing to do so would compromise the effectiveness of the POSH Act in the broader private sector context. Therefore, upon scrutinizing the subscription agreement, the court found that OLA plays an active role in the management, supervision and control of the entire business and the driver would fall under the definition of employee under the POSH Act.

• Whether in the facts and circumstances of the case, OLA can be construed only as an 'intermediary' as contended?

Another aspect that emerged was that the vehicle involved in the incident belonged to OLA Fleet Technologies Private Limited, a subsidiary of OLA. This was in contrast to the statement of objections filed by ICC and OLA, that the taxi in question was hired by the driver through a third party.

Given the clauses of the subscription agreement and the admitted position that the vehicle belonged to OLA's group companies, the court concluded that, for the purpose of the POSH Act, the driver is an 'employee' of OLA, which cannot be regarded merely as an 'intermediary'.

• Whether the ICC and OLA have committed breach of their statutory obligation as alleged by the Petitioner?

The court observed that there was a complete and intentional disregard for sensitivity, seriousness, and urgency from both the ICC and OLA in their response to the Petitioner's repeated pleas. There were instances of non-compliance and contravention of the POSH Act, Aggregator Rules, 2016, and the 'zero tolerance policy' of OLA under the subscription agreement.

Specifically, it noted that ICC distanced itself from accepting the complaint on the grounds of a lack of an employer-employee relationship. Additionally, ICC claimed a lack of jurisdiction based on advice from its external counsel; however, seeking such an opinion and closing the complaint based on that advice is neither permissible nor contemplated under the POSH Act. The court also noted that OLA had made repeated assurances regarding rider safety in both the subscription agreement and the consumer agreement. OLA positioned itself responsible for ensuring the safety and security of its consumers through a 'zero tolerance policy'. However, these assurances and representations, lacked any genuine intention or action for implementation—as evidenced in this case as when it truly mattered, OLA remained uncommunicative and unresponsive.

The court expressed sympathy for the Petitioner, who chose an OLA ride based on the promised safety and protection advertised by it. After experiencing such a dangerous situation, she sought to file a complaint and engage the ICC to uphold her fundamental, statutory, and contractual rights, as outlined in her consumer agreement with OLA upon downloading the OLA app. This agreement was clearly violated by both the ICC and OLA, demonstrating a complete disregard for her rights. Consequently, the circumstances of this case warranted adequate compensation for the trauma she has suffered.

The Court further found that OLA was operating without renewal of its license as mandatorily required under Aggregators Rules, 2016. Furthermore, Karnataka State Transport Authority ('KSTA'), before whom the alleged application for renewal of license was pending has done nothing in furtherance to its statutory obligations and duties imposed under the Motor Vehicles Act and Rules, 1988 and Aggregators Rules, 2016.

• Whether the Petitioner is entitled for the reliefs as sought for in the petition?

Based on the assessment of the above issues, the court concluded that both ICC and OLA, were guilty of deliberate negligence and inaction and are obligated to compensate the Petitioner. Consequently, the court directed them to compensate the Petitioner with a sum of INR 5,00,000, acknowledging the breach and violation of her fundamental rights on account of inaction. They were also directed to cover INR 50,000 towards litigation expenses. Furthermore, the court directed KSTA to personally pay INR 1,00,000 to the Karnataka Legal Service Authority.

Analysis and Conclusion

With the rise of gig and platform workers and the growing popularity of aggregator platforms such as food delivery services, online marketplaces, and other e-commerce services, it has become increasingly important to determine whether these emerging platforms fall under the ambit of the POSH Act. In the present case, the Karnataka HC has squarely brought these aggregator platforms within its scope by establishing an employer-employee relationship between the aggregator (OLA) and the platform worker (driver) for the purpose of POSH Act.

In our previous article , we examined the tests applied across various jurisdictions, including India, to assess the misclassification of independent contractors as employees. These tests typically emphasize factors such as the degree of control exerted by the employer, integration, duration of engagement, exclusivity etc. In the current case, the court scrutinized the terms of the subscription agreement, which included phrases like "driver-partner", "independent contractor" etc. The Court viewed these terms as a façade that needed to be pierced. It considered the entirety of the working relationship between OLA and the driver, noting the extent of control exercised by OLA. The court observed that the driver had minimal bargaining power, being left with no choice but to accept the contract in its entirety, regardless of whether the terms were fair or unfair.

With the rapid expansion of the platform and gig economy and following the passage of the Code on Social Security, 2020, several states, including Rajasthan, Karnataka, and Jharkhand, are in the process of enacting legislations to recognize gig workers as a distinct class and to regulate their working conditions. This judgment has undoubtedly created a ripple effect, imposing greater responsibility on aggregators to ensure accurate classification of workers and to provide a safe and secure working environment. Additionally, it reinforces their liability to comply with applicable laws.

In a recent turn of events, OLA has filed an appeal with the division bench of the Karnataka HC, which has stayed the order passed by the single judge bench until the next date of hearing. If upheld, this would hold aggregators accountable for ensuring a safe and harassment-free environment for riders and drivers alike. It would also give real substance to the 'zero-tolerance policy' often referenced in the consumer agreement, making the company responsible for the behaviour of its drivers.

The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances.

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