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• September 26, 2022

Best HR Case Studies

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Last date of application: 14/07/2022

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

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

An american mnc reduces attrition using people analytics and forecasting.

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

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

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

Under Armour digitized employee recruitment and enhanced employee experience

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

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

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

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

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

Caring For Employees During The Industrial Revolution

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

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

Employee Management During The World Wars

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

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

The Post-War Scenario

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

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

The Nineties To Now

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

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.

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• HRD Case Studies

Table of Contents

Real-world scenarios provide valuable insights into the complexities of Human Resource Development (HRD). These HRD case studies offer a glimpse into challenges faced by organizations and how effective HRD strategies can lead to improved performance, employee engagement, and organizational success.

Case Study 1: Powering Employee Growth at XYZ Tech

Challenge: XYZ Tech faced high turnover due to limited growth opportunities. Employees felt stagnant in their roles, leading to disengagement and talent loss.

Solution: HRD implemented a competency-based framework, identifying skills required for advancement. Training and development programs were tailored to bridge skill gaps and empower employees for new roles.

Outcome: Employee retention improved, and internal promotions increased. A culture of continuous learning was established, enhancing employee morale and organizational performance.

Case Study 2: Navigating Diversity at GlobalCorp

Challenge: GlobalCorp struggled with diversity and inclusion, leading to communication barriers and low collaboration among teams.

Solution: HRD initiated diversity training to foster understanding and inclusivity. Cross-cultural communication workshops were conducted, addressing stereotypes and biases.

Outcome: Teams became more cohesive, harnessing diverse perspectives for innovation. Employee satisfaction rose, positively impacting overall company culture and productivity.

Case Study 3: Bridging Skill Gap at HealthFirst Hospital

Challenge: HealthFirst Hospital faced a gap between the skills of newly hired nurses and the demands of the job, affecting patient care quality.

Solution: HRD partnered with nursing schools to develop a bridge program. The program offered hands-on training and mentoring to recent graduates.

Outcome: The bridge program improved nurses’ practical skills and confidence. Patient satisfaction scores increased, reflecting the positive impact of HRD interventions.

Case Study 4: Fostering Leadership Pipeline at InnovateTech

Challenge: InnovateTech lacked a robust leadership pipeline, resulting in external hires for higher roles and demotivated internal talent.

Solution: HRD implemented a leadership development program, identifying high-potential employees and providing them with mentoring, coaching, and strategic assignments.

Outcome: The company built a strong internal leadership pool, reducing external hires. Employee morale improved as career growth prospects became more tangible.

Case Study 5: Agility Amidst Change at Transform Inc.

Challenge: Transform Inc. underwent a major restructuring, causing uncertainty and resistance among employees.

Solution: HRD designed change management workshops to address employees’ concerns. Open communication channels and interactive sessions helped in easing the transition.

Outcome: Employee buy-in increased, and resistance diminished. The company adapted more smoothly to the changes, maintaining productivity during the transition.

HRD case studies showcase the transformative power of effective human resource development strategies. By analyzing real-world challenges and solutions, organizations can glean valuable lessons to drive employee development, create inclusive cultures, bridge skill gaps, foster leadership, and navigate change successfully.

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Human Resource Development

1 Human Resource Development: An Overview

• Meaning of HRD
• Importance of HRD
• Evolution of HRD
• HRD Mechanisms
• Issues and challenges in HRD
• Role of top management in HRD

2 HRD Systems

• The Concept of Human Resource Development System
• Ten Commandments of HRD System
• Components of HRD Systems
• Subsystems of HRD System
• Emerging New Sub-systems of HRD
• Designing HRD System

3 HRD: Processes and Methods

• The Concept of Human Resource Development Process
• HRD Processes and HRD Climate Variables
• Stages of HRD Framework
• Inter-linkages of the HRD Processes and its
• Outcome on HRD as well as on Organization
• Case – Power Grid Corporation

4 HRD for Employees

• HRD: Conceptual Development
• Meaning and Definition of HRD
• HRD for Managers
• Functions of HRD Department for Employees

5 Role of HR Managers

• Emerging issues faced by HRD Professionals
• Role of HRD professionals in Organizations

6 Competency Mapping

• Competency: Meaning and Definition
• Classification of Competencies
• Competency Mapping
• History of Competency Mapping
• Need for Competency Mapping
• Significance of Competency Mapping
• Competency Model
• Competency Ice Berg Model
• Holistic Competency Model
• Approaches in development of Competency Model
• Who identifies competencies?
• Assessment Center

7 Analysis of Performance and Career Planning

• Performance Management
• Systems Theory and Human Performance
• Historical Perspective of Behaviorism in Business and Industry
• Concept and Definition of Career
• Career Development Perspective
• Career Transition and Choices
• Career Anchors
• Career Problems
• Individual Strategies and Decision Making
• Career Trends and rising employment trends in India 2020

8 HRD Culture and Climate

• Defining Climate
• HRD Climate and Organisational Climate
• Elements of HRD Climate
• Measurement of HRD Climate
• Survey of HRD Climate in Indian Organisations
• What Contributes of HRD Climate?

9 Counselling, Coaching and Mentoring

• The Concept and Objectives of Coaching and Mentoring
• The Basic Processes of Coaching and Mentoring
• The Coaching Process
• The Process of Mentoring

10 HRD in Industrial Relations

• Defining Industrial Relations
• Defining HRD/OD
• HRD-OD-IR Linkage
• Pressure for Change: Need for Integration of HRD and IR
• Development Approach to Industrial Relations
• Pre-requisite for a Successful HRD/OD Approach to IR
• Developmental Mechanism for Improving IR

11 Emerging Trends and Perspectives

• The business environment
• The management challenges
• Trends in HRD function
• Sectoral trends

12 HRD Experiences

• HR Planning and HRD
• Job Description and HRD
• Recruitment and HRD
• Selection and HRD
• Training and development and HRD
• Talent management and HRD
• Performance appraisal and HRD
• Compensation and rewards development
• Employee engagement and HRD
• Ethics and HRD
• Technology in HRD

HR Training Resources

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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An Introduction to Human Resource Management

Student resources, case studies.

Case studies exploring fascinating additional case studies from the author demonstrating HRM in practice around the world. From the internal vs. external candidate debate to employer branding abroad, learn how companies of all sizes approach different aspects of HRM.

• Changes in HRD at Hansen Group

The Hansen Group is one of the UK’s largest construction groups. Traditionally, the company has been involved primarily in civil engineering but it has recently begun to diversify, partly through acquiring local government contracts, for example for street maintenance and cleaning and the facilities management of publicly owned buildings, such as universities. Therefore, the company is now involved in a wide range of diverse activities and employs an increasingly diverse workforce, from street cleaners to highly qualified civil engineers.

The three years since the Credit Crunch of 2008 have been incredibly difficult for the construction industry in the UK. As a result of the economic downturn, many construction firms have decreased their spending on learning and development. Hansen Construction has, however, increased its investment in these activities, notably introducing a new apprenticeship scheme for construction team leaders ,  expanding online learning provision and continuing to recruit and develop significant numbers of graduates.  Hansen recognises that talented individuals are the lifeblood of the firm and, therefore, sees investment in workforce development as a key dimension of its employment proposition. This approach is felt to be in line with its commitment to sustainability in its corporate activity.

The learning and development team at Hansen drives learning and development innovations, provides analysis of business learning requirements and manages the delivery of cost-effective learning solutions to support the achievement of business goals. Learning solutions at Hansen include traditional off-the-job classroom programmes, short courses, online learning interventions, workbooks and mentoring. The firm has recently recruited two new team members specifically to design in-house e-learning solutions, and to upgrade the company’s online learning management system.

As well as the learning and development team located at the company’s headquarters, Hansen employs a further 12 learning and development professionals who are located throughout the country and work directly with particular business units and clients, many of whom have diverse needs in respect of employee development.

Traditionally, training needs for Hansen staff have been identified centrally and on the basis of the employee group. This has been consistent with its traditional approach to training for large groups in classroom settings. However, with an increasingly diverse workforce, the company has sought to introduce a new performance management system that focuses on individual performance and the competencies behind that performance.

In 2010, the L&D team sought to supplement its traditional classroom-based training programmes with a series of bite-sized (typically half an hour) interactive learning modules for construction site staff that were linked together to form part of a meaningful programme of activities. These were known as ‘toolbox talks’, and were delivered by site managers, using materials developed to support them by the central team. The talks are mainly devoted to site management and health and safety issues. In addition, a significant part of Hansen’s revised approach to learning and development is to increase the amount of on-the-job coaching employees receive and to create a coaching culture within its management community.

Hansen has made significant investment in technology-based learning (or e-learning), particularly software that enables e-learning specialists within the learning and development team to produce online training programmes, several of which are compulsory for all employees. The learning and development team is exploring other technological solutions, such as the use of mobile phones and DVDs, to deliver learning to its maintenance workers, street cleaners and other employees who do not have ready access to the Internet.

Historically, the evaluation of learning and development interventions at Hansen has tended to focus on the initial reactions of employees by asking them to complete evaluation forms after having attended a training programme. However, as part of the wider changes to learning and development at the company, longer-term evaluation of interventions is now in place. This involves the learning and development centre asking the manager sponsoring any new programme to define what a positive outcome would look like in order to determine an appropriate metric for assessment, such as employee engagement or productivity, and involves contacting recipients of training 3–6 months after they have completed a programme and asking them whether they are doing anything differently as a result of what they have learned.

• Why do you think that Hansen Construction has increased its investment in learning and development activities despite the tough economic climate?
• What are the likely benefits associated with the introduction of an individualised performance management system, and an associated competency framework, to inform learning and development at Hansen?
• What are likely to be the benefits of introducing the ‘bite-size’ training programme delivered by site managers, a renewed focus on coaching and substantial investment in e-learning at Hansen?
• Explain why you think Hansen has decided to change the way it evaluates learning and development interventions.
• Learning and Development at Choc Co.

Choc Co. is one of the world's largest confectionery businesses with significant market share in many of the world's biggest confectionery markets, including many emerging markets. It has a long and proud tradition, stretching back more than 150 years, including a long history of developing its employees, which has remained part of its ethos during its progress to becoming a global company.

Despite very positive sales figures over the last 12months, Choc Co. has prioritised streamlining the business to make it more competitive and has placed a strong emphasis on reducing cost over the next 18 months. Despite being keen to preserve its longstanding reputation as a firm that is committed to developing all its employees, in respect of learning and development, this ‘streamlining’ activity has focused on:

• ensuring a clear return on investment in training activities
• changing the way that learning programmes are delivered and being more creative in developing approaches to learning
• connecting training activities to the strategic needs of the firm.

The most important driver of the assessment of its training provision at Choc Co. is change. Whilst performing well in the marketplace, senior management continue to express discontent with levels of productivity and employee performance. Moreover, senior management has determined that the company needs to become more flexible and adaptable to respond to change in its market context, for example by an ability to adapt organisational structures to meet new business needs or through the introduction of technological innovation. However, as a traditionally minded employer, and with low levels of employee turnover at shopfloor level, Choc co. appears to have instilled in its workers a mindset of stability and steady progress, which is at odds with competition in a rapidly changing global economy. Therefore, Choc Co. wants to move towards a system of continuous improvement by creating a culture whereby workers are empowered to implement small incremental changes, rather than have substantial change imposed on them from time to time.

Identifying training needs

Traditionally, training needs analysis at Choc Co. has been ‘gap-led’. In other words, training tends to be focused where Choc Co. identifies a gap in capability – for example, where the introduction of new technology requires worker skill to be updated, company policy is changed or a key worker leaves the firm, requiring training to be provided to their replacement. Typically this gap-led identification of need is conducted at a local level, with little reference made to the wider national or international workforce.

Whilst workers can put themselves forward for training courses, including those provided by local education providers, there is no formal channel for doing this and access to such training often comes down to personal relationships and the constraints imposed by departmental budgets. The culture at Choc Co. is very much one in which training needs are typically identified  for  workers rather than  by  workers.

Delivery of training

Currently, the company runs a number of large training events each year designed to update manufacturing staff on everything from health and safety changes, business strategy and company performance to the adoption of new production technology. This is sometimes coupled with skills training for these workers as and when appropriate. This has traditionally been done at the specialist training centre at their largest production facility, which doubles as the company’s headquarters. This practice partly stems from a time when the company only operated two production facilities in the country. It now operates across six geographically dispersed locations. Workers tend to view these training events as a bit of a waste of time, particularly when they are delivered by consultants with little real understanding of working processes at Choc Co. It is not unknown for workers to claim that the training they receive is outdated and tells them nothing that they don’t already know.

The head of training and development, responding to a call to cut costs from the HR director, is now of the opinion, however, that such long training programmes, often of up to three or four days, are no longer the most cost-effective and efficient means by which to develop the staff. Such training has the dual problem of requiring regular investment and repeat sessions to cover workers on different shifts or at different plants, as well as leading to undesirable downtime of certain aspects of production. In particular, the head of L&D is keen to reduce a reliance on external training providers to design and deliver interventions to different workforce groups, from senior management to shopfloor workers.

Moreover, the company has historically not evaluated the impact of these events. In the new era of cost-cutting and added value, however, the company is keen to ensure that the impact of all training interventions, however big or small, is measured.

Employee development programmes

A major investment in L&D at Choc Co. is in its manufacturing apprenticeship scheme and graduate development programme, both of which are widely viewed as models of good practice in the industry and beyond. These programmes are, however, under significant scrutiny by senior management to better understand the extent to which this investment provides value to the firm. One particular area under review is the turnover of employees who complete these programmes and then leave to work at other firms.

Ray Barbie, the head of learning and development at Choc Co. recently attended a seminar at a local university on ‘the changing nature of workplace HRD’. He was slightly alarmed to find out that much of the company’s practice was seen as outdated. In particular, he was interested in examining how some more contemporary approaches and techniques in HRD could help the company both reduce costs and better performance through continuous improvement.

• What changes would you recommend that Choc Co. make to their current learning and development provision in order to reduce costs and improve performance?
• Discuss how e-learning, competency frameworks and improved knowledge-sharing at Choc Co. might help to cut costs and make the HRD activity at Choc Co. more strategic.
• How might the firm seek to ensure a return on investment for its learning and development activity?
• Developing a Learning Strategy at Wellread Books

Wellread Books is a high street retailer established in 1993 as a single bookshop but which has since grown rapidly and is now present on many of the UK’s high streets and in many shopping centres. Until 2005, Wellread served only the book market – particularly specialising in children’s books – but following the appointment of a new chief executive, the company increasingly diversified into a number of ‘related’ areas such as music, DVDs and stationery. These areas have grown to represent a substantial part of each store. Furthermore, larger Wellread stores now have cafés where customers are encouraged to browse books before they buy.

Until 2008, Wellread experienced strong growth and increasing market share in the book retailing sector. Since then, however, growth has slowed considerably, even when accounting for a decrease in consumer spending during the recent economic downturn. More worryingly, its market share has begun to recede and Wellread is losing out to its high street competitors, larger retailers who sell bestsellers at marked-down prices and online book sellers. To understand the deeper reasons for this decline, Wellread commissioned market research to explore consumers’ perceptions of the store and what shoppers wanted from a book retailer. The results were mixed. The research found that Wellread rated highly on the following criteria: friendly staff and welcoming atmosphere. Moreover, the annual customer surveys show that customer service was rated highly among regular shoppers at Wellread, many reporting that they know staff by name and often drop by for coffee and to browse the books. The market research also found, however, that Wellread was rated worse than its competitors on staff knowledge (particularly in the areas of music and film), the range of titles held and speed of service. Of particular concern to the company is the fact that the high levels of ‘footfall’ at Wellread stores appear to translate into comparatively low sales volumes.

The company also recently conducted its first ever employee attitude survey which asked for employee opinion on a wide range of issues, including the company itself, their jobs, why they chose to work for Wellread and what they felt they brought to the company. The survey showed that a core of workers in each store had been with Wellread for a number of years, albeit alongside a quite substantial transient workforce. These long-term employees appeared to be knowledgeable and passionate about books, were committed and often highly qualified. Many were concerned, however, about developmental opportunities within the company. Morale among staff appeared to be high, although this was largely explained by an apparent loyalty to their colleagues and to their store manager. One respondent commented: ‘I don’t really see myself as a Wellread employee, just an employee of this particular store.’

In keeping with the relaxed atmosphere that the company seeks to develop within its stores, it advocates a paternalist approach to employee management. Commensurately, the company allows a fair degree of autonomy to store managers in how staff are managed at a local level, and whilst it promotes regular performance appraisals it is aware that some managers take this process less seriously than others. Where they are conducted, they are generally informal meetings used for employees to raise concerns or to make suggestions. Typically, no formal records are kept regarding appraisals. Wellread has always recognised that business success relies on good customer service and the focus of employee induction has been to instil in employees the importance of creating an accessible shopping environment which runs counter to the popular perception of bookshops as ‘stuffy’ places and booksellers as ‘snobby and condescending’. New employee induction is, however, typically brief and conducted by the store manager, often involving little more than a chat as they ‘walk the shop’. The only demarcation of staff on the shopfloor is between café and store workers. Store workers typically work wherever needed in response to demand. Following induction, training activity for customer service advisors is limited. All shop staff are trained in the use of the point-of-sale technology and given a brief tutorial in the shelving system. Staff are trained as and when necessary if new technology is introduced into the store (for example, there is talk of introducing an Espresso book machine into some stores which can create bound copies of out-of-print books to order). Café staff are given training in using the coffee machine and in basic health and safety.

Drawing on all the information gathered in the review process, Wellread has devised a five-year growth strategy focused on increasing sales and efficiency, improving customer perception and awareness of the brand and differentiating itself in the marketplace.

• How might learning and development activities contribute to Wellread’s business strategy? What do you think should be the objectives of learning and development interventions?
• Where would you focus learning and development activity for customer service advisors, new employees and store managers?
• What types of behaviours would you seek to develop among these employee groups to contribute to the achievement of strategic objectives?
• What would be the most appropriate mechanisms through which to deliver these HRD interventions?
• How would you develop other aspects of HRM to support the achievement of strategic objectives and how would you integrate these with the training and development activities you would put in place at Wellread?
• Develop a ‘competency framework’ to inform staff recruitment and learning and development activities and through which the company can achieve the objectives set out in the growth strategy.
• Drawing on Kirkpatrick’s (1987) model of evaluation, what measures and means of measurement would you recommend Wellread uses to assess the impact of its training and development interventions at each level (reaction, intermediate and ultimate level)?

Blitzen engineering and an ageing workforce

The UK, in common with many other advanced economies, has an ageing population, characterised by a declining proportion of young labour market entrants and a growing proportion of workers approaching or exceeding retirement age. This presents a number of challenges to organisations, particularly those who are reliant on an ageing workforce themselves.

Blitzen Engineering is a supplier of specialised automotive components made to the detailed specification of a limited number of prestige car manufacturers. The focus on quality that is the hallmark of their customers has meant the ever-greater requirement for high-quality components delivered over ever-shorter time frames. Given the exacting specification of their products and the high degree of precision necessary in their production, the importance of skilled engineers to Blitzen cannot be overstressed. Strategically, the skill, knowledge and expertise of these engineers represent a key factor in maintaining existing business and winning new contracts. In other words, the engineers at Blitzen are the core reason why the company has managed to remain highly competitive in the face of growing overseas competition and has maintained such prestigious contracts.

A recent staff review at Blitzen has, however, found that the average age of engineering staff is 53. Sixteen of the 25 engineers in the firm are aged between 50 and 60 and one is over 60. No members of the engineering staff were under 30 at the time of the review. Such skewing of the workforce age profile is reflective of the wider UK engineer population (in 2005, 62% of engineering technicians were aged between 45 and 64) and partly reflects a historic reluctance to invest in new technology and associated skills both by employers and government. There is considerable concern that within 5–10 years the vast majority of the engineering department is likely to have left the company.

Blitzen has begun to address what it considers to be a potentially catastrophic situation by seeking to recruit a number of engineering graduates, by attending recruitment fairs at local universities and advertising in local newspapers. Managers have, however, been dismayed at the level of interest in engineering jobs expressed by graduates at the recruitment fairs and disappointed by both the number and quality of graduate applicants. This partly reflects a national shortfall in engineering graduates who actually enter the engineering profession to meet the projected increase in demand for such graduates in the UK economy. Many graduates who possess the skills acquired on engineering degrees – particularly advanced problem-solving and numeracy skills – are highly prized by firms in business services and banking and finance. Consequently, Blitzen is competing in a highly competitive labour market in which the ‘best’ graduates are often either ‘snapped up’ by larger engineering employers (because of their ability to pay higher wages and offer more structured graduate development programmes) or high-profile firms in other sectors. In contrast to their experience in the graduate labour market, the HR manager had recently accepted an invitation to speak at a local further education college and had been surprised at the enthusiasm of many of the students who had attended.

You have been asked to advise senior management at Blitzen on how you might go about addressing the labour market problems that they are experiencing and put together one or more ‘strategies’ for management to consider. In reflecting on these problems, consider what factors are important in ensuring the long-term viability of the company, the interaction between the internal and external labour markets, alternative approaches to sourcing the required labour and how the company might best compete in the external labour market.

Tutor’s notes

The purpose of this exercise is to try and tie in a number of the broad themes and concepts that have been introduced in the first few chapters of this book, principally to place the strategic decision-making process within a firm’s labour market and competitive context. In particular, it seeks to engender an understanding of the ‘degrees of freedom’ (Boxall and Purcell, 2003) that firms have, both strategically and operationally, in designing HR policies and practices, and of how a wide range of factors shape approaches to recruitment, retention, learning and development, job design, etc.

The principal HR concerns are clearly employee retention and recruitment of people with the skills required in order for Blitzen to maintain its current contracts and attract new business in the face of growing competition from overseas suppliers. To link with the strategic issues covered in Chapter 3, a useful starting point is to ask students to consider the HRM strategy that might be most appropriate in Blitzen and to consider the relative merits of each strategic approach to help Blitzen achieve its objectives. Groups of students might be asked to develop a business case for adopting the best fit (drawing on Schuler and Jackson’s (1987) model), best practice and resource-based view perspective in strategy formation and the implications of these approaches for recruitment and retention (in particular, whether they focus on the creation of a strong internal labour market and, if so, how). Comparison of the models could then identify areas of difference or similarity. It might be useful for students to carry out a SWOT analysis for the firm in order to identify the key environmental points for consideration.

The principal issue for the firm is to ensure its long-term viability. In order to reflect on this, students should explore the sources of potential advantage at Blitzen’s disposal, particularly the tacit knowledge and skill possessed by the engineers and the potential problems caused by the loss of that knowledge. Students might devise a range of strategies to address this problem and the advantages and disadvantages associated with each approach (as below, although this is not an exhaustive set of options nor does it suggest that combinations might not be employed). Students might be asked to reflect on the ‘make’ or ‘buy’ dichotomy and where each of the possible responses below fits with these.

Students should identify the problem that underpins any of these approaches which are imperative for older workers to actually pass on their knowledge and skills, whether to junior colleagues or in order to develop technology with which to replace them. This raises the issue that knowledge and skill are politically charged and at the heart of tensions in the employment relationship. Students might consider how older workers might be encouraged to share knowledge and the HR practices and policies that might be employed to generate an environment that is conducive to such behaviour (and whether Blitzen has such an environment).

Under each of these approaches, it is clear that Blitzen is required to recruit at least some skilled or semi-skilled labour which raises the issue of how the company can compete. The problems the company faces in recruiting high-quality graduates are outlined in the case study. In response, it has a range of options, principally to try to match or exceed the terms and conditions of labour market competitors (e.g., by stressing the benefits of working for a smaller employer or by stressing particular aspects of its employment offering such as learning and development opportunities) or to focus its efforts on recruiting lower-quality graduates. Students can be asked to evaluate the relative merits of each approach and, in the case of the latter, to think about how an employer might be able to appeal to potential employees even if it cannot compete on employee reward.

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European Journal of Training and Development

ISSN : 2046-9012

Article publication date: 15 February 2022

Issue publication date: 2 August 2022

This study aims to examine how case study research has been applied in the field of human resource development (HRD).

Design/methodology/approach

The authors examined HRD case study research by analyzing 118 refereed, empirical case study articles published between 2000 and 2020 in three Academy of HRD-sponsored journals.

Findings suggest that case studies have an established place in HRD research. The disciplinary convention has been exploratory case studies, which, to a greater extent, draw on single-case research designs. When examining the proportion of case study articles in relation to all empirical, peer-refereed publications in the journals, the authors found a slight decline in case study research publications in recent years. The results of our post hoc exploratory analysis indicate that HRD case study research that contributes to theory development by eliciting concepts and their relationships is likely to receive more scholarly attention than case studies that provide rich descriptions of the phenomenon. The results also suggest that it is rather case study’s contribution to theory than selected features of case study that attracts scholars’ attention.

Originality/value

The study identified several approaches to conducting case study research that have received less attention by HRD researchers. The authors encourage HRD researchers to expand their repertoire of case study approaches. The authors also provide recommendations addressing the issues of methodological self-awareness, rigor and transparency in case study research.

• Case study methodology
• Research design
• Qualitative research

Acknowledgements

The authors wish to thank the anonymous reviewers and Dr Thomas N Garavan for their constructive comments.

Tkachenko, O. , Seo, J. and Ardichvili, A. (2022), "Case study research in HRD: a review of trends and call for advancement", European Journal of Training and Development , Vol. 46 No. 7/8, pp. 693-708. https://doi.org/10.1108/EJTD-10-2021-0160

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Copyright © 2020, Emerald Publishing Limited

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VR for HR – A Case Study of Human Resource Development Professionals Using Virtual Reality for Social Skills Training in the Workplace

• Conference paper
• First Online: 26 August 2023
• Cite this conference paper

• Britta Nordin Forsberg   ORCID: orcid.org/0000-0002-5843-8131 12 ,
• Anders Lundström   ORCID: orcid.org/0000-0003-1974-1100 13 &
• Jan Gulliksen   ORCID: orcid.org/0000-0002-2411-6417 14  

Part of the book series: Lecture Notes in Computer Science ((LNCS,volume 14145))

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• IFIP Conference on Human-Computer Interaction

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The Human Resource (HR) area has made little use of innovative technologies to develop its processes, routines and education. However, we believe that digital tools such as Virtual Reality (VR) can play an important role in developing social aspects of work. We have investigated Human Resource Development Professionals’ (HRD-Ps’) perception of using a VR-prototype for training of social skills in the workplace. A digital three-dimensional world was designed for the study participants, in which they interacted with agents to train social skills in the workplace. Study participants explored a VR-prototype through the usage of head-mounted devices (HMD). We collected the designer’s description of the intended design element of the VR prototype and pre- and post-intervention questionnaire from the study participants and conducted a top-down thematic analysis. The three intended design elements 1) focus on the training experience, 2) learning-depth through emotional response for engagement and motivation, and 3) perspective-taking enabled by game design, were confirmed and reflected upon by the HRD-Ps’. Additionally, using VR for social skills training in the workplace was recognized as innovative, and could have the capacity to position an organization as being in the forefront of digitalization. The conclusion is that VR has a potential to create engagement and provide insights in HR matters, but further studies are needed to show the full power and potential in using VR for HR matters.

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Nordin Forsberg, B., Lundström, A., Gulliksen, J. (2023). VR for HR – A Case Study of Human Resource Development Professionals Using Virtual Reality for Social Skills Training in the Workplace. In: Abdelnour Nocera, J., Kristín Lárusdóttir, M., Petrie, H., Piccinno, A., Winckler, M. (eds) Human-Computer Interaction – INTERACT 2023. INTERACT 2023. Lecture Notes in Computer Science, vol 14145. Springer, Cham. https://doi.org/10.1007/978-3-031-42293-5_17

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HRM Case Studies With Solutions

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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Harnessing peer mentorship as a tool to turn human resource for health brain drain into brain gain: a case study of a Nigerian peer-mentored research group

• Patience Toyin-Thomas 1 , 2 ,
• Oghenebrume Wariri   ORCID: orcid.org/0000-0002-7432-8995 3 , 4 &
• Paul Ikhurionan 5  

Human Resources for Health volume  22 , Article number:  46 ( 2024 ) Cite this article

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Peer mentorship can be a potential tool to reduce the disparities in health research capacity between high- and low- and middle-income countries. This case study describes the potential of peer mentorship to tackle two critical issues: bridging health research capacity of doctors from low- and middle-income countries (LMICs) and the transformation of human resource for health brain drain into "brain gain".

Case presentation

In 2021, a virtual peer mentorship group was established by 16 alumni of the University of Benin College of Medical Sciences' 2008 graduating class, residing across three continents. This program aimed to facilitate research collaboration and skill development among colleagues with diverse research experience levels, fostering a supportive environment for career development in research. The group relied heavily on digital technology to carry out its activities due to the different geographical locations of the group members. Led by experienced peer leaders, the group fostered a collaborative learning environment where members leveraged each other's expertise. Within 18 months, we published two research papers in high-impact peer-reviewed global health journals, launched a mixed-methods research study, and conducted training sessions on research design and implementation. Findings from our work were presented at conferences and workshops. However, logistical hurdles, competing priorities, structural constraints, and uneven participation presented challenges.

The peer mentorship collaboration has achieved some successes so far, and this model can be emulated by other cohorts of medical professionals across LMICs. Despite the group's success at a micro- or individual level, there remain significant structural barriers to research capacity building in LMICs that can only be addressed at the meso- and macro-levels by institutions and government, respectively. A systems-level approach is required to develop and support research capacity building and foster global research collaboration and effectively turn brain drain into brain gain.

Peer Review reports

Africa, which contributes about 18% of the world's population [ 1 ], accounts for only 1.3% of the world's annual research output, with just three countries—Kenya, Nigeria, and South Africa—contributing 52% of Africa's total output [ 2 ]. Building and retaining human resources for health (HRH) research capacity is essential for improving the quality and effectiveness of healthcare systems in Africa's low and middle-income countries (LMICs) [ 2 , 3 , 4 ]. Unfortunately, research capacity development in these settings is limited and fraught with numerous challenges, including inadequate training in research methodologies, lack of mentorship and institutional support in conducting research, and lack of research funding opportunities , [ 4 , 5 , 6 , 7 , 8 ] Indeed, this lack of availability of resources and support for a career in research in their local institutions is one of the key drivers for the migration of health workers to high-income countries (HICs), where such opportunities abound [ 9 ]. The migration of these highly trained individuals, aptly coined "brain drain" causes a loss of intellectual and technical resources for LMICs [ 10 ], and has reached alarming levels in recent years. As of 2021, less than half of the registered doctors in Nigeria were practicing in the country, as many of whom had migrated to HICs in search of better career prospects. [ 11 ]

Mentoring fosters professional development and facilitates collaborations, particularly in academic medicine [ 12 ]. Frazen et al. (2016) found that peer mentorship was a popular strategy proposed to address the barriers to research in LMICs in their systematic review of major approaches to health research capacity development [ 6 ]. While traditional mentoring approaches are widely recognized, alternative models like peer mentoring have recently gained attention and investigation. In peer-mentoring programs, individuals of similar academic rank and interests collaborate within a facilitated framework, sometimes guided by a faculty member of higher academic standing, to collectively pursue their scholarly goals [ 13 ]. Peer mentoring can be a legitimate means through which academics from LMICs who have emigrated to HICs to collaborate with their colleagues back in their source countries on important public health research that affects the global population, given their understanding of both contexts [ 14 , 15 ]. Peer mentoring can aid the transfer of knowledge from the mentors to mentees, of various skillsets such as developing research skills, writing academic papers and grants, navigating the academic publishing process, networking with other researchers, and securing fellowship funding opportunities [ 14 ]. Peer mentoring, thus, offers an opportunity to convert "brain-drain" to resource profit or "brain gain" for LMICs [ 10 ], by strengthening research capacity in LMICs through these collaborations.

In recent years, Nigeria has witnessed a significant exodus of highly skilled health workers, including doctors and dentists from the 2008 graduating class (colloquially called the Diamante graduating class) of the University of Benin, to pursue better career opportunities and improved living standards abroad. This alarming trend not only jeopardizes the quality of healthcare services back home, but also highlights the urgent need to strengthen health research capacity within the country. The inadequate research capacity among clinicians, not just in Nigeria but globally, is a pressing issue that demands immediate attention. This concern is particularly acute given the increasing prominence of research in shaping effective healthcare delivery and leadership [ 3 ]. As members of the Diamante graduating class ascend to key leadership positions within the Nigerian healthcare system, a noticeable divide might emerge, separating those trained solely in core clinical skills from those who have become additionally equipped with strong global health research capabilities. This unique opportunity necessitates a strategic intervention to harness the skillset of the latter group, enabling them to contribute their expertise to the development of the former group. We present a case study of a peer-mentoring program for doctors who graduated from the University of Benin College of Medical Sciences in 2008. This case study explores the potential of peer mentorship to tackle two critical issues: bridging health research capacity of doctors from LMICs and the transformation of human resource for health brain drain into "brain gain".

The "Diamante Research Group" was created in 2021 as a subset of the University of Benin College of Medical Sciences Medical and Dental graduating class of 2008. The group was formed to foster research collaboration among graduates who were passionate about pursuing a research career, but had different levels of experience and skills in conducting research. The overarching aim of the group was to leverage the research expertise of colleagues with extensive training and experience to enhance the research capabilities of interested clinicians who lacked the necessary support or experience.

The conceptual framework guiding the formation and activities of the Diamante Research Group is comparable theoretically to the peer mentorship model developed by the Internal Medicine Research Group at Emory (IMeRGE) group to build the research and academic skills of the group members and ensure their career advancement in academic medicine (see Fig.  1 ) [ 16 ]. Unlike the IMeRGE group, however, the Diamante Research Group members were location in different institutions in different countries, spanning three continents, including Africa, Europe and North America. Hence, the group relied on digital technology to carry out its activities.

Diamante Research Group peer mentoring model adapted from the iMeRGE peer mentoring model by Bussey-Jones et al. [ 16 ]

Group structure

The group started with 16 doctors in diverse clinical and non-clinical areas of specialization, including pediatrics, oral medicine, obstetrics and gynecology, orthopedics, and research. The group members, consisting of six women and ten men, resided in four countries: Canada, Nigeria, the United Kingdom, and the United States of America. Three members were selected to co-lead the group and facilitate its activities to achieve the outlined goals and objectives. These group leaders were chosen based on their research experience and training. Two of them were well-published and had previously and currently led research projects. They had pursued additional research training in the United Kingdom and the United States of America, ultimately earning PhDs after completing rigorous research programs. The third group leader was in the process of obtaining a master’s degree in health policy, was still resident in Nigeria, thus provided contextual and local support. Additionally, several other group members had either acquired or were enrolled in master’s degrees in public health in Nigeria or elsewhere. Table 1 shows the details of the initial group members.

Group activities

The inaugural meeting of the Diamante Research Group was held in December 2021. At this meeting, the objectives and expectations were established through a priority-setting approach involving all group members, to guide activities from the outset. The group objectives fell into three main categories (see Fig.  1 ):

Skills acquisition. Increasing research skills and knowledge via didactic sessions on topics, such as conducting systematic reviews, grant-writing, research design and methodologies, and publication ethics, etc.

Access to resources. Increasing access to research tools, resources, and opportunities such as access to grant information, access to journals and databases through academic network and membership subscriptions, access to databases, access to academic librarian expertise for research projects.

Skills application. Conducting research projects together to provide hands-on experience in all stages of research, from developing a research question to submission of a completed project for publication, guided by international best practices in research and publication ethics.

Leveraging digital technology, the group addressed the challenges posed by members being in different locations and time zones. WhatsApp, Zoom, and email were essential for coordinating meetings and events, with all gatherings held virtually via Zoom. These Zoom meetings occurred every two to four weeks, depending on the demands of ongoing research projects or key milestones. Additional modes of correspondence included regular email exchanges, updates on the Diamante Research Group WhatsApp platform, and phone calls between members. Minutes of the Zoom meetings were shared on the WhatsApp platform. The group leaders maintained a dedicated WhatsApp platform for ongoing engagement. Additionally, the group created a secure folder on Google Drive to store documents related to group projects, accessible to all members.

For each research project, the group created task-sharing documents detailing all tasks involved in the various project stages. Members volunteered for tasks based on their interests and perceived competencies. Each task was led by a mini-team head, who was supervised by the main group leaders. For some tasks, the main group leaders provided direct supervision due to their technical nature. The group also used Gantt charts to create timelines and track the progress of each project. To ensure fairness and adhere to ethical publication standards regarding authorship, we tracked participation in group projects using an authorship tool guide.

The main goal in the formation of the Diamante Research Group, like similar peer-mentorship research groups, was to collaboratively work on research projects that would lead to tangible outcomes, such as publications, conference abstracts, and grant funding [ 5 , 14 , 16 ].

Skills acquisition and access to resources. The group conducted real-time virtual lecture series on systematic reviews, including guided practice sessions on tasks such as formulating review questions, conducting database searches, exporting search outputs, and screening articles using collaborative platforms like Rayyan®. Additionally, the group developed search strategies, conducted searches, and exported search results for the main systematic review project via Zoom. This approach provided members with hands-on experience, reinforcing the knowledge gained from the lecture series. The group leveraged the institutional access of its leaders to obtain access to databases and journal articles that would have otherwise required significant monetary commitment, especially for those still residing in Nigeria [ 17 ].

Skills application. Within the first 18 months, the group had published two research papers in high-impact, peer-reviewed global health journals and commenced a primary mixed-methods study. The inaugural project undertaken by the group was a systematic review on the drivers of migration of health workers from LMICs. The group collectively prioritized conducting this systematic review, which subsequently laid the foundation for the group's ongoing primary mixed-methods cohort study. Before starting the review, the group registered the protocol in an open-access online database of systematic review protocols. The review protocol and the subsequent research article were both published in British Medical Journals (BMJ Open and BMJ Global Health) [ 9 , 18 ]. The group successfully obtained waivers for the Article Processing Charges (APC) for both journal publications. High APCs are a significant barrier, often excluding researchers from LMICs, especially those without research fundings and perpetuating the under-representation of their voices in high-impact journals. [ 17 ]

Dissemination of research. The group members presented their research at the Inaugural University of Benin College of Medicine Scientific Conference, themed “Medical Education and Brain Drain: Implications for Health Workforce Development in Nigeria”, held in August 2023 at their alma mater.

Throughout these processes, the group leaders mentored their peers, leveraging their wealth of experience to guide them on how to navigate the process, fostering a shared learning approach. The transfer of knowledge on research skills from more experienced colleagues in the diaspora to those with less experience and access to research tools, and resources, that would have otherwise been unavailable, represent some of the ways the group transformed brain drain to brain gain.

At present, we have completed the data collection for our cohort study and are in the process of writing up the findings for submission for the third publication by the group. In addition, we are conducting training sessions on designing and implementing qualitative and mixed-methods studies in preparation for our next research project. The goal for the next year is to focus on training on grant-writing with practical applications in the form of applying for and hopefully, securing grant funding to carry out future research projects on a larger scale. Lastly, an additional eight colleagues from the 2008 graduating class have requested to join the research group following the success of the initial projects, bringing the number of group members from the initial 16 to a total of 24 members.

Challenges and reflections

We did encounter several challenges as a peer mentoring group (Table  2 ), similar to other peer mentorship programs reported in the literature [ 14 , 16 ]. Firstly, the significant differences in time zones due to the location of the members made it difficult to schedule meetings at a time that was convenient for all group members. In addition, other professional and personal responsibilities of the members such as on-call duties and caring for their young children also deterred attendance of or full participation during group meetings [ 16 ]. Unstable Wi-Fi signal, especially for our peers in Nigeria also interfered with the quality of the Zoom meetings, further highlighting critical infrastructure issues that hamper research in LMICs [ 14 ]. To address these challenges, we scheduled meetings on weekends at a consistent day and time that was convenient for most of the group. Meeting dates were set in advance, and multiple reminders were sent beforehand. The group leaders shared the agenda ahead of time, and one of them facilitated the meetings to ensure efficient use of time. After each meeting, the minutes and action items were shared on the WhatsApp group to keep absent members informed.

We also encountered challenges related to inconsistencies in the quality of work performed by different group members. These variations stemmed from factors such as insufficient skills to complete assignments, inadequate commitment to tasks, or a combination of both factors. Unlike in traditional mentor–mentee relationships, where power dynamics often drive performance, our peer-group structure lacked such pressures, resulting in less stringent adherence to expectations [ 16 ]. Upon identifying these issues early in the project, the group leaders decided it was crucial to establish clear, predefined criteria for what constituted acceptable completion of each task and to communicate these expectations upfront going forward using an authorship guide tool.

Points on the authorship guide tool were awarded only upon satisfactory completion of a task. It also became necessary to limit the number of volunteers for specific tasks and, in certain cases, select group members based on their demonstrated proficiency and commitment in previous tasks. The authorship guide tool was regularly updated and shared as each project progressed to ensure transparency and accountability. Members were encouraged to discuss any concerns about the points allocated to them with group leaders, and these issues were addressed individually. Ultimately, establishing clear expectations and maintaining a transparent, albeit imperfect, system for tracking member contributions has proven effective in promoting fairness and accountability within the group.

We have established a successful peer mentoring group which could be emulated by other cohorts of medical professionals across LMICs, and we provide several actionable recommendations in setting up similar programs for interested parties (see panel). However, we note that there remain significant structural barriers to research capacity building that can only be addressed at the meso- and macro-levels such as protected research time and funding for research projects. A systems-level approach led by institutions and government is required to develop and support research capacity building and foster global research collaboration to effectively turn brain drain into brain gain.

The peer mentorship group has proven beneficial to all participants involved, offering members the opportunity to collaborate on research topics of mutual interest. During the group audit following the successful completion of our initial project, participants expressed satisfaction with the group's achievements and noted an increase in their research knowledge and skills essential for academic success. Through teaching and mentoring their peers, group leaders enhanced their own research leadership abilities and gained valuable experience in guiding teams to project completion.

Moreover, personal connections have flourished among members, leading to planned future research collaborations beyond the primary group among those sharing similar interests. Peer mentorship plays a critical role in professional development and career advancement, potentially bridging gaps in access to expertise, funding, research tools, and opportunities between academic institutions in high-, middle-, and low-income countries. Ultimately, this approach aims to transform brain drain into brain gain.

Data availability

There is no data underlying this manuscript.

Abbreviations

Human resources for health.

• Low- and middle-income countries

High-income countries

Internal Medicine Research Group at Emory

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Acknowledgements

We would like to acknowledge all members of the Diamante Research Group for their immense contribution to the success of the research group. We also thank Dr. John Osakwe, Dr. Ifeoma Ujomu and Dr. Olayiwola Oyerinde who did the initial work of leading the Diamante Educational Series which laid the groundwork for the formation of the Diamante Research Group.

The Diamante Research Group has so far received no specific grant from any funding agency in the public, commercial or not-for-profit sectors.

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PTT, OW and IP currently lead the Diamante Research Group; PTT conceived the idea for this manuscript, with input from OW and PI; PTT wrote the initial draft of the manuscript; OW and PI critically reviewed the manuscript; PTT, OW and IP approved the final draft of the manuscript.

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Toyin-Thomas, P., Wariri, O. & Ikhurionan, P. Harnessing peer mentorship as a tool to turn human resource for health brain drain into brain gain: a case study of a Nigerian peer-mentored research group. Hum Resour Health 22 , 46 (2024). https://doi.org/10.1186/s12960-024-00932-x

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Received : 25 December 2023

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DOI : https://doi.org/10.1186/s12960-024-00932-x

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