short case study on talent management with solution

This site uses cookies to improve your experience. By viewing our content, you are accepting the use of cookies. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country we will assume you are from the United States. View our privacy policy and terms of use.

• Employee Benefits
• Change Management
• Talent Acquisition
• Applicant Tracking Systems

Case Study: Designing HIPO Programs That Work

Chief Learning Officer - Talent Management

AUGUST 10, 2021

The model consists of five domains: personal proficiency, talent management , execution, strategy and talent development. These domains account for 19 total competencies and are defined loosely enough for managers throughout the system to define with additional clarity and applicability by level and functional area.

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. Hiring freelancers allowed MarketGap to tap into diverse talent pools and quickly assemble teams with unique skill sets.

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

• Creating a Company Culture of Care: Integrating Mental Health, Wellbeing, and DEI in Benefits
• Cultivating Engagement: Strategies and Actionable Plans for Success

MORE WEBINARS

Trending Sources

• EmployeeConnect
• DecisionWise
• UrbanBound HR
• HR Bartender

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

Analytics in HR

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.

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. Wal-Mart, Automation, and Compassion Training.

The Evolution of HR with AI Technologies

FEBRUARY 19, 2024

Gartner predicts that by 2024, 52% of large enterprises will use AI in HR for talent management . Case studies from various companies show the success of integrating AI into HR strategies. One key area where AI aids strategic decision-making is in workforce planning.

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. Practical, scenario-based training will support managers in becoming effective coaches who collaborate with their employees.

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.

Navigating Uncertainty: The Strategic Imperative of Investing in People and HR Tech

FEBRUARY 7, 2024

Agility in Talent Management Traditional approaches to talent management may not suffice in volatile economic conditions. HR tech solutions provide agile talent management tools that enable businesses to quickly adjust their staffing levels, roles, and responsibilities in response to changing market demands.

13 HR Analytics Courses Online To Check Out in 2024

FEBRUARY 23, 2024

The Wharton People Analytics course is taught by three top professors and introduces you to the major areas of people analytics, including performance evaluation, staffing, compensation, collaboration, and talent management . A dashboard example is included below. Want to know more? Check the course’s syllabus.

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: 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. Kelsey now directly manages seven people, but employee feedback trickles up to her via her direct reports through 15Five’s pass-up feature.

Why you must start succession management planning now – a case study

Business Management Daily

MAY 7, 2021

She talked to Mark about her extensive background revamping compensation and performance management practices, driving process improvement, and implementing talent management practices. Additionally, he was interested in her succession management experience.

People Analytics and HR-Tech Reading List

Littal Shemer

OCTOBER 11, 2022

It will also introduce machine learning and where it fits within the larger HR Analytics framework” Handbook of Regression Modeling in People Analytics: With Examples in R and Python Keith McNulty (2021). “The book focuses on the use of information technologies in talent management . How to collect and analyze it?

Healthcare HR and Nursing Leaders: Partnering for Improved Outcomes

FEBRUARY 11, 2019

In fact, a case study by the American Association of Critical-Care Nurses found that using a team-based model focused on staff engagement in a progressive care unit improved both safety and satisfaction for nurses. The case study indicated that this staffing model could potentially save the hospital over $1 million per year. “If

15Five Wins Best Midsize Business-Focused HR Tech Solution From Lighthouse Research & Advisory

MAY 31, 2023

We are excited to announce that 15Five has won a prestigious Talent Management HR Tech award from Lighthouse Research & Advisory. For over ten years now, the Lighthouse team has been serving HR, talent , and learning professionals with practical research and advice. Below are some snippets from the application.

Brandon Hall Group Research Highlights, Sept. 21-25, 2020

Brandon Hall

SEPTEMBER 28, 2020

From webinars to publishing more global case studies than any human capital management research and advisory firm, Brandon Hall Group provides actionable insights on critical HCM topics every day. Brandon Hall Group Publishes 2020 Award-Winning Case Studies . Talent Management . Leadership Development.

Top 15 HR Analytics Certifications

HR Tech Girl

JUNE 12, 2023

Enrollment is on an ongoing basis, but the online course is self-paced with a mix of videos, readings, and real-world case studies . This course is perfect for independent learners at any level of HR or people management . There are no prerequisites for this course.

How to Conduct Staff Appraisal Training: The Key to Employee Development

OCTOBER 9, 2023

Staff appraisal training is a fundamental component of any successful organization's talent management strategy. Examples of objectives include understanding the appraisal process, setting smart goals, and giving and receiving feedback effectively. Here's a detailed guide on how to conduct staff appraisal training: 1.

2 keys to internal talent marketplace ‘magic,’ according to Gartner

HRExecutive

NOVEMBER 7, 2023

. - Advertisement - Earlier this year, analyst Josh Bersin told HRE that the landscape of internal talent marketplaces has added as much value to the industry as any other category in his career. “In some senses, it’s eating talent management from the inside out,” he said. What’s the deal with ITMs?

Cafe Classic: Rethinking Compensation Training

Compensation Cafe

JANUARY 27, 2020

The inadequacy or ineffectiveness of manager training is a concern for most of us -- and if it's not, it probably should be. In our world of performance management and compensation, each department or division has different employee performance and talent management demands. The McKinsey research indicates that '.

5 Inspiring Examples of Coaching And Mentoring in the Workplace

JULY 21, 2022

5 Inspiring Examples of Coaching and Mentoring in the Workplace. A case study on the process shows that most employees are well-served by the program. Real-world Examples . The post 5 Inspiring Examples of Coaching And Mentoring in the Workplace appeared first on Engagedly. Mastercard. Book a live demo with us.

IHG Hotels: Partnering with Cognisess to Drive Positive Change and Unlock Potential

APRIL 13, 2023

That’s why they’ve partnered with Cognisess –a leading provider of human-centric tech solutions for enabling talent potential and driving job satisfaction for all. By leveraging technology, IHG can analyse employee data and make informed decisions on talent management , including career development and training opportunities.

After ‘AI,’ ‘skills’ is the hottest HR tech word of 2023

SEPTEMBER 1, 2023

For example , the share of job advertisements in the U.K. Given the increasing organizational emphasis on skills—from hiring to the many functions in talent management ( learning and development , succession planning, career planning, etc.)—the do not require a four-year degree, up from around 15% in 2021.

HR Tech Conference 2021: All eyes are on DE&I

JULY 6, 2021

This research-based session will help our audience make connections between talent management technology and DE&I initiatives and will be one of the highlights at HR Tech. Stacia Garr.

John Boudreau transforming HR at #HRTechConf

Strategic HCM

OCTOBER 3, 2011

For example , we need to learn from Supply Chain Management how we can improve the supply chain of talent . This is what IBM did bringing in their second top person in SCM to design their approach for talent – including a governance model for skills etc. Book review Case study Events HR measurement Innovation'

Employee Experience Examples: 8 Companies that Offer Great EX in the Workplace

APRIL 20, 2022

Source: McKinsey ) Now let’s look at some real examples of these numbers in action. When it comes to ‘leading by example ,' these companies are paving the way. Result: Dan’s controversial move, initially ridiculed, has now become a case study for Harvard Business school.

Artificial Intelligence for HR (a practical viewpoint!)

DECEMBER 27, 2017

See, I need some examples from vendors and employers to help me fill in a few case studies and would love to feature you in the book if you’re a fit for my requirements. Maybe your talent management system is giving you red flags on which of your high-value workers are in danger of leaving the company?

HR Tech: What it is and How it Can Help HR Departments in 2024

JUNE 6, 2024

From talent management to benefits to analytics, there’s HR tech for just about everything. And with new challenges facing HR like dispersed workforces, plummeting employee engagement, and recruiting the right talent , the right tools can make all the difference.

Thinking of Changing Performance Reviews? Focus on These Core Components

MARCH 13, 2018

These three items are a stark contrast to the performance management processes of old: they are focused on actual business and individual performance. Another related area of talent management that more and more companies are wrapping into the discussion is around skills and internal mobility. A great example is Credit Suisse.

21 HR Books Every HR Professional Should Read in 2024

OCTOBER 12, 2023

These are defined in five parts: recruitment, placement & talent management , training & development, compensation, and employee relations. It contains chapters on standard HR topics, including talent management , technology, and workforce planning. In its 18 chapters, the book examines the key aspects of HR.

Top 10 Strategies to Successfully Onboard International Employees and Foster a Global Workforce

SEPTEMBER 19, 2023

” Real-World Examples : Case Studies of Companies with Exemplary International Onboarding and Global Workforce Strategies Several companies have set remarkable examples in the realm of international employee onboarding.

The Practical, No-Kidding View of Artificial Intelligence for HR

Elevating Sales Excellence: The Imperative to Upskill in 2024

The Perfect Hire

APRIL 29, 2024

We teach methods for adapting when communicating and influencing clients based on behavioral style differences and use real-life case studies for practice and training. According to Fox, real-world application is critical for sales training to have an impact. “We XBInsight has partnered with sales organizations across the U.S.

3 Business-Critical Reasons to Invest in Strategic HR

JUNE 7, 2022

” Read the full Flipsnack case study > Why is investing in strategic HR important? According to SHRM , one study found that 60% of HR professionals spend more time on administrative and maintenance tasks than strategic tasks. Say one department has an ineffective manager .

11 HR Analytics Courses Online

AUGUST 12, 2019

The course is taught by three professors and introduces you to the major areas of people analytics, including performance evaluation, staffing, collaboration, and talent management . All subjects are illustrated by many real-life examples of HR analytics. The course includes several case studies that can be uploaded for review.

Four Case Studies in Layoffs: What to Watch Out For

Josh Bersin

MARCH 8, 2009

In the last 6 weeks three of my closest friends have been laid off from their positions, and each case gives an example of how difficult it is to manage such programs effectively. Bersin & Associates, Leading Research and Advisory Services in Enterprise Learning and Talent Management . Our research.

Unlocking Managerial Excellence at the People’s Strategy Future of Work 2024

FEBRUARY 21, 2024

Are you ready to revolutionize your approach to talent management and employee engagement? Imagine a future where your company’s managers are competent and truly excelling in their roles. “People Don’t Leave Bad Jobs, They Leave Bad Bosses!”

Strategic Workforce Planning 101: Framework & Process

DECEMBER 8, 2023

Benefits of strategic workforce planning Strategic workforce planning framework Strategic workforce planning case studies Strategic workforce planning process Strategic workforce planning tools Best practices for strategic workforce planning FAQ What is strategic workforce planning? An example of such an indicator is new product leads.

Surviving Mergers and Acquisitions: A 5-Point Plan for HR

HR Daily Advisor

JANUARY 12, 2017

Clearly, M&A is an area where talent management needs to play a large role. Effective staff management is vital to the success of the transformation, and human resources (HR) can smooth the way. Not all of the executives overseeing the highest levels of M&A possess the necessary staff- management skills and expertise.

5 things you, as a learning professional, need to know about disability

MARCH 9, 2021

For example , if you have ADHD, it’s not your impairment that disables you, but the way that our learning is structured. Second, we all need to be able to relate to our learning experiences, and part of that is having role models, case studies and examples that we can look toward.

Mobile Recruiting Websites—Good Examples and Strategic Approaches

JUNE 23, 2015

In yesterday’s Advisor , expert Matt Adam busted three myths of mobile recruiting while speaking at the Society for Human Resource Management’s (SHRM) Talent Management Conference and Exhibition, recently held in San Diego. For a good example of a site, Adam suggests checking out Jobs.PapaJohns.com. Are you prepared?

How to Motivate Hourly Employees

SEPTEMBER 16, 2022

For example , Hague says, “They may not have the same long-term goals as salaried employees.” As the Gap case study shows, taking steps to provide hourly employees with a great employee experience is just good business sense. How to Motivate Hourly Employees: The Challenges .

How to Improve Your Compensation Communications

AUGUST 18, 2020

To illustrate, here's one of the message statements for a new Career Development program that's being introduced, in part, to put the culture of the company into action: 'We are embedding Talent Management practices more fully at all levels of the company so we share a clarity of purpose worldwide that supports our "Smart Growth" initiative.'

From bystander to upstander

AUGUST 5, 2020

For example : “You know, Josh, usually I like your jokes but that one kind of crossed a line for me.”. Case studies . Here are two recent case studies from workshops we’ve led that illustrate the effectiveness of bystander communication training. Case study No. Case study No.

Stay Connected

Join 398,000+ Insiders by signing up for our newsletter

• Participate in Human Resources Today
• 2019 Human Resources Today Summer Reading List
• Stay At Home Reading List
• Add a Source
• Add a Resource
• See All 
• 2018 Human Resources Today MVP Awards
• 2017 Human Resources Today MVP Awards
• 2019 Human Resources Today MVP Awards
• 2020 Human Resources Today MVP Awards
• 2021 Human Resources Today MVP Awards
• 2022 Human Resources Today MVP Awards
• Wed. Jun 19
• Tue. Jun 18
• Mon. Jun 17
• Sun. Jun 16
• Jun 08 - Jun 14
• Employee Engagement
• Onboarding Software
• Talent Management
• Performance Management
• Time and Attendance
• More Topics 

Input your email to sign up, or if you already have an account, log in here!

Enter your email address to reset your password. a temporary password will be e‑mailed to you., be in the know on.

Human Resources Today

Expert insights. Personalized for you.

We organize all of the trending information in your field so you don't have to. Join 398,000+ users and stay up to date on the latest articles your peers are reading.

Get the good stuff

Subscribe to the following Human Resources Today newsletters:

You must accept the Privacy Policy and Terms & Conditions to proceed.

You know about us, now we want to get to know you!

Check your mail, we've sent an email to . please verify that you have received the email..

We have resent the email to

Let's personalize your content

Use social media to find articles.

We can use your profile and the content you share to understand your interests and provide content that is just for you.

Turn this off at any time. Your social media activity always remains private.

Let's get even more personalized

Choose topics that interest you., so, what do you do.

Are you sure you want to cancel your subscriptions?

Cancel my subscriptions

Don't cancel my subscriptions

Changing Country?

Accept terms & conditions.

It looks like you are changing your country/region of residence. In order to receive our emails, you must expressly agree. You can unsubscribe at any time by clicking the unsubscribe link at the bottom of our emails.

You appear to have previously removed your acceptance of the Terms & Conditions.

We noticed that you changed your country/region of residence; congratulations! In order to make this change, you must accept the Aggregage Terms and Conditions and Privacy Policy. Once you've accepted, then you will be able to choose which emails to receive from each site .

You must choose one option

Please choose which emails to receive from each site .

• Update All Sites
• Update Each Site

Please verify your previous choices for all sites

Sites have been updated - click Submit All Changes below to save your changes.

We recognize your account from another site in our network , please click 'Send Email' below to continue with verifying your account and setting a password.

You must accept the Privacy Policy and Terms & Conditions to proceed.

This is not me

Dr John Sullivan Talent Management Thought Leadership

Talent management lessons from apple… a case study of the world’s most valuable firm (part 4 of 4).

October 3, 2011

The purpose of this case study was not to say that you should copy everything Apple does, but rather to point out that with relentless execution and focus on key factors even a firm near bankruptcy can fight its way back to the top. In 13 years Apple has transformed itself from an organization of the verge of collapse to the world’s most valuable firm, amassing a phenomenal innovation record in the process. While Apple’s approach wouldn’t work for every firm, there are lessons to be learned that can influence program design regardless of industry, firm size, or location.

In part 4 of this case study (here’s parts  1 ,  2 , and  3 ) on talent management lessons, the attention is on development practices, role of management, and inspirational leadership.

Make your employees “own” their learning, training and development  — because Apple frequently produces new products requiring expertise in completely different industries (i.e. computers, music devices, media sales, and telephony), its employee skill set requirements change faster than at almost any other tech firm. While there is plenty of training available, there is no formal attempt to give every employee a learning plan. Just as with career progression, employee training and learning are primarily “owned” by employees. The firm expects employees to be self-reliant. Its retail salesforce for example receives no training on how to sell, a practice that is certainly unconventional in the retail environment. The lesson is simple: providing target competencies and prescribing training can weaken employee self-reliance, an attribute problematic in a fast-changing environment. Employee ownership of development encourages employees to continuously learn in order to develop the skills that will be required for new opportunities.

Make managers undisputed kings  — Apple is not a democracy. Most direction and major decisions are made by senior management. “Twenty percent time” like that found at Google doesn’t exist. While in some organizations HR is powerful when it comes to people management issues, at Apple, Steve Jobs has a well-earned reputation for deemphasizing the power of HR. Although Apple was the first firm to develop an HR 411 line, I have concluded that most of the talent management innovations at Apple emanate from outside of the HR function. There is a concerted effort to avoid having decisions made by “committees.” Putting the above factors together, it is clear that at Apple, managers are the undisputed kings. The resulting decrease in overhead function interference, coupled with the increased authority and accountability, helps to attract and retain managers that prefer control. Unfortunately, concentrating the authority has resulted in having some managers being accused of micromanagement and abusing team members.

Having a product focus drives focus, cooperation, and integration  – Apple is notably famous in the business press for its “product-focused” approach (versus a functional or regional focus). Everything from strategy to budgets to organizational design and talent management functions are designed around “the product.” One of the primary goals of talent management is to ensure that the workforce is focused on the strategic elements that drive company success. That focus can be distracted with selfish or self-serving behavior that instead shifts the emphasis to the individual, a business function, a particular business unit or even a region. Although deciding to have a product focus is normally a business decision, it turns out that Apple’s strong product focus also has significant positive impacts on talent management.

This laser focus on producing a product makes it easy for everyone to prioritize and focus their efforts. A product focus is so powerful because it’s easy for employees to understand that final products can never be produced without everyone being on the same page. A product focus increases coordination, cooperation, and integration between the different functions and teams because everyone knows that you can’t produce a best-selling product without smooth handoffs and a lack of silos and roadblocks. With a singular focus on producing product, there is simply less confusion about what is important, what should be measured, what should be rewarded, and what precisely is defined as success. A product focus increases the feeling of “we’re all in this together” for a single clear purpose: the product.

Apple purposely offers only a relative handful of products, so employee focus isn’t dispersed among hundreds of products as it is at other firms. By releasing products only when it can have a major market impact, Apple essentially guarantees that every employee can brag that they contributed to an industry-dominating product that everyone is aware of. This focus on product helps to contribute to employees feeling that they are “changing the world.” This focus may also reduce the chance that employees will notice that the day-to-day work environment with its politics and the required secrecy may be less than perfect. And because Apple is no longer a small firm, with nearly 50,000 employees, a unifying and inspiring theme is required to maintain cohesion and a single sense of purpose.

Find a passionate and inspirational leader  — although Steve Jobs is no longer the CEO, no analysis of Apple would be complete without mentioning his importance in the firm’s success and the design of its talent management approach. He influenced nearly every aspect of the talent management approach. Not only is he one of the highest-rated CEOs by the public (he is  ranked  number three on the glassdoor.com list) but as a role model, he has had a huge impact on innovation, productivity, retention, and recruiting. His value is indisputable. The day after he resigned, Apple’s stock value fell by as much as $17.7 billion. It is too early to tell whether the new CEO, Tim Cook, who is markedly less inspirational, will be able to maintain the momentum that Jobs created. He has already shifted some executives and changed the company’s philanthropy approach by instituting a matching gift program for charitable donations.

Other miscellaneous talent management issues  — Apple executives are certainly in high demand at other firms that seek to be equally as innovative (for example, the head of the retail operation recently left to become CEO at JCPenney). Despite this demand, Apple certainly doesn’t have any significant turnover problems. You can, however, find  plenty  of negative comments about Apple on sites like glassdoor.com. Some describe Apple’s approach toward employees as a bit arrogant, and employees are certainly pushed to their limits. If you don’t “bleed six colors,” you simply won’t enjoy your experience at Apple for long. Although originally the firm emphasized employee recognition, it is not easy for those outside the firm to connect recent product successes to a single individual or team.

Apple is a team environment. Although many teams are forced to operate in isolation, that actually helps to build team cohesion. The competition between the different development teams is also intense, but that also helps to further strengthen cohesion. Like most engineering organizations, its decision-making model is certainly focused on data. Apple management likes to control all aspects of its products, but despite that, it is one of the best at using outsourcing to cover areas like manufacturing, which it has determined is not a core corporate competency.

Final Thoughts

Although Apple clearly produces extraordinary results, its approach to talent management is totally different than that of Google and Facebook, which also produce industry-dominating results. As Apple has grown larger, its rigor around sustainable innovation has grown as well, a feat that proves impossible for most organizations including the likes of HP, Microsoft, and Yahoo.

The three “big picture” learnings I hope you walk away from this case study with include:

• Focus on “the work” — it is management’s responsibilty to do whatever is necessary to keep work exciting and compelling.
• Strive for continuous innovation — Apple’s emphasis on being “different” is so strong that it can’t be overlooked by any employee or applicant. It delivers industry-dominating innovation levels because everyone is expected to.
• Deliver on your brand — Apple works hard to make sure that potential applicants, employees, and even competitors admire its products, the firm, and how it operates.

These three factors are not easy to copy, but they are certainly worth emulating. If you can bring them and the results that they produce to your firm, there is no doubt that you will be a hero.

Share this:

Tags Case Study

About Dr John Sullivan

Peer Interviews – A Powerful “Must Try” Hiring Tool (For improving your assessment and candidate selling results overnight)

It’s the most powerful hiring tool because of its double impact on candidate assessment and …

Case Study: Infosys – Talent Management Processes Automation with AI

• First Online: 17 June 2023
• pp 1451–1458

Cite this chapter

• Parasuram Balasubramanian 3 &
• D. R. Balakrishna 4  

Part of the book series: Springer Handbooks ((SHB))

4608 Accesses

The IT industry has been a pioneer in the use of Automation and AI. Infosys, a global leader in next-generation digital services and consulting, has expanded the use of automation across their internal processes and offers these capabilities to their clients. One of their outstanding success stories has been in recruitment.

As a large-scale recruiter, the recruitment function at Infosys was complex, voluminous, and highly manual. From over 130,000 employees in 2010, the firm had nearly 260,000 employees in 2020. They were processing over 2,140,000 in 2020 that was 2.5 times the applications received in 2010. This created a tremendous workload for the recruitment team.

The automation journey of the Recruitment function at Infosys has been arduous. During their solution building, they were hit by new challenges arising out of a global pandemic in early 2020, when they had to suddenly move to a virtual environment. The disaster also created the need to expand their workforce as the number of IT projects grew.

The automation program was executed at speed to respond in time to the continuously changing landscape. It resulted in transformational changes, bringing both high efficiency and effectiveness. For example, the time taken from sourcing to making an offer is reduced by 86%. The project demonstrates the structured approach to discovering, developing, and democratizing AI and automation, thereby encouraging its adoption. Infosys continues to invest in the technology as they believe it plays a critical role in staying relevant to their clients by delivering industry-leading business solutions.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

• Available as PDF
• Read on any device
• Instant download
• Own it forever
• Available as EPUB and PDF
• Durable hardcover edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Acknowledgments

We would like to thank Ashok K Panda, Anie Mathew, and Meghna Chatterjee from Infosys for their contribution in collating and curating this case study. See Chapter 46 for broader content of automation in data science, software, and information services.

Author information

Authors and affiliations.

Theme Work Analytics Pvt. Ltd., Bangalore, India

Parasuram Balasubramanian

Infosys Ltd., Bengaluru, India

D. R. Balakrishna

You can also search for this author in PubMed   Google Scholar

Editor information

Editors and affiliations.

PRISM Center and School of Industrial Engineering, Purdue University, West Lafayette, IN, USA

Shimon Y. Nof

Appendix 1: A Detailed Look at Major Activities and Their Intricacies

1.1 sourcing: raising hiring requests and finding resumes.

Hiring Requisitions, which were earlier created manually, are now automatically created by directly fetching data from talent indent tools. Job descriptions of common roles are predefined and auto-populated with recruiters having the option to manually intervene. Once a new job is posted, various sourcing channels are automatically updated.

Sourcing Applications: Earlier recruiters had to wait for candidates to apply or search and download best-fit resumes from different channels to create candidate profiles in internal system. With InTAP, resumes are uploaded in bulk, which are then automatically parsed for profile creation.

The integrated talent platform sends recruiters a list of AI-enabled recommendations of candidates picked from internal databases as well as external job boards. They are ranked in the order of their fitment to the job/skill with 95% accuracy. These candidates are matched for their skill, experience, location, proficiency, accreditation, and other criteria. The best candidates can then be tagged by the recruiter for the job. This cuts down nearly 80–90% of the sourcing time.

Candidate experience is also enhanced as most of the fields in application form are prepopulated.

1.2 Screening: Prescreening, Shortlisting, and Prescheduling

Prescreening: Weeding out duplicate applications, applicants from blacklisted companies, or alumni who do not qualify to be rehired was earlier done manually using excel comparisons. Removing exact duplicates is now fully automated based on AI logic with auto-rejections. Blacklisted candidates are auto-flagged based on organization policy. For rehires, system pulls past employment details from internal applications such as the separation tool and makes recommendations.

Screening: The resume parser throws up a list of recommendations and ranks them based on the match between candidate’s profile and job requirement. The ranking logic is driven by explainable AI, and an 80% match indicates high probability of the candidate being a good fit for the role. The parser has eliminated recruited team’s task of sifting manually through thousands of resumes.

Prescheduling: A background check is run prior to interview, to validate academics, check references and past employment history, and scan social media interactions, and liaison with specialized vendors. The Infosys Fraud Detector (IFD) plays a big role by using machine learning and deep learning-based Long Short-Term Memory and Feed Forward model for handling textual and numerical inputs, respectively. For fraudulent image detection, it uses Optical Character Recognition and Named Entity Recognition.

1.3 Interview: Scheduling, Panel Management, and Conducting Interviews

Interview scheduling: With on-campus hiring now moved to online platforms, InTAP offers the capability to organize large-scale hiring. Once hiring event is created in the system, it fetches relevant candidates and tags them to it. The platform matches slots between panelists and candidates. InTAP uses RPA to automatically schedule and trigger invitations. Automated reminders through messaging apps, SMS, and IVR can be sent to candidates to reduce cancellation and no-shows. RPA has significantly freed up recruitment team’s effort in scheduling.

The system sends an invitation to tagged candidates and a notification on messaging apps offering them to choose a slot for the event. Once slot is selected and assigned, candidate needs to submit minimum set of data for verification. Final invitation to the event with required details is extended to shortlisted candidates. System notifies panelists of their upcoming commitment and blocks their calendar. Details of candidates are shared with the panelists.

Vimmy Thaman , a candidate who got selected through the new recruitment process, says, “ Every step was intuitive, and I received timely notifications and reminders to ensure I did not miss my interview or any submissions. The virtual arrangements and management was so smooth that it made the onboarding process effortless. ”

Panel management and interview: Traditionally, recruitment was conducted in person at an Infosys campus. With virtual interviews, panelists now use an online interview platform that is integrated with recruitment portal for a seamless experience. Lobby feature keeps candidates engaged while they await their turn and provides visibility to the recruiter on the number of candidates waiting to be interviewed. Panelists validate the candidate by checking an identity proof and capturing photograph / screenshot of the screen. Gamification to create incentives for panelists is being considered, which can be integrated into the interview platform.

Puru Bhandarkar , Delivery Head of a Business unit, says, “ The virtual hiring process is seamless and smooth, and the collaboration between my resource planning team and recruitment team has now become much faster because everything is flowing through the automated InTAP system. Interview process has also become hassle-free with virtual mode, and InTAP is a great application that has resulted in considerable effort reduction for my team. ”

1.4 Selection: Offer and Acceptance

Offer: The talent acquisition platform runs the required algorithm to calculate compensation and benefit details and generate an offer letter to the candidate, who gets the option to reject or accept the offer online.

Acceptance: Once the offer is accepted, candidate is guided from the career site to the onboarding application known as Infosys Launchpad. The candidate data from InTap, the acquisition platform, is automatically updated into Launchpad.

Infosys also has an application exclusively for engineering students in India, called InfyTQ, that serves as a digital learning platform to create talent readiness at an industry level. It is an opportunity for the organization to groom and hire the future technology workforce of India. Students who qualify for hiring are seamlessly moved into the InTap platform.

1.5 Allocation: Onboarding, Training, and Project Allocation

Onboarding: Infosys Launchpad offers a one-stop onboarding solution to assist new joiners to complete formalities and guides them through their first few weeks at work.

The application focuses on information assimilation, seamless enablement across all systems, timely payroll processing, and preparing for day one at work with tools such as smart cards and access to all relevant work applications. As the application is prepopulated with data captured during interview and selection process, smooth and seamless experience for candidate is ensured. The application is highly configurable and can be customized as per organizational and country-wise policy mandates. Infosys Launchpad has significantly reduced time in payroll and ID card issue processes across different countries.

Syed Ahmed , Delivery Manager of a Business unit, says, “ With increased hiring this year and in the virtual post-pandemic scenario, the automated hiring process was a boon for our team to speed up recruitment and get skilled talents onboarded quickly to meet our client demands. What earlier took 50 days for us to onboard a new employee, is now completed in 10 days. ”

Engagement, training, and allocation: Once a part of the organization, an Infosys employee continues to be enabled with AI-based solutions that are highly employee-centric. InfyMe is an app developed as part of the “Employee Experience” program which allows employees to conduct key business transactions on the go. Culture-sensitive training modules are also embedded into their training plan. Employees can define their growth and aspirations as well as progress in their career. Earlier, learning, training, and accessing work-related applications were through multiple systems which was painful, and this is now entirely seamless.

Rushiraj Desai , who recently joined Infosys says, “ I applied for job opening in Infosys during the 2020 pandemic situation. I was doubtful about the onboarding process but at the same time had trust on digital capabilities that IT companies offer. Infosys, true to its reputation, completely digitized the whole experience - from applying for job opening, interview schedule, selection, onboarding & document submission for background verification. Launchpad is a great tool and easy to interact with, workflow is very well laid out for employees to submit all personal / professional data and necessary documents online. Great to experience that data and documents flow to internal finance and HR systems automatically. The 2-day onboarding program was also well organized & completely virtual from introduction to giving access to employees to Infosys IT systems/applications. ”

Rights and permissions

Reprints and permissions

Copyright information

© 2023 Springer Nature Switzerland AG

About this chapter

Balasubramanian, P., Balakrishna, D.R. (2023). Case Study: Infosys – Talent Management Processes Automation with AI. In: Nof, S.Y. (eds) Springer Handbook of Automation. Springer Handbooks. Springer, Cham. https://doi.org/10.1007/978-3-030-96729-1_70

Download citation

DOI : https://doi.org/10.1007/978-3-030-96729-1_70

Published : 17 June 2023

Publisher Name : Springer, Cham

Print ISBN : 978-3-030-96728-4

Online ISBN : 978-3-030-96729-1

eBook Packages : Intelligent Technologies and Robotics Intelligent Technologies and Robotics (R0)

Share this chapter

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Publish with us

Policies and ethics

• Find a journal
• Track your research

Case Study on Talent Management in HRM

• Post author: myspeakhr
• Post category: Case Study
• Reading time: 7 mins read

Talent Management is one of the biggest challenge that many of us is facing today in organisation. Recruiting talent is a challenge, retaining that talent is probably a bigger challenge. Hence this Case Study on Talent Management in HRM is given with answers which will help you to understand the issue properly.

Moreover, Talent Management is not only the responsibility of HR manager but also the responsibility of each and every one of us in the organisation. Hence each one of us must be aware of the same. Further to say  we have discussed about a situation where the organisation fails to do talent management. The Case Study on Talent Management in HRM is also provided with solution.

Parrika chemicals is a well-known name in the chemical industry from past 42 years. They hold a good market share and also involved in manufacturing various chemicals which is used in various industries like FMCG, Pharma, Pesticides, Leather and various other industries. Hence Parrika is having 2 big plants, namely Alpha and Gamma, for the manufacturing of chemicals. Alpha being the parent plant and Gamma being started 10 years back. Vijay is an young, dynamic and committed employee in the accounts department of Gamma plant. Vijay is working with Parrika Chemicals from more than 6 years. He is an MBA finance graduate, with versatile knowledge in Finance. Moreover, his committed nature was never a question and known for that, almost in the entire plant.

Vijay Expects Transfer

However Vijay always looks forward for a transfer to the parent Plant Alpha as he feels he can get so much to learn there. Vijay is applying for the same from last 3 years. Every time he use to wait eagerly for the transfer list which usually displayed in July 1st of every year. Eventually his name was not there in the list all the time. First two times he didn’t took it seriously and waited for another chance. Subsequently when his application rejected for the third time he was absolutely disturbed.

Vijay got disappointed

Finally he decided that its time to speak with the HR team. He took an appointment where in during the meeting Mr. Sudan head HR, Ms. Kavery head Finance both were present. Curious Vijay directly started with the question “Why my name is not there in the transfer list”? “I want to know the reason for the rejection of my application”. Even though there is no difference in compensation and benefits he still always wanted to be there. Undoubtedly, both Sudan and Kavery were shocked by the tone and reaction of Vijay. Still they maintained the temper and tried to be cool. Kavery started “Vijay, You are one of the best performing employee in the department. You and David, your own classmate, Joined the organisation together. Still you got many training and opportunity for various courses than him, can you deny the fact.”

Vijay is privileged

Vijay, actually got understood that he is privileged still he maintained the furious anger and said, “Yes it very true, but the fact is he got transfer in his second application. Now he is in Alpha and I am still here.” Sudan started, “But, Vijay why you apply for the transfer every year, the compensation, benefits, timing, culture everything is same in both the plants”. There prevailed an absolute silence. Vijay broke the silence, “All are same, but the finance department is big there with lot many employees. I can perform more, I can shine more.”

Kavery’s Decision

Kavery Says, “Ok Mr. Vijay, Now I understood your issue. Being the head finance I am giving my Pre-concern, If MR. Vijay applies for transfer next year I don’t have any issue in giving clearance to him”. HR head was not convinced with the happenings because the fact is Kavery was the reason for his rejection of transfer.

Sudan Recollected

He recollected the conversation between him and Kavery on the transfer application of Vijay Kavery says, “Sudan, Vijay is very dynamic. In very young age he is excelling well. I want to mold him in various financial aspects. If we put him in Alpha he may not get the exposure in all aspects as the department is big. “ “Moreover”, Kavery continues, Mr. Mohite who is sub head of finance will get retired in 2 years. So I wish Mr. Vijay to takeover the position.” Now, Sudan taught both Kavery and Vijay are not in a situation to understand. So he planed that next day he will talk with both of them and make the things and intention of Kavery transparent.

Sudan was shattered the next day when he received the resignation letter from Vijay stating that due to personal reason he is resigning the job.

• What should Sudan do now
• Who is at fault
• To Which concepts of HRM you can correlate this case

Here I am providing you with an idea for answers. Use these solutions as a guidance to develop your own answers. You are encouraged to analyse the case and come up with your own solutions. 

1. What should Sudan do now?

Sudan is having three options: 

• Accepting the resignation letter and allowing him to leave the organisation a major demerit in this option is the organisation may loose a highly talented employee.
• Offer him a transfer to Alpha  Discuss and can counsel him to take back his resignation by fulfilling his wish of transfer.
• Mentor him to stay back : Mentor him properly and making the things transparent and make him to stay back in the organisation. He also need to convince Kavery for this. 

2. Who is at Fault

Undoubtedly all three of them have committed some or the other mistake. They failed to retain the talent. They won in recruitment, identifying the talent but failed in retaining the talent. Let us discuss it one by one.

Sudan: Being the HR manager he is having the primary responsibility for proper flow of information. He could have kept the things transparent. 

Kavery: As she is the head of Vijay, could have cleared the issue as soon as Vijay applied for first transfer. Also tried to made her intention clear to him. 

Vijay: Vijay failed to discuss the matter to his head or the HR manager. At least after knowing the fact that Kavery is the reason for denying the transfer he must have asked her for reason.

To conclude they could have retained the talent if maintained proper system, flow of information, transparency, mentoring etc. in proper time.

3. To Which concepts of HRM you can correlate this case

We can correlate this case with the following concepts of HRM

Recruitment- Proper recruitment of Vijay

Training- Vijay undergone number of training

Career planning- He got opportunity to get training and courses also

Succession planing- Vijay was trained for sub head finance post

Retention- Failed to retain talent

Transparent Policy- Transparency was missing throughout the case

Talent management- the whole case was on talent management, identification of talent (Successfully done) Mentoring (Failed) Communication (Failed) talent retention (Failed again).

Hope you have understood the case and also the Talent Management Issues. You can find some other case studies here

Share this:

You might also like, 3 best ways to solve a management case study, indian contract act 1872 case study, business law case studies with solutions, submit a comment cancel reply.

This site uses Akismet to reduce spam. Learn how your comment data is processed .

Valuing your talent: Case studies

Find out how other businesses are using people measures to improve their organisations through these case studies

In this series

Case studies

The Head of Leadership Development at the world’s largest steel company, Brian Callaghan, describes how people measures and performance management systems are helping ArcelorMittal build their talent base.

The retailer’s people are at the heart of the organisation’s success and growth. Find out how the company’s HR strategy and operations are specifically tailored to reflect the individual needs of their employees

Employing over 180,000 people across 40 countries, Capgemini relies on the expertise and skills of its workforce to deliver high organisational and financial performance. Faced with challenges such as siloed departments and reporting of often disconnected data, Capgemini sought to create a tool that would offer access to key human capital data and insights in one place.

This case study provides insight into Coca-Cola Enterprises’ (CCE) data analytics journey. Given the complexity of the CCE operation, its global footprint and various business units, a team was needed to provide a centralised HR reporting and analytics service to the business. This led to the formation of a HR analytics team serving 8 countries. Read the full case study to find out how the HR analytics team were able to increase data maturity and improve business performance.

Enterprise Rent-A-Car places a lot of importance on the gathering and interpreting of workforce data. We interviewed Leigh Lafever-Ayer, HR Director UK & Ireland at Enterprise Rent-A-Car to find out more about the data they collect, and how they use it.

Halfords, a specialist retailer of leisure and car products, provides a useful current case study of effective human capital management reporting in action and demonstrates the importance between the successful alignment of business and HR strategy underpinned by clear HCM measures.

London Councils is a lobbying organisation working across political parties to promote the interests of London’s 32 borough councils and deliver services on behalf of the public. One of the ways London Councils provides support is through a professional HR Metrics and Workforce Planning network which helps London boroughs report on, explore and share people data to improve performance.

Microsoft is a data-driven organisation that puts data-led decision making at the heart of its business strategy. Targeted gathering of their human capital data is enabling them to gain analytical insights and solve practical business problems across their organisation.

This case study explores the application of recognition technology within a complex organisational environment, and offers insights from senior HR leadership as to how to best implement technology to drive up engagement

Unilever’s Senior Vice President of Leadership and Organisational Development, Leena Nair, describes their HR vision – People, Place, Performance – and how people measures are helping to secure the top talent, make Unilever the best place to work, and ensure their people are performing to their productive best.

CFO, Xavier Heiss, explains how the two business functions have worked together to increase the value of the services they provide through understanding the intangible value people bring to their customers, such as goodwill.

Tackling barriers to work today whilst creating inclusive workplaces of tomorrow.

Bullying and harassment

Discover our practice guidance and recommendations to tackle bullying and harassment in the workplace.

More on this topic

Learn how to measure turnover and retention, and understand why people leave organisations

Creating a holistic offering to help improve workforce wellbeing

14 Nov, 2023

6 Nov, 2023

More case studies

A case study on moving to a lean, strategic HR model that operates more efficiently to support business objectives

A case study on developing strategic partners, aligning teams, increasing data analytics skill, and transitioning the L&D team into an internal academy

A case study on maturing the HR model to align to the changing needs of the business, building capability, and introducing a dedicated team focused on employee engagement

Ministry of Justice builds leadership capability, cohesion and mutual trust across its HR leadership team

• Executive Coaching
• Team Coaching and Facilitation
• Psychometrics
• Code of Ethics
• Partners In Learning
• Where We Work
• Our Clients
• Testimonials
• Executive Coaching Case Studies
• Team Coaching and Facilitation Case Studies

Talent Management Consulting Case Studies

• Tools to Download
• +44 20 3397 8733

Launching a Change Initiative through Focus Groups

A CEO client with a depth of experience in leading change was concerned that the messages filtering up to the Management Team were not “the full truth.” The CEO along with the Management Team had done the things that typically launch a successful change programme.  And yet, the completion of day-to-day work was suffering greatly as the organisation descended into a rumour mill. Talent Futures provided four focus groups at varying levels in the organisation, determined five impediments to success that were hindering progress, and assisted the organisation in adjusting their change initiative to better match the needs of the employees in order to embrace change for the organisation.

Download the full case study

Building a strengths-based culture of customer service.

The leadership team of a 1200-employee business unit wanted to strengthen their ability to work as a team while they led an initiative to create a culture of customer service across the organisation.

Through the design of a tailored leadership inquiry using surveys and focus groups, and introduction of a strengths-based mindset through the Strengthscope suite, the leaders gained insights to guide them while they developed a more AGILE approach to service improvement. Nine months after the engagement concluded, the leadership team were continuing to use a strengths-based approach and had exceeded several KPIs on customer service. A strengths-based approach can be effective in a number of challenges, including culture change, multiple team alignment and integration, and increasing employee motivation and company results.

“It’s been a great opportunity to engage with each other. [We now regularly] consider the individual strengths of those further down the organisation. We have managers leading on projects that aren’t necessarily aligned to their functions, but play to their strengths and their interests. This has built cross-organisation collaboration and enabled them to take a more strategic view of the overall service [we provide customers].”

High Potential Middle Manager Forums

Organisations face a difficulty in developing high potential middle managers.  The needs of this population are every bit as complex as more senior leaders, but budgets available do not allow for individually-bespoke development such as an executive coach would provide.  Training programmes, no matter how creative or how prominent the guest speakers are, do not result in lasting change.

To address this challenge, Talent Futures has created a number of bespoke Forums.  A Forum is a bridge between small group learning and one-on-one coaching, and is for talented managers who are as yet too junior to have an external coach.  Talent Futures has provided Forums for over 5 years.

Contact us for an open discussion without obligation. +44 20 3397 8733

• Terms & Conditions
• Privacy Policy

Copyright © 2023 Talent Futures Ltd. All rights reserved. Company registration number - 05215994. Registered Address - 7 Bell Yard, London WC2A 2JR

• Please enable javascript in your browser settings and refresh the page to continue.
• Talent Management
• Talent Management Framework and Competencies

Case Studies: Develop a Talent Management Framework

Author(s): Evan Hughes , Alyssa Lampert , Grace Ewles

Unlock Case Study

Get instant access.

Select Social Platform:

Refer to these case studies for examples of talent management (TM) frameworks.

These case studies will give you examples of:

• Creating a strong TM foundation to support the future of the organization.
• Discovering a missing piece in the TM framework.
• Building an integrated TM framework to develop future leaders.
• Creating a flexible TM framework to adapt to organizational needs.

Related Content

Request a demo, it research & advisory services.

Please confirm the appointment time and click Schedule.

Your call is being booked. A representative will be available to assist you if needed.

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

Case Study - Talent Management

Related Papers

Asian Journal of Business and Management Sciences (AJBMS)Vol . 1 No. 4 Year 2011

Bidayatul Akmal Mustafa Kamil

This research was carried out using method of interview among selected human resource practitioners of six Malaysian companies. This research explores talent management practices particularly on the implementation and the effect of the practices on employee engagement and retention. It was found that talent management is considered as the strategy of organization to retain employees. The strategy involves the human resource activities such as recruitment, selection, training and development and performance management. The engagement and retention talented employees needed in order for an organization to success and improve performance. In highly competitive market, having the right employees is the way to ensure organizational succeed. The impact of this research will create an opportunity to develop talent management strategy. It is expected that the identification and development of talent management strategy would result in additional benefits for the organization and its employees.

Refereed paper submitted to the Leadership, Management and Talent Development track of the 16th International Conference on HRD, University College Cork, Ireland, 3rd-5th June 2015.

oghale ayetuoma

Abstract Purpose: This paper reports the preliminary results of a study looking at how three organizations in the UK public and private sectors identify high potential employees. Specifically, the paper looks at how talent is constructed and identified and the barriers and challenges encountered with talent identification from the perspectives of both management and ‘talented’ employees. Design/methodology/approach: Three in-depth case studies involving multiple informants in the Civil Service, local government and retail were written based on 21 interviews with HR/Talent & leadership development managers as well as managers on talent schemes. Additional data was obtained from corporate documentation. Findings: All three companies had different drivers for talent management which influenced the constructions of talent used and frameworks for talent identification. The civil service and retail sectors used a categorising tool that enabled a common language for defining potential and facilitated identification practices. Despite this, definitions of potential and competency frameworks in both the retail and civil service sectors differed as well as their processes for identification. The challenges and barriers to talent identification appeared more similar than different but notably and in contrast to the public sector (the civil service and local government) which had an exclusive talent management practice, the retail sector operated a more inclusive talent strategy which was driven by a culture of openness, honesty and a rigorous talent identification framework. Research Limitations: Talent management practices were mostly in their start-up phase being two to five years old and still evolving. Inclusion of the views of employees not in the talent pools would create a broader perspective on the process of identification. This paper reports work in progress and further analysis of case data is continuing. Originality/value: This empirical study contextualises talent definition and identification practices from the perspectives of HRM specialists, line managers and high-potential employees. Since the majority of research on talent management concerns practices from the U.S. or Multi-nationals, this study adds value to the limited research on talent management outside these contexts. Keywords: Talent, talent management, talent identification

jeevan Jyoti

Talent management (TM) has received lots of attention of academics, practitioners, researchers, scholars, and competitive firms in recent years, but there are many gaps left for further theoretical and empirical development. One of gap is lack of clarity of definition of TM, and the ongoing debate about whether it is merely repackaging of already existing human resource management (HRM) practices or a new concept. In this context, this paper concludes that TM practices are distinct from the traditional HRM practices. The authors have consolidated the existing literature on TM for designing an integrated model of TM including its antecedents and consequences. The study calls future research to empirically test the derived propositions. The paper includes various theoretical, economic, managerial, and future research implications.

Asia Pacific Journal of Human Resources

David Grant , Sharna Wiblen

This paper addresses the Talent Management challenges in Public Sector of India. Initially, the paper will discuss both the public and private sectors to identify the ongoing challenges and limitations taking place currently. The paper will then address how these challenges are interconnected with the problems occurring in different states of India on a regional level. Measures of recruiter competency and organization's position in having a say on the recruitment of the individuals both directly and indirectly will be observed. The methodology used is both quantitative and qualitative as it will help in getting a better information on the hiring policies and practices in both private and public sector and thus, be able to give a better overview of the deficiencies in the public sector over private sector along with looking at the drawbacks in their policies and procedures. Finally, our research will provide a better understanding on talent retention, management and acquisition practices with the needed methods required to make the best selection of the right candidates for the right position; along with suggesting the scope of further revision of the talent acquisition practices among public sectors to meet the challenges and demands from the private sectors.

Human Resource Management Journal

Loading Preview

Sorry, preview is currently unavailable. You can download the paper by clicking the button above.

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024