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

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

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

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

Wal-Mart, Automation, and Compassion Training

Walmart’s Fastest Growing Line of Business is Delivering Experiences

The Motley Fool: Blending Talent Management and Engagement

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

Chipotle: How Internal Mobility Reduced Turnover by 64%

Internal promotion-how Chipotle reduced turnover by 64%

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

Using Hackathons for Branding and Retention

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

How to Radically Change Your Performance Management Practice [Podcast]

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

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

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

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

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

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

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

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

Talent Lessons from the Transportation Industry [Podcast]

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

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

Cox Enterprises: HR Analytics, Business Impact, and Strategy

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

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

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

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

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

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

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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Guide to Writing an Effective HR Case Study

Table of Contents

As a human resource (HR) professional, you may be asked to write a case study at some point in your career. A case study is a detailed account of a real-life HR situation that highlights challenges, solutions, and outcomes. It’s an effective tool for learning and development and showcasing your skills and expertise to potential employers or clients. This brings us to why an HR should learn how to write an HR case study. Writing a good HR case study requires knowledge, creativity, and attention to detail. In this article, we’ll explore the key elements of a successful HR case study. Let’s get started with tips on  how to write an HR case study .

What Is an HR Case Study?

An HR case study is a detailed analysis of a specific human resources problem or challenges that an organization has faced . It typically involves the identification of the problem and analysis of potential solutions. It also includes developing and implementing a course of action to address the issue.

Importance of an HR Case Study

The importance of HR case studies lies in their ability to provide valuable insights. This is regarding the best practices and innovative solutions for human resources issues. Here are some of the key reasons why HR case studies are essential:

Learning From Real-World Examples

HR case studies provide a practical and engaging way to learn about HR issues and solutions. By studying real-world examples of HR challenges and their resolutions, HR professionals can gain a better understanding. This will lead to how to approach similar problems in their organizations.

Developing Problem-Solving Skills

HR case studies allow HR professionals to develop and showcase their problem-solving skills, analytical abilities, and strategic thinking. By presenting a well-researched and well-written case study, HR professionals can demonstrate their expertise and leadership potential within the organization.

Identifying Best Practices

HR case studies can be used to identify best practices and innovative solutions for HR issues. By examining successful HR initiatives and programs, HR professionals can gain insights into what works and what doesn’t. They can use this knowledge to develop effective HR strategies.

Building Support for HR Initiatives

HR case studies can be used to showcase the value of HR initiatives to senior leadership and other stakeholders. By presenting data and examples of successful HR programs, HR professionals can help to build support and buy-in for HR initiatives. They can help to secure the resources and funding needed to implement them.

Driving Positive Change

HR case studies can help to drive positive change and growth within an organization. Organizations can improve employee satisfaction, productivity, and overall business performance by identifying and addressing HR issues.

Key Elements of a Successful Case Study

Start with a clear objective.

Before you start writing your case study, it’s essential to have a clear objective in mind. What do you want to achieve with this case study? Is it to showcase your problem-solving skills? Is it to demonstrate the effectiveness of a particular HR strategy? Or is it to share best practices with others in the field? Whatever your objective is, make sure it’s specific, measurable, and achievable. This will help you stay focused throughout the writing process and ensure your case study is relevant and informative.

Choose a Compelling HR Situation

The next step is to choose an HR situation that is compelling and relevant to your objective. This could be a real-life scenario you’ve encountered or a hypothetical situation demonstrating a particular HR challenge. When choosing a situation, consider the following:

• Is it relevant to your objective?
• Is it complex enough to showcase your problem-solving skills?
• Does it have a clear beginning, middle, and end?
• Does it involve various stakeholders, such as employees, managers, and external partners?

Once you’ve chosen your situation, gather all the relevant data, such as interviews, surveys, and performance metrics.

Set the Scene

The beginning of your case study should set the scene for the situation you’re presenting. This is where you introduce the main characters, provide background information, and explain the context of the situation. Tell a story that captures the reader’s attention to make your case study engaging. This could be a real-life anecdote or a hypothetical scenario that illustrates the problem you’re trying to solve. For example, if your case study is about a company struggling with high employee turnover, you could start by telling a story. It could be one of an employee who quits after only a few months on the job. This will help to humanize the situation and make it more relatable to the reader.

Define the Problem

Once you’ve set the scene, it’s time to define the problem you’re trying to solve. This should be a clear and concise statement that identifies the organization’s main issue or challenge. When defining the problem, focus on the root cause rather than the symptoms. For example, if the problem is high employee turnover, the root cause may be poor management practices or a lack of career development opportunities.

Analyze the Data

The next step is to analyze the data you’ve gathered and identify potential solutions to the problem. This is where your analytical skills come into play, as you’ll need to review the data and identify patterns, trends, and insights. When analyzing the data, consider all the relevant factors, such as employee demographics, job satisfaction, and performance metrics. You may also want to consider external factors, such as industry trends or economic conditions.

Develop a Solution

Based on your analysis, you should be able to develop a range of potential solutions to the problem. This is where your creativity and problem-solving skills come into play. You’ll need to create innovative and practical solutions that address the root cause of the problem. When developing a solution, consider the feasibility, cost, and potential impact on the organization. You should involve stakeholders, such as managers and employees, in the solution development process to ensure buy-in and support. It’s essential to consider a range of solutions and evaluate each one based on its potential effectiveness, cost, and feasibility. You can develop a cost-benefit analysis or a risk assessment to help you make an informed decision.

Implement the Solution

Once you’ve developed a solution, it’s time to implement it. This is where your project management skills come into play. You’ll need to create a detailed plan, assign responsibilities, and set a timeline for implementation. When implementing the solution, communicate the plan and its benefits to all stakeholders. You can also provide training and support to employees affected by the solution. Monitoring the implementation process closely and adjusting as needed is essential. You may encounter unexpected challenges or resistance from stakeholders, so it’s important to be flexible and adaptable.

Evaluate the Outcomes

Once the solution has been implemented, evaluating its effectiveness is essential. This is where you’ll measure the outcomes and compare them to the goals you set at the beginning of the case study. When evaluating the outcomes, consider both the quantitative and qualitative data. This could include employee satisfaction surveys, performance metrics, and stakeholder feedback. If the solution was successful, highlight the key factors that contributed to its success. If it wasn’t successful, consider what could be improved in future implementations.

Tell the Story

The final step is to tell the story of your HR case study in a compelling and engaging way. This could involve writing a report or developing a presentation that highlights the key elements of the case study. When telling the story, make sure to focus on the problem, the solution, and the outcomes. Use data and examples to illustrate your points, and consider including quotes or testimonials from stakeholders. To make your case study stand out, try to be creative and use a variety of formats, such as infographics, videos, or podcasts. You may also want to consider publishing your case study online or sharing it with other HR professionals through social media or professional networks.

Tips on How to Write an HR Case Study

Now that you know the key elements of a successful HR case study, here are some tips to help. You can write one that is both informative and engaging:

• Use a storytelling approach to make your case study more relatable and engaging.
• Focus on the problem, the solution, and the outcomes to provide a clear and concise narrative.
• Use data and examples to illustrate your points and support your arguments.
• Involve stakeholders in the solution development process to ensure buy-in and support.
• Be creative and use a variety of formats to make your case study stand out.
• Don’t be afraid to highlight your own skills and expertise in the case study. Make sure to focus on the outcomes rather than your own achievements.
• Use a brief and formal writing style, and make sure to proofread and edit your work carefully.

Learning how to write an HR case study requires a combination of knowledge, creativity, and attention to detail. By following the steps outlined in this article, you can develop a great case study that showcases your problem-solving skills . This will prove your analytical abilities, and your expertise in the field of human resources. Remember to focus on the problem, the solution, and the outcomes, and to use data and examples to support your arguments. And don’t be afraid to be creative and innovative in the way you tell your story. After all, a great HR case study is not just informative, but also engaging and memorable.

Abir Ghenaiet

Abir is a data analyst and researcher. Among her interests are artificial intelligence, machine learning, and natural language processing. As a humanitarian and educator, she actively supports women in tech and promotes diversity.

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12 Case Studies of Companies that Revised How They Compensate Employees

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Let Them Name Their Salary

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

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

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

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

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

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

Tailor Package for Youth Appeal

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

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

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

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

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

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

Equalize as You Acquire

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

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

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

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

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

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

Innovate for the New World

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

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

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

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

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

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

Stay Ahead of Expectations

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

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

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

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

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

Leverage Benefits for DE&I

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

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

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

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

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

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

Offer Skin in the Game

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

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

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

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

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

Pay Extra for Continuity

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

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

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

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

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

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

Give Them the Keys

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

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

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

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

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

Help Them Come, Go—and Stay

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

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

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

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

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

Give Sway to Local Management

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

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

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

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

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

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

Focus Benefits on Flexibility

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

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

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

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

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

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

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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.

Also Read:  Executive Development Program In Talent Management

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

The Nineties To Now

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

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

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

The Future Of HR Management

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

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

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

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

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How HR Professionals Using Analytics

Examples of how hr analytics are being used, 5 examples of hr professionals using analytics for better productivity.

Hired to deliver on human resources, HR professionals often find themselves juggling a number of tasks – minimise time to hire, find the best PO (Person-Organisation) and PJ (Person-Job) fits for their organisation, performance reviews, grievances, and more to handle everything from their onboarding to their departure – HR is an inevitable part of an employee’s entire journey in an organisation. Advanced analytics is now paving way for recruiters to hire smarter, manage better, and seek smart opportunities for themselves to speed up all processes. Here are 5 case studies that illustrate how HR  professionals use analytics to solve problems and serve as a cue for all HR professionals to start upskilling asap:

• Telecom Company Cuts Recruiting Time by Half and Hires 100 High-Impact Specialists Within Three Years – a major European telecom company sought to compete with global media and IT players by embracing the internet telephony revolution and building businesses in both mobile networks and digital television. McKinsey worked with the HR director to create a three-year program to turn the telecom company into a people leader. Read the complete case study here.
• Coca-Cola Enterprises (CCE) Case Study: The Thirst for HR Analytics Grows – The HR analytics journey within CocaCola Enterprises (CCE) really began in 2010. Given the complexity of the CCE operation, its global footprint and various business units, a team was needed which was able to provide a centralised HR reporting and big data analytics service to the business. This led to the formation of an HR analytics team serving 8 countries. Read this one-of-a-kind case study about CCE moving from descriptive reporting towards correlation analysis.
• Rapidly Simplifying An Organisation Turns Around Performance – A global logistics company, historically an industry leader, had seen its performance lag its competitors’. Its overhead costs were significantly higher than average—driven by a complex, oversized organisation with a large regional staff and cumbersome processes requiring multiple handovers. A 5-month restructuring effort from McKinsey reduced organisational complexity and achieved new efficiencies that help deliver $2 billion in incremental profit. Know how.
• Implemented an Enterprise-Wide Data Quality Management Program – ISG (Information Services Group) of the client organisation is responsible for driving information usability and use analytics to generate better insight and enable data-driven decision making. The client partnered with Mu Sigma to implement a comprehensive enterprise data quality management capability that enabled the business to reduce operational inefficiencies which led to the reduction in overall costs (detection costs, prevention costs, correction costs, rollback/ rework costs) by 5% percent. Read the complete case study here.
• Use Analytics to Drive Business Performance: A Case Study – The company had already exhausted most traditional strategic options and was looking for new opportunities to improve the customer experience using analytics . Operating a mix of franchised outlets, as well as corporate-owned restaurants, the company was suffering from annual employee turnover significantly above that of its peers. An interesting read about how this company used analytics and big data to solve its problems.

Sources: Mu-Sigma, McKinsey, CIPD .

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HRM Case Studies With Solutions

Published by admin on january 5, 2020.

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

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

Table of Contents

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

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

HRM Case Study 1

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

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

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

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

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

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

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

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

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

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

Questions for HRM Case Studies: Case Study 1

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

Solution for HRM Case Study 1

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

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

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

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

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

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

HRM Case Studies Part 2:

HRM Case Study 2

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

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

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

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

Solution for HRM Case Case Study 2

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

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

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

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

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

Related HR concept.

Slow down Production:

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

Employee Recognition:

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

Hawthrone Experiment:

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

Hygiene Factor:

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

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

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

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Hacking the Case Interview

Have an upcoming Human Resources case interview and don’t know how to prepare? Don’t worry because we have you covered!

In this article, we’ll cover:

• What is a Human Resources case interview?
• How to solve any Human Resources case interview
• Essential Human Resources case interview frameworks
• Human Resources case interview example

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

What is a Human Resources Case Interview?

A Human Resources case interview is a type of interview used in the hiring process for HR consulting-related roles, where candidates are presented with hypothetical or real-world HR scenarios and are asked to analyze, solve, and provide recommendations for the given situations.

The purpose of a HR case interview is to assess the candidate's problem-solving skills, analytical thinking, HR knowledge, and ability to apply HR principles in practical situations.

During a HR case interview, candidates are typically given a description of a specific HR challenge, issue, or scenario.

They are then expected to discuss their thought process, ask clarifying questions, identify the underlying problems, propose possible solutions, and explain the rationale behind their recommendations.

The interviewers are looking for candidates who can demonstrate their ability to think critically, understand the complexities of HR issues, and offer strategic and practical solutions.

The scenarios presented in HR case interviews can cover a wide range of topics within the HR field, including:

• Talent Acquisition and Recruitment : Candidates might be asked to devise a strategy for attracting and selecting the best candidates for a specific position or organization
• Employee Development and Training : The interview scenario could involve designing a training program to improve employee skills and performance
• Performance Management : Candidates might need to address issues related to employee performance evaluation, feedback, and improvement
• Compensation and Benefits : Scenarios may revolve around designing competitive compensation packages or benefits programs
• Diversity and Inclusion : Candidates could be asked to develop initiatives to promote diversity and inclusion within the workplace
• Employee Relations and Conflict Resolution : The case might involve managing interpersonal conflicts or addressing employee grievances
• Organizational Change and Restructuring : Candidates could be presented with scenarios related to managing organizational changes, such as mergers, acquisitions, or restructurings
• HR Strategy and Planning : The case could require candidates to develop long-term HR strategies aligned with the organization's goals

The key to performing well in a HR case interview is to demonstrate a structured approach to problem-solving, a solid understanding of HR principles and best practices, clear communication skills, and the ability to think strategically.

Candidates should break down the problem, consider multiple perspectives, and provide practical and actionable recommendations.

It's important to note that the format and structure of HR case interviews can vary between companies. Some companies might provide candidates with written case materials to review in advance, while others might present the case during the interview itself.

As with any interview, thorough preparation, practice, and research on the company's HR practices and industry trends are essential for success in a HR case interview.

How to Solve a Human Resources Case Interview

There are seven steps to solve a Human Resources case interview.

1. Understand the case

Understanding the case scenario is the foundation of effective problem-solving. Read or listen to the scenario carefully, absorbing the context, key stakeholders, and central issues. 

For example, if the case presents a situation involving declining employee morale and engagement, you'd want to grasp the factors contributing to this decline and the potential consequences for the organization.

2. Ask clarifying questions

Asking thoughtful clarifying questions demonstrates your ability to extract crucial details and gain a comprehensive understanding of the situation. 

For instance, if the case revolves around a sudden increase in turnover, you might inquire about specific departments or roles affected, reasons employees cite for leaving, and any recent organizational changes that could be relevant.

3. Develop a structured approach

Structuring your analysis provides a roadmap for addressing the case logically. A structured framework ensures you cover all necessary aspects and maintains a clear flow of your analysis.

The next section of this article covers essential frameworks you should be familiar with in detail.

4. Gather information 

After understanding the case and asking clarifying questions, use the information you've gathered to delve deeper into the issues. Collect data from the case materials and consider applying relevant HR concepts.

For instance, if the case involves a performance issue among a certain team, you'd want to assess the team dynamics, individual competencies, and possible external factors influencing performance.

5. Propose solutions

Based on your analysis, propose concrete and actionable solutions for each identified issue. These solutions should align with HR best practices and the organization's values. 

If the case highlights a challenge related to attracting top talent, your solutions could range from improving employer branding to enhancing the interview process to increase candidate quality.

6. Evaluate trade-offs

Weighing the pros and cons of each solution demonstrates your critical thinking. Discuss the potential benefits, drawbacks, and implications of implementing your proposed solutions. This showcases your ability to consider multiple perspectives. 

For example, when addressing an employee retention problem, you'd need to assess the costs of implementing retention programs versus the costs of continued turnover.

7. Develop a recommendation

Culminate your analysis by crafting a well-founded recommendation that considers the organization's goals, HR best practices, and the context of the case. Your recommendation should offer a clear path forward. 

If the case centers on improving diversity and inclusion, your recommendation might encompass strategies such as unconscious bias training, diverse recruitment initiatives, and mentoring programs.

In addition to Human Resources case interviews, we also have additional step-by-step guides to: market entry case interviews , growth strategy case interviews , M&A case interviews , pricing case interviews , operations case interviews , and marketing case interviews .

Essential Human Resources Case Interview Frameworks

There are a few Human Resources case interview frameworks you should be familiar with. These are helpful ways of organizing your thoughts and ideas into a structured and systematic approach.

However, we do not recommend using these frameworks word-for-word. You should demonstrate to the interviewer that you can think critically for yourself instead of relying on memorized frameworks.

You should instead be creating your own unique and tailored framework for each Human Resources case interview scenario.

Therefore, your framework may include parts and pieces of the frameworks below, but you should not just copy them.

The PPT Framework

The PPT framework stands for People, Processes, and Technologies, and it's a valuable approach for analyzing and solving Human Resources (HR) challenges in case interviews. This framework focuses on three key dimensions that are often interconnected in HR scenarios. Let's delve into each component:

In this dimension, you'll consider the human aspects of the HR challenge presented in the case. This involves assessing how employees, managers, and stakeholders are affected by the issue and how they contribute to potential solutions.

Some points to address include:

• Employee Engagement and Morale : Examine how the challenge impacts employee satisfaction and motivation
• Leadership and Management : Evaluate how managers' actions and behaviors contribute to or alleviate the challenge
• Communication and Collaboration : Analyze how effective communication and collaboration among employees can influence the situation
• Training and Development : Consider how training and development initiatives can address skill gaps related to the challenge
• Organizational Culture : Explore how the existing culture supports or hinders the resolution of the challenge

2. Processes

This dimension focuses on HR processes, policies, and practices that are relevant to the case. You'll assess how these existing processes might contribute to the challenge and propose adjustments or new processes to address it.

Some aspects to consider are:

• Recruitment and Onboarding : Evaluate how the recruitment process might be impacting the issue and suggest improvements
• Performance Management : Examine how performance evaluation and feedback processes relate to the challenge
• Employee Development : Analyze training, mentoring, and career advancement processes as they pertain to the issue
• Compensation and Benefits : Consider whether compensation structures contribute to or mitigate the challenge
• Conflict Resolution : Address how existing conflict resolution processes can be used to address any interpersonal challenges

3. Technologies

This dimension focuses on the technological tools and systems that can support HR processes and solutions. Modern technologies can greatly impact HR practices and provide innovative ways to solve challenges.

Consider the following:

• HR Information Systems (HRIS) : Explore how HRIS can streamline processes and provide data for decision-making
• Performance Tracking Tools : Assess how tools for monitoring employee performance can aid in addressing the challenge
• Learning Management Systems (LMS) : Examine how an LMS could be used for training and development initiatives
• Recruitment Platforms : Analyze how technology can optimize recruitment efforts and attract suitable candidates
• Employee Feedback Platforms : Consider tools that facilitate employee feedback and engagement measurement

The PESTEL Framework

The PESTEL framework is a strategic analysis tool that helps examine various external factors affecting a business or organization. It stands for Political, Economic, Social, Technological, Environmental, and Legal factors.

When applied to Human Resources (HR) case interviews, the PESTEL framework allows you to consider the broader context that impacts HR challenges and solutions.

Here's how you can use each dimension of the framework in the context of HR cases:

1. Political Factors

Political factors encompass the impact of government policies, regulations, and political stability on HR challenges. In the context of HR case interviews, consider how political factors influence:

• Labor Laws and Regulations: Analyze how labor laws and regulations affect HR practices, such as employment contracts, working hours, and employee rights.
• Immigration Policies: Examine how immigration policies impact talent acquisition and workforce diversity.
• Health and Safety Regulations: Consider how workplace safety regulations influence HR strategies for employee well-being.

2. Economic Factors

Economic factors relate to the broader economic environment, including inflation, economic growth, and market conditions. In HR case interviews, consider how economic factors affect:

• Labor Market Conditions : Evaluate how economic cycles impact talent availability, hiring, and compensation negotiations
• Compensation and Benefits : Examine how economic conditions influence decisions about employee compensation and benefits packages
• Budget Constraints : Analyze how economic fluctuations can affect HR budgets for training, development, and recruitment

3. Social Factors

Social factors encompass cultural trends, demographic shifts, and societal attitudes that impact HR challenges. In HR case interviews, think about how social factors influence:

• Diversity and Inclusion : Consider how societal attitudes towards diversity impact HR initiatives for inclusion and representation
• Work-Life Balance : Examine how changing societal expectations affect employee preferences for work-life balance and flexible arrangements
• Generational Differences : Analyze how different generations' values and expectations influence HR strategies for employee engagement and motivation

4. Technological Factors

Technological factors refer to advancements that impact HR practices and solutions. In HR case interviews, consider how technological factors influence:

• HR Information Systems (HRIS) : Examine how technology can enhance HR processes, such as data management, recruitment, and performance evaluation
• Remote Work Technology : Analyze how technology enables remote work and its implications for HR policies and practices
• Learning Platforms : Consider how technology supports employee learning and development through online training platforms

5. Environmental Factors

Environmental factors pertain to sustainability, ecological concerns, and corporate social responsibility. In HR case interviews, consider how environmental factors influence:

• Sustainability Initiatives : Examine how an organization's commitment to environmental sustainability impacts HR strategies, such as commuting policies and eco-friendly practices
• Employee Well-being : Analyze how a healthy and sustainable work environment contributes to employee well-being and job satisfaction

6. Legal Factors

Legal factors encompass laws and regulations that affect HR practices and employment relationships. In HR case interviews, consider how legal factors influence:

• Employment Contracts : Examine how legal requirements for employment contracts and agreements shape HR policies
• Discrimination and Harassment Laws : Analyze how legal regulations on discrimination and harassment impact HR initiatives for diversity and inclusion
• Data Privacy Regulations : Consider how data privacy laws influence the collection and management of employee data

Human Resources Case Interview Examples

Example #1 : A company's employee engagement has been declining. Develop an HR strategy to address this issue.

To solve this case, you would start by understanding the current engagement levels, analyzing potential causes, and identifying specific areas for improvement. Then, propose initiatives that focus on aspects like recognition programs, career development opportunities, and fostering a positive work culture. Consider how each initiative aligns with the organization's values and goals, and provide an implementation plan detailing roles, timelines, and metrics for success.

Example #2 : A retail company is experiencing high turnover rates among its sales team. How would you address this issue?

Begin by assessing the reasons behind the turnover, considering factors such as compensation, work environment, and career growth. Propose solutions such as conducting exit interviews to gather feedback, adjusting compensation packages, implementing mentorship programs, and providing clear paths for career advancement. Highlight the importance of retaining talented employees and outline the steps needed to execute your recommendations.

Example #3 : A tech company wants to enhance diversity and inclusion in its workforce. Develop strategies to achieve this goal.

Start by understanding the company's current demographics and analyzing potential barriers to diversity. Propose initiatives such as unconscious bias training for hiring managers, targeted recruitment efforts to attract underrepresented groups, and affinity groups to foster a sense of belonging. Emphasize the value of diversity in driving innovation and ensuring a representative workforce, and provide methods to measure the impact of your strategies.

Example #4 : An organization's performance management process is outdated. How would you redesign it?

Begin by evaluating the existing performance management process and identifying its weaknesses. Propose solutions such as implementing continuous feedback mechanisms, setting clear performance goals aligned with company objectives, and utilizing technology for real-time performance tracking. Emphasize the importance of employee development and aligning individual goals with overall organizational success.

Example #5 : A multinational company wants to create a leadership development program. How would you design and implement it?

Start by identifying the leadership skills and competencies required for the company's future success. Develop a comprehensive program that includes leadership training workshops, mentorship opportunities, and experiential learning projects. Consider how to measure the program's effectiveness and tailor the content to different leadership levels within the organization.

Example #6 : A company wants to establish a remote work policy post-pandemic. How would you design and implement this policy?

Begin by analyzing the organization's needs, considering roles suitable for remote work, and potential challenges. Develop a policy that outlines expectations, communication protocols, performance measurement methods, and technology requirements. Address concerns about productivity and collaboration and provide guidelines for maintaining work-life balance while working remotely.

Example #7 : Two companies are merging, leading to cultural clashes and resistance among employees. How would you manage this change?

Begin by understanding the unique cultures of both companies and identifying areas of alignment and divergence. Develop a change management plan that includes clear communication, involving key stakeholders in decision-making, and addressing concerns through town hall meetings and Q&A sessions. Emphasize the benefits of the merger and outline how employees' roles and responsibilities will be impacted positively.

For more practice, check out our article on 23 MBA consulting casebooks with 700+ free practice cases .

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8.5 Cases and Problems

Chapter summary.

• Employee training and development is a necessity in today’s work environment. Training and development can lead to lower turnover and increased motivation.
• There are four basic steps to employee training: employee orientation, in-house training, mentoring, and external training.
• Different types of training can be delivered, each falling into the steps of employee training. These include technical or technology training, quality training, skills training, soft skills training, professional training, team training, managerial training, and safety training.
• Within the types of training, we need to determine which method is best for the actual delivery of training. Options include on-the-job training, mentor training, brown bag lunches, web-based training, job shadowing, job swapping, and vestibule training.
• Development of a training development framework is the first step in solidifying the training.
• Considerations and steps to developing the training framework include determining the training needs, delivery modes, budget, delivery style, audience, content, time lines, communication of the training, and measurement of the training.
• Career development programs can be an essential piece to the training puzzle. A comprehensive program or plan, either developed by employees or administered by HR, can help with motivation and fill the gap when people in the organization leave or retire. It can also be used as a motivational tool.

Chapter Case

New on the Job

JoAnn Michaels just started her job as human resources manager at In the Dog House, a retail chain specializing in dog apparel and accessories. She is a good friend of yours you met in college.

The organization has 35 stores with 250 employees in Washington, Idaho, and Oregon. As the chain has grown, the training programs have been conducted somewhat piecemeal. Upon visiting some of the stores in a three-week tour, JoAnn has realized that all the stores seem to have different ways of training their in-store employees.

When she digs further, she realizes even the corporate offices, which employ seventy-five people, have no formal training program. In the past, they have done informal and optional brown bag lunch training to keep employees up to date. As a result, JoAnn develops a survey using SurveyMonkey and sends it to all seventy-five corporate employees. She created a rating system, with 1 meaning strongly disagree and 5 meaning strongly agree. Employees were not required to answer all questions, hence the variation in the number of responses column. After this task, JoAnn creates a slightly different survey and sends it to all store managers, asking them to encourage their retail employees to take the survey. The results are shown here.

Based on the information JoAnn received from her survey, she decided some changes need to be made. JoAnn asks you to meet for coffee and take a look at the results. After you review them, JoAnn asks you the following questions. How would you respond to each?

• “Obviously, I need to start working on some training programs. Which topics do you think I should start with?”
• “How do I go about developing a training program that will be really useful and make people excited? What are the steps I need to take?”
• “How should I communicate the training program to the corporate and retail employees? Should the new training I develop be communicated in the same way?”
• “Do you think that we should look at changing pay and benefits? Why or why not?”
• “Can you please help me draft a training program framework for what we have discussed? Do you think I should design one for both the corporate offices and one for the retail stores?” (Hint: Look at Figure 8.8 for guidelines.)

Team Activity

• In teams of three to four, outline a two-hour training program for managers to better understand motivation for their employees. Motivation is discussed in Chapter 7 “Retention and Motivation” . Use the training development model discussed in this chapter. Your training should address learning objectives, delivery modes, budget, delivery style, time line, communication, and measurement. Prepare a five-minute presentation to present in class.
• Using the same plan above, plan and deliver the content to the rest of the class.

Human Resource Management Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Case Studies: An Example of HR Policies in Action

• Employee Handbooks
• September 26, 2023

Case studies provide a valuable and practical understanding of how certain concepts, in this case, HR policies , are implemented in real-life situations. They offer insights into the importance and benefits of these policies in organizations. HR policies play a crucial role in creating a framework for managing employees and ensuring consistency in decision-making. They cover various aspects such as recruitment , employee development , performance management , and employee welfare . In this article, we will explore a case study that exemplifies how HR policies are put into action.

The case study focuses on a specific company, providing background information about the organization and the HR policies implemented. It delves into the results and impact of these policies on the company’s overall operations, employee satisfaction, and productivity. An analysis of the case study examines the strengths and successes of the HR policies, as well as the challenges faced and lessons learned during their implementation.

For organizations looking to implement or enhance their HR policies, implementation tips will be provided to guide them in developing effective policies that align with their goals and values. By studying real-life examples and analyzing their outcomes, organizations can gain valuable insights and make informed decisions when developing and implementing their own HR policies.

Importance and Benefits of Case Studies

Case studies play a crucial role in showcasing the importance and benefits of understanding HR policies in action. Here are some key reasons why case studies are valuable:

• Real-World Application: Case studies provide real-world examples of how HR policies are implemented and their impact on organizations and employees. They bridge the gap between theory and practice, allowing HR professionals to see how policies work in different scenarios.
• Learning Opportunities: Case studies offer valuable learning opportunities by presenting complex HR challenges and demonstrating how they were addressed. They provide insights into the decision-making process and the rationale behind HR policy choices.
• Problem-Solving Skills: Analyzing case studies helps HR professionals develop critical thinking and problem-solving skills. They learn to identify issues, consider multiple perspectives, and craft effective solutions based on the principles of HR policies.
• Enhanced Understanding: Through case studies, HR professionals gain a deeper understanding of the intricacies and nuances of HR policies. They can observe how policies are adapted and tailored to specific organizational contexts, industries, or legal frameworks.
• Evidence-Based Decision Making: Case studies provide evidence to support HR professionals’ decision-making process. By examining the outcomes and impacts of HR policies in real situations, they can make informed choices that align with organizational goals.
• Best Practice Identification: Case studies highlight best practices in HR policy implementation and management. By studying successful examples, HR professionals can identify effective strategies, innovative approaches, and lessons learned to apply in their own organizations.
• Professional Development: Case studies contribute to the professional development of HR practitioners. They offer opportunities for reflection, discussion, and the exchange of experiences with peers, fostering continuous learning and growth.
• Continuous Improvement: Analyzing case studies helps organizations and HR departments identify areas for improvement in their policies and practices. By examining the successes and failures of others, they can refine their own HR policies and enhance overall effectiveness.
• Legal and Ethical Considerations: Case studies often address legal and ethical dilemmas in HR. They provide insights into how organizations navigate complex issues, ensuring compliance with laws and regulations while upholding ethical standards.
• Engagement and Empathy: Case studies can evoke empathy by presenting real-life HR challenges faced by employees and organizations. They offer HR professionals an opportunity to understand the human side of HR policies and how they impact individuals and teams.

By utilizing case studies, HR professionals can gain a comprehensive understanding of HR policies and their practical implications, ultimately improving their ability to develop and implement effective HR strategies within their organizations.

Overview of HR Policies

Do you ever find yourself wondering, what are HR policies ? HR policies are a set of guidelines and procedures implemented by organizations to govern the behavior, actions, and decisions related to human resources management. Here is an overview of HR policies:

1. Recruitment and Selection: These policies outline the procedures for hiring and selecting employees, including job posting, application screening, interviewing, and background checks.

2. Employee Onboarding: Onboarding policies ensure that new employees receive a smooth transition into the organization, including orientation, training, and introductions to company culture and policies.

3. Compensation and Benefits: These policies define how employees are rewarded for their work, including salary structures, bonuses, incentives, and benefits such as health insurance, retirement plans, and paid time off.

4. Performance Management: Performance management policies establish how employee performance is assessed, including goal setting, performance reviews, feedback mechanisms, and performance improvement plans.

5. Employee Development: These policies focus on opportunities for employee growth and development through training programs, mentorship, coaching, and career advancement initiatives.

6. Employee Relations: Employee relations policies address workplace conduct, disciplinary actions, grievance procedures, conflict resolution, and maintaining a positive work environment.

7. Work-Life Balance: These policies promote a healthy work-life balance for employees, including flexible work schedules, telecommuting options, parental leave, and wellness programs.

8. Diversity and Inclusion: Policies related to diversity and inclusion ensure equal employment opportunities, prevent discrimination and harassment, and foster an inclusive and diverse work environment.

9. Health and Safety: These policies focus on creating a safe and healthy work environment, including workplace safety procedures, emergency response plans, and employee well-being initiatives.

10. Ethics and Confidentiality: Policies on ethics and confidentiality outline the expected ethical behavior of employees, confidentiality of company and employee information, and compliance with legal and regulatory requirements.

By implementing and effectively communicating these HR policies, organizations can establish consistent standards, promote fairness, compliance, and employee well-being, and create a positive work culture.

What are HR Policies?

HR policies, also known as Human Resources policies , are a set of guidelines and procedures that regulate the behavior, actions, and practices of employees within an organization. These policies are carefully developed and implemented by the Human Resources department to ensure consistency, fairness, and compliance in the workplace. HR policies encompass various aspects of employment, including recruitment , compensation , employee benefits , performance management , disciplinary actions , and leave policies .

The primary purpose of HR policies is to establish clear expectations, standards, and practices for employees to adhere to. These policies play a crucial role in maintaining a positive work environment, promoting the well-being of employees, and ensuring compliance with legal requirements. They also act as a valuable resource for employees, providing them with information about their rights, responsibilities, and entitlements within the organization.

Having well-defined HR policies is of utmost importance for organizations as they provide a framework for decision-making, foster transparency, and help prevent conflicts or misunderstandings. Additionally, they contribute to the overall organizational culture and align employees with the values and objectives of the company.

By implementing effective HR policies, organizations can cultivate a productive and harmonious work environment, enhance employee engagement and satisfaction, mitigate risks, and establish a solid foundation for effective people management practices.

Over time, HR policies have evolved to address the changing needs and dynamics of the workplace. Organizations now recognize the significance of having robust policies in place to ensure compliance with employment laws, promote diversity and inclusion, and adapt to new challenges such as the COVID-19 pandemic . Amidst uncertain times, HR policies play a vital role in providing guidance on remote work , health and safety protocols, and employee well-being initiatives. With the strategic use of data and analytics, HR policies are now more evidence-based and informed by solid research and insights. As organizations continue to adapt and grow, HR policies will remain a critical component in effectively managing human capital and creating an inclusive and supportive work environment.

Why are HR Policies Important?

HR policies play a critical role in any organization as they provide essential guidelines and standards for managing the human resources within the company. These policies serve as a framework for HR professionals to make well-informed decisions and ensure consistency and fairness in dealing with employees, which actually is one of the most important functions of HR .

One key reason why HR policies are important is that they help establish clear expectations and boundaries for both employees and management. By outlining the rights and responsibilities of employees, as well as the potential disciplinary actions for policy violations, these policies create a structured work environment that promotes positivity and reduces misunderstandings and conflicts.

Moreover, HR policies contribute to the protection of both employees and the organization. They ensure compliance with legal requirements, including anti-discrimination and health and safety regulations. By safeguarding the rights of employees, these policies also protect the company from potential lawsuits and legal liabilities.

In addition to the significant role they play in protecting rights and promoting a positive work environment, HR policies are crucial for the overall effectiveness and efficiency of the organization. They offer guidance on various HR processes such as recruitment, onboarding , performance management, and employee development . By streamlining operations and aligning the workforce with the company’s goals, these policies contribute to the organization’s success.

Consequently, it is clear that HR policies are essential in establishing clear expectations, protecting the rights of both employees and the organization, ensuring legal compliance, and promoting consistency in decision-making. By implementing effective HR policies, organizations can create a work environment that fosters fairness, professionalism, and mitigates potential risks.

To fully maximize the benefits of HR policies, organizations should regularly review and update them to align with changing legal requirements and industry best practices. Effective communication of the policies to all employees, along with comprehensive training on their implementation and implications, is also crucial. By taking these steps, organizations can build a strong foundation for effective people management and contribute to the long-term success of the company.

Case Study: HR Policies in Action

In this captivating case study, we will witness the real-life application of an HR policies and procedures manual and its tangible impact. Brace yourself for a thought-provoking journey as we explore the background of the company, delve into the HR policies implemented, and uncover the remarkable results that these policies have yielded. Get ready to be inspired by the power and effectiveness of well-crafted HR strategies in shaping the success of organizations.

Background of the Company

The background of the company is a crucial aspect to consider when analyzing HR policies in action. Understanding the context in which the policies were implemented provides important insights into their effectiveness and impact .

In the case study, the background of the company holds significant importance , allowing us to grasp the specific challenges and goals they faced. For instance, if the company operates in a highly competitive industry with a high turnover rate , HR policies aimed at employee retention may be particularly relevant to ensure a stable workforce.

The size and structure of the company can also greatly influence the design and implementation of HR policies. A large multinational corporation with diverse workforce demographics may require more comprehensive and adaptable policies compared to a small start-up to cater to the varied needs of its employees.

The company’s values , culture , and overall strategy play a significant role in shaping HR policies. It is crucial for policies to align with the company’s mission and values as this increases the likelihood of them being successful and well-received by employees.

By considering the background of the company, HR professionals can tailor policies to address specific challenges , leverage existing resources, and align them with the company’s overall objectives. This holistic approach increases the likelihood of successful policy implementation and positive outcomes for both the company and its employees.

Pro-tip: Conducting a thorough analysis of the company’s background and needs before implementing HR policies ensures that the policies are well-suited to address the unique challenges and goals of the organization.

HR Policies Implemented

When it comes to HR policies, it’s important to have implemented and effective HR policies in place. Here are some key aspects to consider:

• Clear and comprehensive policies: HR policies should be clearly written, easily understood, and cover all necessary areas such as recruitment, compensation, benefits, performance management, and employee conduct.
• Alignment with organizational goals: HR policies should be designed to support the overall objectives and strategies of the organization. They should contribute to creating a positive work environment and align with the company’s values and culture.
• Consistency and fairness: HR policies should be consistently applied to all employees to ensure fairness and avoid potential discrimination or favoritism. They should provide clear guidelines for decision-making and address any concerns related to equity.
• Compliance with legal requirements: HR policies must comply with relevant laws and regulations to minimize legal risks and ensure the organization operates within the boundaries of the law. It is essential to stay up-to-date with any changes in legislation.
• Regular review and updates: HR policies should be regularly reviewed and updated to adapt to changing business needs and comply with changes in labor laws or industry standards. This helps to ensure their continued relevance and effectiveness.

Implementing strong HR policies can lead to various benefits, such as increased employee satisfaction, improved productivity, and decreased turnover rates. It creates a fair and consistent work environment that fosters positive employee experiences and contributes to the overall success of the organization.

Fun Fact: According to the SHRM Foundation, 57% of organizations reported an increase in employee engagement after implementing well-designed HR policies.

Results and Impact of HR Policies

The outcome and influence of HR policies can have a significant impact on a company, resulting in enhanced employee engagement, reduced turnover, and increased productivity. Here are some key observations that can be made when HR policies are effectively implemented:

Pro-tip: To ensure the best results and impact of HR policies, organizations should regularly review and update their policies to align with changing needs and industry trends. Seeking employee feedback and involving them in the policy-making process can contribute to the effectiveness and success of these policies.

Analysis of the Case Study

In the analysis of this fascinating case study, we uncover the strengths and successes of the HR policies implemented, as well as the challenges faced and the valuable lessons learned. Prepare to be inspired by the remarkable achievements brought about by effective HR practices , and gain insights into the strategies employed to overcome obstacles and drive positive change. Join us as we delve into this intriguing examination of real-world HR policies in action.

Strengths and Successes of the HR Policies

The strengths of the HR policies lie in their ability to address employee engagement, reduce turnover rates, promote evidence-based decision making, mitigate the challenges of the global coronavirus pandemic, and receive positive feedback from employees. The successes of these policies are evident in the increase in employee satisfaction, decrease in turnover rates, improvement in overall company efficiency, support provided during the pandemic, and positive feedback from employees. These strengths and successes highlight the effectiveness and positive impact of the HR policies implemented by the company.

Challenges Faced and Lessons Learned

Implementing HR policies can be both a rewarding and challenging endeavor for organizations. It is important to acknowledge the challenges faced and the lessons learned to ensure the effectiveness of these policies. Some of the common challenges faced and the valuable lessons learned include:

1. Resistance to Change: One of the major challenges in implementing HR policies is overcoming resistance from employees who may be resistant to change. It is crucial to effectively communicate the benefits and rationale behind the policies to gain employee buy-in and alleviate their concerns. Valuable lessons have been learned, highlighting the importance of effective communication, providing comprehensive training and support, and involving employees in the policy development process.

2. Compliance and Legal Issues: Organizations must navigate through various legal and compliance requirements when implementing HR policies. Keeping up-to-date with the latest laws and regulations is crucial to mitigate risks. Valuable lessons have been learned, emphasizing the need for ongoing monitoring and policy review to ensure compliance, seeking legal advice when necessary, and fostering a culture of ethics and compliance.

3. Cultural and Diversity Considerations: Different cultural backgrounds and diversity within the workforce can present challenges when implementing HR policies. It is vital to be mindful of cultural differences and adapt policies to meet the needs of diverse employees. Valuable lessons have been learned, focusing on the promotion of diversity and inclusion, conducting cultural sensitivity training, and addressing biases or stereotypes.

4. Employee Engagement and Communication: Engaging and communicating with employees effectively are fundamental for the success of HR policies. Challenges may arise when employees do not understand or are unaware of the policies. Valuable lessons have been learned, underscoring the importance of continuous communication, providing regular updates and feedback channels, and fostering a culture of transparency and trust.

5. Evaluation and Continuous Improvement: Evaluating the effectiveness of HR policies is crucial to identify areas for improvement. Challenges may arise when there is a lack of data or metrics to assess the impact of the policies. Valuable lessons have been learned, highlighting the importance of data collection and analysis, conducting regular assessments and surveys, and utilizing feedback to make necessary adjustments.

By addressing these challenges and incorporating the lessons learned from past experiences, organizations can enhance the implementation and effectiveness of their HR policies, ultimately leading to a more engaged and productive workforce.

Implementation Tips for HR Policies

To effectively implement HR policies within an organization, consider the following tips:

• Clear Communication: Communicate the HR policies to all employees clearly and consistently. Ensure that employees understand the policies, their purpose, and any implications.
• Employee Involvement: Involve employees in the policy development process whenever possible. Seek their input, feedback, and suggestions to ensure that policies are fair, practical, and aligned with employee needs.
• Document Policies: Create well-documented policies that are easily accessible to employees. Use clear language, provide examples or case studies, and highlight any consequences or disciplinary actions for non-compliance.
• Training and Education: Provide comprehensive training to both managers and employees on HR policies. This ensures that everyone understands the policies, knows how to comply with them, and can address any related issues or questions.
• Consistent Enforcement: Apply HR policies consistently and fairly across the organization. Treat all employees equally, regardless of their position or tenure, to build trust and maintain a positive work environment.
• Regular Review and Updates: Review HR policies periodically to ensure they remain relevant and aligned with changing legal requirements, industry standards, and organizational needs. Update policies as necessary, and communicate any changes to employees.
• Address Employee Concerns: Establish channels for employees to raise concerns or seek clarification regarding HR policies. Encourage open dialogue, provide clear guidance, and address any issues promptly and appropriately.
• Monitor and Measure: Continuously monitor the implementation and effectiveness of HR policies. Collect feedback, track key metrics, and assess the impact of policies on employee engagement, satisfaction, and overall organizational performance.
• Regular Communication and Reinforcement: Reinforce HR policies through regular communication channels such as team meetings, newsletters, or internal communications. Remind employees of the importance of compliance and the benefits of the policies.
• Leadership Support: Gain leadership support and commitment to HR policies. Leaders should set an example by adhering to the policies themselves and reinforcing their importance to the organization.

By following these implementation tips, organizations can effectively establish and maintain HR policies that promote a positive work environment, ensure legal compliance, and support the overall goals and values of the organization.

Frequently Asked Questions

How can evidence-based hr help companies in making informed decisions.

Evidence-based HR involves using data and solid evidence to make decisions in HR. It helps companies make informed decisions by identifying solutions and approaches that have a strong empirical basis, rather than relying on anecdotal information or opinions.

What are the key steps in making evidence-based HR decisions?

The key steps in making evidence-based HR decisions include asking the right questions, acquiring data from credible sources, appraising and critically evaluating the gathered evidence, aggregating and synthesizing the data, applying the evidence to HR decision-making, and assessing the outcomes to continuously improve the process.

Can you provide an example of evidence-based HR in action?

One example is Credit Suisse’s use of employee churn analytics to predict and understand why employees might quit. By reducing turnover risk factors and retaining high-performing employees based on the insights gained, Credit Suisse achieved approximately $70 million in annual savings.

How can companies reduce employee turnover and increase store income?

Best Buy conducted employee engagement surveys quarterly instead of annually and found that a 0.1% increase in engagement resulted in over $100,000 in annual operating income per store. This motivated them to prioritize employee engagement and implement measures to enhance it, leading to improved financial performance.

How did Experian address high turnover rates?

Experian built a predictive model considering various attributes such as team size, supervisor performance, and commute length to identify flight risk factors and triggers. Implementing this model and combining it with effective management practices resulted in a 2-3% reduction in attrition and an estimated savings of $8-10 million.

How did IBM leverage machine learning to analyze turnover in critical roles?

Tehsin Bhayani

AirMason was born when Tehsin was trying to create a digital culture book, but couldn’t find any solutions in the market that had all the features he needed. In 2016, AirMason officially launched. In five years, AirMason has created thousands of handbooks for more than 1,000 clients around the world.

A Deep Dive into HR Policies and Procedures

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The Francis Crick Institute, one of Europe's biggest labs and home to more than 1,500 scientists working to understand health, disease and how life works, is looking for a People Partner to join our state-of-the-art institute situated in the heart of Kings Cross, offering a collaborative culture and, most importantly, an independent charity with a clear purpose, that needs you.

The primary focus of the role is to enable and support managers in managing their staff. Acting as a key partner they will champion the Crick’s Discovery without Boundaries strategy and will assist with the design and development of focused people solutions. You will need to have experience as an HR/People Partner and embody our values: Bold, Open, Collegial

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• Build strong collaborative relationships with senior scientists and operational leads
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• Providing advice on high risk/complex employee relations matters
• Effectively leading, developing, motivating and performance managing the People Advisor
• Working with OD on specific departmental strategic and cultural change programmes and organisation design initiatives
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The Case for College in the Era of Online Learning

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In-person education provides valuable experiences, opportunities, and skills that can’t be replicated online.

Does pursuing a college education still make sense in the age of online learning and AI — when we have access to information for free via the internet? The problem with this question is that it frames college as an information gatekeeper, misunderstanding much of its value. For many, higher education institutions offer more than that: a transformative journey where students can network and develop transferable soft skills that require teamwork and repetition. You can maximize your college experience by leaning into these opportunities while simultaneously staying up to date with the latest technological trends. By being agile, networking vigorously, cultivating problem-solving skills, and seeking learning opportunities in the real world while in school, you can prepare yourself for a successful career.

Today, we have access to more information than ever before. YouTube and TikTok can provide us with in-depth learning opportunities for free — from professional development tips to AI tutorials . In more recent years, large language models like ChatGPT and Gemini have shown they can answer almost any question that comes to mind with an increasing level of accuracy .

• RW Robert Walker is the director of high school admissions at University of Advancing Technology. Walker has over 12 years of in-depth experience in recruitment and technology, has a genuine passion helping others achieve their educations dream,s and holds advanced degrees in technology leadership and cyber security.  

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• Multiple metal exposures associate with higher amyotrophic lateral sclerosis risk and mortality independent of genetic risk and correlate to self-reported exposures: a case-control study
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• http://orcid.org/0009-0009-7966-1322 Dae-Gyu Jang 1 , 2 ,
• John F Dou 3 ,
• http://orcid.org/0000-0001-6952-3326 Emily J Koubek 1 , 2 ,
• Samuel Teener 1 , 2 ,
• Lili Zhou 4 ,
• Kelly M Bakulski 3 ,
• Bhramar Mukherjee 5 ,
• http://orcid.org/0000-0001-9894-5325 Stuart A Batterman 6 ,
• http://orcid.org/0000-0002-9162-2694 Eva L Feldman 1 , 2 ,
• http://orcid.org/0000-0001-8780-6637 Stephen A Goutman 1 , 2
• 1 Department of Neurology , University of Michigan , Ann Arbor , Michigan , USA
• 2 NeuroNetwork for Emerging Therapies , University of Michigan , Ann Arbor , Michigan , USA
• 3 Department of Epidemiology , University of Michigan , Ann Arbor , Michigan , USA
• 4 Department of Biostatistics , Corewell Health , Royal Oak , Michigan , USA
• 5 Department of Biostatistics , University of Michigan , Ann Arbor , Michigan , USA
• 6 Department of Environmental Health Sciences , University of Michigan , Ann Arbor , Michigan , USA
• Correspondence to Dr Stephen A Goutman; sgoutman{at}med.umich.edu

Background The pathogenesis of amyotrophic lateral sclerosis (ALS) involves both genetic and environmental factors. This study investigates associations between metal measures in plasma and urine, ALS risk and survival and exposure sources.

Methods Participants with and without ALS from Michigan provided plasma and urine samples for metal measurement via inductively coupled plasma mass spectrometry. ORs and HRs for each metal were computed using risk and survival models. Environmental risk scores (ERS) were created to evaluate the association between exposure mixtures and ALS risk and survival and exposure source. ALS (ALS-PGS) and metal (metal-PGS) polygenic risk scores were constructed from an independent genome-wide association study and relevant literature-selected single-nucleotide polymorphisms.

Results Plasma and urine samples from 454 ALS and 294 control participants were analysed. Elevated levels of individual metals, including copper, selenium and zinc, significantly associated with ALS risk and survival. ERS representing metal mixtures strongly associated with ALS risk (plasma, OR=2.95, CI=2.38–3.62, p<0.001; urine, OR=3.10, CI=2.43–3.97, p<0.001) and poorer ALS survival (plasma, HR=1.37, CI=1.20–1.58, p<0.001; urine, HR=1.44, CI=1.23–1.67, p<0.001). Addition of the ALS-PGS or metal-PGS did not alter the significance of metals with ALS risk and survival. Occupations with high potential of metal exposure associated with elevated ERS. Additionally, occupational and non-occupational metal exposures were associated with measured plasma and urine metals.

Conclusion Metals in plasma and urine associated with increased ALS risk and reduced survival, independent of genetic risk, and correlated with occupational and non-occupational metal exposures. These data underscore the significance of metal exposure in ALS risk and progression.

• EPIDEMIOLOGY

Data availability statement

Data are available upon reasonable request.

https://doi.org/10.1136/jnnp-2024-333978

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Contributors D-GJ, JFD, LZ, KMB, BM, SB, ELF and SAG conceived and designed the study. ST and SAG contributed to the acquisition of the data. D-GJ, JD and KMB performed the statistical analyses. D-GJ, EK and SAG interpreted the data, drafted the text and prepared the figures. All authors critically reviewed and approved the final version of the manuscript. SAG is the guarantor of the study.

Funding Funding was provided by the National Institute of Neurological Disorders and Stroke (NINDS) (R01NS127188); National Institute of Environmental Health Sciences (NIEHS) (K23ES027221, R01ES030049); Centers for Disease Control and Prevention (R01TS000344); ALS Association (20-IIA-532, 20-PP-661); NeuroNetwork for Emerging Therapies; Peter R. Clark Fund for ALS Research; Robert and Katherine Jacobs Environmental Health Initiative; Richard Stravitz Foundation; Coleman Therapeutic Discovery Fund; Scott L. Pranger ALS Clinic Fund; the Dr. Randall W. Whitcomb Fund for ALS Genetics; University of Michigan. Metals analysis was carried out at the Dartmouth Trace Element Core Facility, which is supported by Dartmouth Cancer Center with NCI Cancer Center Support Grant 5P30 CA023108.

Competing interests ELF: Listed as inventors on a patent, Issue number US10660895, held by University of Michigan titled 'Methods for Treating Amyotrophic Lateral Sclerosis' that targets immune pathways for use in ALS therapeutics. SAG: Listed as inventors on a patent, Issue number US10660895, held by University of Michigan titled 'Methods for Treating Amyotrophic Lateral Sclerosis' that targets immune pathways for use in ALS therapeutics. Scientific consulting for Evidera.

Provenance and peer review Not commissioned; externally peer reviewed.

Supplemental material This content has been supplied by the author(s). It has not been vetted by BMJ Publishing Group Limited (BMJ) and may not have been peer-reviewed. Any opinions or recommendations discussed are solely those of the author(s) and are not endorsed by BMJ. BMJ disclaims all liability and responsibility arising from any reliance placed on the content. Where the content includes any translated material, BMJ does not warrant the accuracy and reliability of the translations (including but not limited to local regulations, clinical guidelines, terminology, drug names and drug dosages), and is not responsible for any error and/or omissions arising from translation and adaptation or otherwise.

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Research on aerodynamic characteristics of three offshore wind turbines based on large eddy simulation and actuator line model.

1. Introduction

2. numerical method, 3. verification and validation, 3.1. single turbine parameter settings, 3.2. results of the mesh independence test, 3.3. comparison and validation with existing literature results, 4. three-turbine array configuration, 4.1. three-turbine configuration and computational domain grid division under full wake cases, 4.2. cases of three turbines under staggered arrangement, 5. comparative analysis of three-turbine simulation results, 5.1. three turbines under full wake conditions, 5.1.1. comparison of aerodynamic performance results, 5.1.2. comparison of wake characteristics results, 5.1.3. unsteady aerodynamic characteristics of three turbines under full wake conditions, 5.2. three turbines under staggered cases, 5.2.1. comparison of aerodynamic performance results, 5.2.2. comparison of wake characteristics results, 5.2.3. unsteady aerodynamic characteristics of three turbines under staggered conditions, 6. conclusions, author contributions, institutional review board statement, informed consent statement, data availability statement, conflicts of interest, abbreviations.

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Fu, C.; Zhang, Z.; Yu, M.; Zhou, D.; Zhu, H.; Duan, L.; Tu, J.; Han, Z. Research on Aerodynamic Characteristics of Three Offshore Wind Turbines Based on Large Eddy Simulation and Actuator Line Model. J. Mar. Sci. Eng. 2024 , 12 , 1341. https://doi.org/10.3390/jmse12081341

Fu C, Zhang Z, Yu M, Zhou D, Zhu H, Duan L, Tu J, Han Z. Research on Aerodynamic Characteristics of Three Offshore Wind Turbines Based on Large Eddy Simulation and Actuator Line Model. Journal of Marine Science and Engineering . 2024; 12(8):1341. https://doi.org/10.3390/jmse12081341

Fu, Chen, Zhihao Zhang, Meixin Yu, Dai Zhou, Hongbo Zhu, Lei Duan, Jiahuang Tu, and Zhaolong Han. 2024. "Research on Aerodynamic Characteristics of Three Offshore Wind Turbines Based on Large Eddy Simulation and Actuator Line Model" Journal of Marine Science and Engineering 12, no. 8: 1341. https://doi.org/10.3390/jmse12081341

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