hr case study meaning

A Guide to Human Resources Management Case Studies

Published by hr consultants on january 26, 2024 january 26, 2024.

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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Case Study Method - Definition & Meaning

What is case study method.

The case study is a method used as a part of, off-the-job managerial training and development. It includes a detailed written description of a stimulated or real life decision making scenario. Trainees are expected to solve the problems stated in the case using their decision making ability complemented with teamwork skills.

The aim of the case study method is to develop managerial competency, problem solving and decision making skills. The trainer will only act as a facilitator to guide the discussion but will not provide any input in order to encourage the trainees to participate and master their KSAs.

An advantage of the case study method is that it exposes the trainees to a wide range of situations, which they otherwise may not have face and thereby allows them test their skills and develop their strengths. Furthermore this method provokes real life behaviour to help trainees understand and improve their behaviour in a crisis situation. Another advantage is that case studies stimulate innovation and ideas which can be further implemented on the job.

However, many times case studies are considered as unrealistic and therefore irrelevant by trainees. As a consequence trainees may not put enough effort to generate viable solutions. Furthermore, in real life the problems are not laid out in paper as it is in the case study, therefore it does not develop problem identification skills. Lastly, case studies have no right or wrong answer therefore validation of the solution is difficult.

Hence, this concludes the definition of Case Study Method along with its overview.

This article has been researched & authored by the Business Concepts Team . It has been reviewed & published by the MBA Skool Team. The content on MBA Skool has been created for educational & academic purpose only.

Browse the definition and meaning of more similar terms. The Management Dictionary covers over 1800 business concepts from 5 categories.

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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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10 Steps to Write a HR Case Study

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

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

What is an HR case study?

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

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

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

1. Read the given instructions carefully

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

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

2. Prepare for the assignment

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

3. Choose your required tools carefully

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

4. Formulate your questions to give the most accurate response

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

5. Learn how to use various tools of research

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

6. Devise a method to analyze data collected

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

7. Organize the information obtained to a manageable measure

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

8. Choose the best data presentation tools

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

9. Compose your case study

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

10. Edit your work

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

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

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

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

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

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

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

Wal-Mart, Automation, and Compassion Training

Walmart’s Fastest Growing Line of Business is Delivering Experiences

The Motley Fool: Blending Talent Management and Engagement

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

Chipotle: How Internal Mobility Reduced Turnover by 64%

Internal promotion-how Chipotle reduced turnover by 64%

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

Using Hackathons for Branding and Retention

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

How to Radically Change Your Performance Management Practice [Podcast]

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

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

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

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

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

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

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

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

Talent Lessons from the Transportation Industry [Podcast]

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

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

Cox Enterprises: HR Analytics, Business Impact, and Strategy

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

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

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

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

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

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

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

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

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

Case Study: Strategic Workforce Planning for Rail Infrastructure Managers

MARCH 30, 2020

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

PayParity Pay Equity Case Study: Mother Jones

SEPTEMBER 6, 2022

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

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

FEBRUARY 28, 2024

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

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

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

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

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

Case Study: Designing HIPO Programs That Work

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

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How Mayo Clinic Selects Leaders: A Case Study

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

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

Organizational Storytelling Case Study: Dell Technologies

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

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

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HR Trends and Case Studies

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

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

Varda Chocolatier: Customer Interview & Case Study 

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[CASE STUDY] Transforming Organizational Culture

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

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

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

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

13 HR Analytics Courses Online To Check Out in 2024

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9 Digital HR Case Studies with Business Impact

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

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

APRIL 26, 2018

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

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JANUARY 5, 2020

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

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

AUGUST 8, 2017

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

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MAY 24, 2017

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

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FEBRUARY 4, 2019

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

Sonoco Case Study

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Take Mary E, for example . Rebecca M, for example , is a part of Sonoco’s Young Professionals group. The post Sonoco Case Study appeared first on Stories Incorporated. We spoke with individuals ranging from interns early in their career to team members tenured 30+ years at Sonoco.

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Testing for Talent: An HR Case Study

Barnum Financial Group used an assessment of employees' behavioral instincts and preferences to guide coaching, communications and teamwork.

Barnum is a Connecticut-based office of MetLife with about 400 employees, including 275 highly trained financial representatives who interact with clients, product and investment specialists, and an operations area that processes transactions for 230,000 clients across the U.S. We are one of MetLife’s most successful firms and have grown rapidly in recent years in both staff and assets under management. 

​While we work closely with MetLife Human Resources, Barnum operates its own HR function responsible for sourcing talent, performance development and human capital management firm-wide. Our HR team is relatively small, and we need to be flexible to meet the emerging needs of a growing company in a fast-paced, competitive industry. 

Paul Blanco, the managing director of Barnum, has overseen growth that has taken us from a tiny, seven-person office in 1993 to today’s sizeable and successful organization—MetLife’s Firm of the Year for 2013. Paul is a hands-on manager, always speaking with employees about their work and its value while looking for new ways to keep us at the top of our game.

​Having the right people, of course, is critical to success, but as HR professionals know, it is equally important to place people in positions where they can work productively with one another. That is what Paul had in mind when he challenged us to come up with a way to evaluate employees’ intrinsic strong points more systematically and holistically.

Increasing Industry Demands

Our evaluation objectives arose in the context of increasing demands from clients facing complex financial decisions in a volatile economic and market environment. The era of the lone financial representative as the source of all wisdom is fast fading. Firms providing financial guidance and planning are turning to teams of specialists to get the job done for clients. Team leaders may work with two, three or more professionals who analyze portfolios, provide guidance on estate planning, suggest ways to save for college, or meet other specific client requests.

Our goal was to shape client service teams that functioned most effectively and efficiently. Finding a reliable way to evaluate individuals’ talents was an important first step. Because financial representatives and their client service teams must coordinate and interact with associates in all areas of the company—sales, administration, operations, etc.—we wanted to assess the skills and aptitudes of everyone from certified financial planners to administrative assistants.

Testing Assessments

We began our search by reaching out to our colleagues at the MetLife home office, who provided some suggestions. We, along with some members of the firm’s leadership team, then completed several assessments ourselves and discussed the tests in a series of conference calls with vendors. The assessment tools varied—some short, some long, some personality-based.

After learning plenty of information about ourselves, we zeroed in on  the Kolbe System , which has been in existence for some 35 years. Kolbe posits three distinct parts of the mind—Cognitive, or thinking; Affective, or feeling; and Conative, or doing. Conative strengths are particular to the individual because they are driven by intrinsic instincts, which translate into the way one solves problems and attains goals.

The system provides a simple, yet sophisticated, assessment tool to determine an employee’s innate strengths and intrinsic work style. In a multiple choice format, an employee chooses what he or she would be most and least likely to do in certain situations. There are no negatives in the assessments, which provide an overall result called an M.O. (mode of operation). This is a summary of an individual’s strong points in various work modes, such as simplifying, systematizing, improvising or building.

While other indexes measure personality, social styles or overall preferences, the Kolbe Index tells us what a person will do—their natural way of taking action. This was one of our primary reasons for selecting Kolbe. No system or tool is perfect, of course, and its usefulness depends on an organization’s objectives. For us, having a reliable predictor of behavior and preferences shortens the learning curve and allows managers and team leaders to act as more helpful coaches to individuals.

An Implementation Strategy

To implement our assessment tool, we built a strategy, rolling it out to early adopters via pilot teams representing various functions:

• A formal team of financial advisors and their support staff.
• A team of infrastructure associates working in various administrative capacities.
• A team managed by an agency sales director.

We are only in the early stages of assimilating the tool into the Barnum culture, but the impact is already evident. Everyone in our organization takes at least a Kolbe A Index, the assessment of one’s own natural instincts. Our offices and cubicles are adorned with the red, blue, green and yellow signs used to identify the “Action Modes” of individuals: Fact Finder, Follow Thru, Quick Start, and Implementor. Each individual has strength in each mode; what distinguishes employees is their particular combination of strengths, as we explain in our one-on-one interpretation meetings with employees.

Employee enthusiasm has spread widely as familiarity with the tool has grown. Our teams use the tool’s language when interacting with one another, and many find it helpful in understanding how clients solve problems and reach their decisions.

We have conducted several workshops that allow Kolbe-identified behaviors to be seen through hands-on applications, including a “Glop Shop,” which predicts how a team of associates will muddle through a bag of “stuff” to build a product prototype based solely on their M.O.

We have received a lot of individual feedback, including from the head of our operations area, Zory Lilova: “The assessment verified for me that I am a big-picture person and don’t need reams of information to make a decision. Many of the people who report to me, though, are what the assessment tool calls ‘Fact Finders.’ They want a good deal of verification when making decisions. We all have to keep one another’s comfort zones in mind.”

Coaching employees has been one of the most gratifying aspects of implementing the assessment tool. In addition, we have discovered that the intrinsic structure behind Kolbe—the three parts of the mind—provides a framework for a selection strategy for hiring:

• Cognitive—this can include the candidate’s resume, experience, knowledge and credentials.
• Affective—the interview(s) and candidate interactions.
• Conative—the Kolbe A Index.

This framework helps us to make recommendations to our advisor teams as they grow and add support staff.

​We’ve learned a lot in the process of evaluating and selecting an assessment tool that was right for our firm. We can now coach individuals toward career paths and have already made changes in workforce teams. Moreover, we are highlighting optimal methods of communicating, while creating an awareness of potential stressors. For many people, simply knowing that a particular action may evoke stress can help them move past the emotional component to what needs to be done. Most important, the tool has helped managers and team leaders to make good staffing decisions. By recognizing and then drawing on our individual proficiencies and work styles, we have become much more effective as a whole.

Michelle Hite is director of human resources and Amelia Nathanson is director of training for the Barnum Financial Group, an office of MetLife based in Shelton, Conn.

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Balancing HR Agendas to Create a Valuable HR Operating Model – A Case Study

May 7, 2021

Somewhat surprisingly, only 30 – 40% of attendees raise their hand. This number then drops down to only a few hands when I ask those with their hands up to keep them up if the following question applies to them ‘How many of you know exactly how many employees you will need 18 months from now and what types of skills they will require?’

Unfortunately, this question demonstrates where many HR organisations are today. Few would argue that having a solid understanding of your workforces, both now and in the future, isn’t a fundamental aspect of running a successful organisation. And yet, given the competing pressures of HR operating models , it is not surprising that this falls by the wayside.

To understand why this happens, lets first look at the fundamental components of a value HR operating model and then look at a real example of my time working with a global telecom company, to see how we can integrate lasting value into the model.

Creating a Valuable HR Operating Model

HR organisations have two main value agendas. The first part is strategic, and the second part is foundation.

The strategic part of the HR operating model aims to enable the workforce to drive performance and improve productivity by developing and retaining top talent. It concerns the integration of human capital lifecycle, which should include:

• HR workforce analytics
• Performance management
• Collaboration and knowledge
• Leadership development and organisation
• Workforce deployment

The foundation part of the HR value model aims to drive effectiveness and efficiency of the HR function, integrating a flexible HR infrastructure to reduce costs and improve efficiency.

This later part is where many HR managers will spend their time, in the back office, trying to save money. Whilst this is important, it should not be to the detriment of the strategic part of human resources operations.

An effective HRIS system that enables transformation can improve this, by focusing on:

• Flexible, scalable operating models
• Shared services or centres of expertise
• Integrate IT infrastructure
• HR process redesign
• Employee self-service or portal
• Administration of outsourced elements

These two components of a HR value model should work together in equilibrium. By creating an effective and efficient HR organisation, based on a best practice operating model with a supporting processes and technology platform (bottom of the model) you can foster a more engaged, innovative and motivated workforce, by getting the right people in the right place at the right time, that supports the overall business objectives (top of the model).

Let’s look at a real-life example of how a global telecommunications company I previously worked for balanced these two HR agendas.

Global Telecom Case Study

A short time ago I was working as the strategic advisor to the HR Leadership team of a large global telecom company. The company was in the midst of scaling up at large, acquiring smaller telecoms across the world.

After a while, it became evident that this was creating some issues within the HR department. Due to the rapid expansion of the company, we now had over 40 different HR operating models across the company. Meaning that there was no consistency in how HR operations were conducted and so we were now unable to access any single version of the truth.

To add to the problem, the chief information officer (CIO) and the IT department had already started developing a new human resource information system (HRIS). They had decided to replace all legacy on-premise systems with a cloud based HRIS.

The new system was to be quickly rolled out across the Group and would give ‘one version of the truth’ of HR data. Whilst this may sound like a step forwards, it did not account for the current issue at hand. To ensure that the new system wasn’t based on the current chaotic ways of working, we needed to first define the HR operating model and the HR IT landscape for the entire Group.

I advised the strategy director that we needed to take a step back and define who we were as a HR organisation today and how we wanted to set ourselves up in the future so that we could support the business strategy whilst simultaneously engaging the workforce within this strategy.

To do this, I recommended that we gather the entire HR Leadership team from all regions to discuss what a new HR system might look like. To start these discussions, I posed two simple questions:

• Where does the centre of HR management and operations sit?
• Who is responsible for talent management in the organisation?

It was important to remember that there is no overall right answer to these questions, other than what is right for a particular organisation.

In this case, the answer to the first question was that a ‘federated’ operating model was the best fit or the company, as it had mainly been built by acquisitions across the globe. This decision was reached fairly quickly.

However, the answer to the talent management question sparked a much more heated debate.

There were two camps. Group One felt the right model for managing talent was for HR to be predominantly responsible in coordination with local leadership. However, Group Two argued that the right model was to push the majority of responsibility for managing talent out to the business and local management teams.

Group One were concerned that giving up control of the talent management life cycle was to put HR in a diminished role within the organisation. Group Two’s main concern was that to allow the HR department to control talent management, was to give managers ‘a pass’ on managing their team’s objectives, developments and performance.

In my mind, Group Two had a more confident outlook on where HR could add the most value to the organisation. Providing them with more time to focus on being strategic talent advisors working predominantly in the top of the model, rather than direct talent managing and spending more time at the bottom of the model.

To break the deadlock of the situation, I proposed that we bring in senior HR leaders from similar companies who had encountered this problem themselves. Once we had listened to their experiences, both groups would have the opportunity to take make their case to the CEO and CHRO who would then make the final decision.

However, during these discussions with other organisations it became clear across the Groups that there was more consistency across the organisation than was initially thought.

Additionally, a few of the operating units had already implemented a Cloud-based HRIS to support the back office talent management efforts. This was producing good results in terms of cost savings, productivity and people engagement. The effort to get ‘one version’ of the truth was not looking as difficult as we originally thought.

We decided that a Group HR Transformation Programme was required to align the various HR best practices and systems and produce a new value operating model, underpinned by the latest Cloud-based HRIS technology.

We developed a cross-functional team of HR, Finance and IT senior managers selected from each of the major regions of the company. Creating a cross-functional team was ultimately critical to the programme’s success as each team brought specific skills and experience to the table to make sure that findings were based on solid data and were fully vetted and agreed upon.

Across the 6 week duration of the programme, the cross-functional team looked at every corner of the HR organisation, looking for HR best practice, value drivers and effective technology that each of the business units were using.

All of the data was collected and analysed on a weekly basis, with value findings logged and used to form the final analysis and conclusions.

As the project went on, it became clear that the HR organisation did in fact spend most of their time in the back office, trying to save money instead of working strategically to produce overall value.

Indeed, it turned out that the business units that had a central repository of ‘real time’ accurate people data to make decisions were more agile, spent less time making decisions and created better outcomes. Furthermore, teams where the manager was responsible for all aspects of talent management led the highest performing and most engaged team in the company. These talent managers were also provided with simple to use online tools to support talent management within their teams.

Following this project, it became clear to me and others within the team what the future of HR might look like. However, this was only the beginning and the external world was producing additional trends that would impact the world of work even further.

To find out more about these trends and how to develop a value led HR operating model that gets the right people in the right place at the right time, read my book Solving the Productivity Puzzle .

JULY 19TH 2022: TOP HR MOST INFLUENTIAL THINKERS 2022:

Tim named to the list of HR Most Influential Thinkers. HR Most Influential is an annual list that celebrates the most influential players in the field of people strategy.

Tim has over 30 years' experience as an executive in the HR Consulting and HR Software industry. He has architected and led some of the largest and most successful HR IT and change programs in North America, Europe, Asia and the Middle East.

He began his career in Andersen Consulting (now Accenture) in 1990 where he was Managing Director, in Accenture’s Talent and Organization, Service Line. In 2006, he was recruited to IBM Global Business Services where he led IBM’s global Human Capital Management (HCM) consulting practice.

He was most recently Vice President of SAP SuccessFactors for Europe, Middle East and Africa. He led SuccessFactors’ HR Advisory teams across the region.

Additionally, he is on the Board and Non-Executive Director of Optunli an HR solution providing a unique approach for strategic workforce planning. Tim is a Chartered Fellow of the CIPD (FCIPD).

MAY 25TH 2021: SOLVING THE PRODUCTIVITY PUZZLE IS CATEGORY WINNER:

Business Book Awards 2021 – HR & Management at the Business Book Awards. See Business Book Awards 2021 winners announcement, click here.

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HR’s new operating model

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

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

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

Eight innovation shifts driving HR’s new operating models

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

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

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

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

Five emerging HR operating models

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

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

An agile transformation

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

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

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

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

Optimizing the employee experience

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

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

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

Machine-powered

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

Innovation shifts shaping HR model archetypes

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

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

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

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

Transitioning to a target operating model

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

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

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

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

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

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HRM Case Studies With Solutions

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

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

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

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

HRM Case Study 1

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

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

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

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

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

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

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

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

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

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

Questions for HRM Case Studies: Case Study 1

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

Solution for HRM Case Study 1

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

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

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

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

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

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

HRM Case Studies Part 2:

HRM Case Study 2

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

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

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

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

Solution for HRM Case Case Study 2

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

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

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

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

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

Related HR concept.

Slow down Production:

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

Employee Recognition:

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

Hawthrone Experiment:

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

Hygiene Factor:

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

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

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

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