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• September 26, 2022

Best HR Case Studies

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Last date of application: 14/07/2022

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

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

An american mnc reduces attrition using people analytics and forecasting.

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

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

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

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

Under Armour digitized employee recruitment and enhanced employee experience

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

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

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

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

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

Caring For Employees During The Industrial Revolution

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

Also Read:  Executive Development Program In HR Analytics From XLRI

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

Employee Management During The World Wars

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

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

The Post-War Scenario

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

Also Read:  Executive Development Program In Talent Management

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

The Nineties To Now

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

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

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

The Future Of HR Management

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

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

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

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

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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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HR Training Resources

A Guide to Human Resources Management Case Studies

Human Resource Management case studies provide valuable insights into the challenges faced by HR professionals in diverse workplaces. In this comprehensive guide, we will explore real-life examples of HRM in action, showcasing the strategies and solutions implemented to tackle various HR challenges.

Key Takeaways:

• Human Resources Management Case Studies offer practical insights for HR professionals.
• Real-life examples highlight strategies and solutions for overcoming HR challenges.
• Case studies showcase the importance of effective HR strategies in organizational success.
• Diverse scenarios demonstrate the application of HRM practices in different workplaces.
• Continuous learning and adaptation are crucial for HR professionals to stay effective.

The Changing Landscape of HRM

In the rapidly evolving global business environment, Human Resources Management (HRM) is constantly adapting to new trends and challenges. From the emergence of emerging markets to the digitalization of workplaces, HR professionals have had to navigate through various obstacles to effectively manage their workforce. One of the most significant challenges in recent times has been the global COVID-19 pandemic, which has necessitated swift and innovative HR strategies.

To gain a deeper understanding of how organizations have successfully managed these changes and optimized their HR practices, we will delve into a range of case studies. These case studies provide valuable real-world examples that HR professionals can analyze and apply in their own organizations. By studying these HR case studies , professionals can learn from the experiences of others, gaining insights into successful strategies and approaches.

Utilizing HR case studies for analysis allows us to discover how organizations have leveraged HRM to overcome obstacles and adapt to new circumstances. These real-life examples showcase the diverse ways in which organizations have effectively managed HR challenges, providing valuable lessons and strategies for HR professionals across industries.

Company XYZ, a multinational technology firm, faced challenges in attracting and retaining top talent due to the fast-paced nature of the industry. To address this, they implemented a strategic HR initiative that focused on creating a flexible work environment, providing opportunities for professional development, and offering competitive compensation packages. As a result, the company experienced a significant reduction in employee turnover and an increase in employee satisfaction and productivity.

This case study highlights how HR professionals at Company XYZ were able to adapt to the changing landscape of HRM by implementing innovative strategies. By analyzing such success stories, HR professionals can gain valuable insights into the strategies and practices that drive organizational success.

• HRM is constantly evolving to respond to new trends and challenges in the business world.
• Case studies provide real-world examples of effective HR practices in managing change.
• Successful organizations leverage HRM strategies to optimize their workforce and drive organizational success.

The Importance of Effective HR Strategies

Effective HR strategies are crucial for organizations to attract, retain, and develop top talent. By implementing strategic HR practices, companies can create a positive work environment that fosters employee engagement, productivity, and overall organizational success. In this section, we will explore case studies that highlight successful HR strategies implemented by companies across different industries, providing valuable insights for research and inspiration.

Case Studies: Success Stories in HR Management

Case Study 1: Company X

“Our HR strategy of prioritizing employee well-being and work-life balance has had a significant impact on our organizational culture. Through flexible work arrangements, wellness programs, and regular communication channels, we have seen a remarkable increase in employee satisfaction and productivity.”

Case Study 2: Company Y

“By investing in employee development and career progression, we have been able to attract top talent and retain key employees. The implementation of mentorship programs, training initiatives, and performance feedback systems has led to higher employee engagement and a stronger talent pipeline.”

Case Study 3: Company Z

“Our HR strategy focuses on promoting a diverse and inclusive workforce. Through targeted recruitment efforts, diversity training programs, and inclusive policies, we have successfully created a culture that celebrates and values diversity, leading to improved employee satisfaction and innovation.”

The Impact of Strategic HR Practices

These success stories demonstrate the tangible benefits of strategic HR practices. Organizations that prioritize effective HR strategies are better equipped to attract and retain top talent, foster employee engagement and satisfaction, and drive overall organizational success. By studying these case studies, researchers and HR professionals can gain valuable insights and inspiration to enhance their own HR practices and achieve similar levels of success.

By examining these HRM case studies for research and guidance, organizations can adopt successful strategies and adapt them to their unique contexts. The implementation of effective HR strategies is key to creating a thriving workplace culture that empowers employees, maximizes productivity, and ultimately drives the success of the organization.

Fundamental Concepts of HR Management

Before diving into Human Resources Management Case Studies , it is essential to have a solid understanding of the fundamental concepts that underpin HR management. This section will explore key definitions and concepts to provide a strong foundation for in-depth analysis of the case studies.

Definitions and Clarifications

Let’s start by clarifying some key terms:

• Management : Refers to the process of coordinating and overseeing organizational resources to achieve specific goals and objectives.
• Resources : In the context of HR, resources refer to the individuals who contribute to the organization’s success, including employees, contractors, and other stakeholders.
• Role of a Manager : A manager is responsible for planning, organizing, directing, and controlling resources to achieve organizational goals and objectives. In the HR context, managers focus on effectively managing human resources.
• Difference between Management and Administration : While the terms management and administration are sometimes used interchangeably, it is important to note the subtle distinctions. Management is concerned with the implementation of strategies and the coordination of resources, whereas administration involves the overarching policies, procedures, and regulations that govern the organization.

By understanding these fundamental concepts, we can delve deeper into the case studies and gain valuable insights into the challenges and solutions faced by HR professionals.

Inspiring Quote

“Management is doing things right; leadership is doing the right things.” – Peter Drucker

Key Definitions

Management functions and responsibilities.

Effective management is essential for HR professionals in their role of overseeing an organization’s human capital. Understanding the four basic functions of management – planning, organizing, directing, and controlling – is critical for HRM success. Each function contributes to the efficient and effective management of human resources, ensuring organizational goals are met.

In addition to these management functions, HR managers have specific responsibilities that contribute to the overall success of the organization. These responsibilities include:

• Recruitment and selection of qualified candidates
• Employee onboarding, training, and development
• Creating and enforcing HR policies and procedures
• Ensuring legal compliance in all HR practices
• Managing employee relations and resolving conflicts
• Designing and administering compensation and benefits programs
• Developing and implementing employee engagement initiatives
• Overseeing performance management and evaluation processes

Furthermore, HR plays a vital role in the administrative cycle of an organization. HR professionals are responsible for managing and maintaining accurate HR records, handling payroll and benefits administration, and ensuring compliance with employment laws and regulations.

By effectively executing their management functions and fulfilling their responsibilities, HR professionals contribute to the development and success of an organization’s human resources, driving overall organizational performance and productivity.

Skills and Competencies in HR Management

The success of an HR manager relies on a combination of technical skills and personal qualities. Understanding and mastering these essential skills and competencies is crucial for effectively managing human resources in any organization. Here, we will explore the key characteristics that distinguish an effective HR manager and how they contribute to success in HR management.

1. Integrity

Integrity is the foundation of trust in any HR department. HR managers must demonstrate honesty, transparency, and ethical behavior in all aspects of their work. By upholding high ethical standards, HR managers cultivate a culture of integrity, ensuring fair and unbiased treatment of employees and fostering a positive work environment.

2. Flexibility

Flexibility is essential in an ever-changing business landscape. HR managers must adapt to evolving workplace dynamics, industry trends, and technological advancements. This includes being open to new ideas, embracing change, and continuously updating HR strategies to align with organizational goals and employee needs.

3. Resilience

HR managers often face challenging situations that require resilience and the ability to navigate complex issues. They must stay composed in difficult times, effectively manage conflicts, and find creative solutions to address HR challenges. Resilient HR managers are invaluable assets to organizations, as they can lead teams through change and uncertainty, ensuring continuity and stability.

4. Proactivity

Successful HR managers are proactive in identifying potential issues before they escalate. They anticipate future needs and create proactive strategies to address them. By staying ahead of the curve, HR managers can plan and implement initiatives that support employees’ growth, well-being, and overall job satisfaction.

“Proactive HR managers take a proactive approach to identify potential pitfalls early on, allowing organizations to prevent problems rather than just managing them when they arise.”

In addition to these personal qualities, HR managers must possess a range of technical skills to effectively manage human resources. Some of these skills include:

• Recruitment and selection
• Training and development
• Performance management
• Employee relations
• Compensation and benefits
• HR data analysis

To exemplify these skills and competencies, let’s take a look at a real-life HR case study:

By analyzing such HR case studies , aspiring HR professionals and organizations can gain valuable insights into the practical application of skills and competencies in HR management.

Now that we have explored the essential skills and competencies in HR management, it is clear that successful HR managers possess a unique blend of personal qualities and technical skills. These individuals play a vital role in driving organizational success by effectively managing human resources and fostering a positive work environment.

Employee Motivation and Engagement

Motivated and engaged employees are essential for organizational success. In this section, we will explore the crucial role of HR in motivating employees and fostering a culture of engagement. By examining real-life case studies, we will identify effective strategies and initiatives implemented by organizations to boost employee motivation and engagement.

Motivation through Recognition

Employee recognition is a powerful tool for motivating and engaging employees. Organizations that prioritize recognition programs create a culture of appreciation and reinforce desired behaviors. Case studies highlight the impact of tailored recognition programs on employee satisfaction, morale, and performance.

Professional Development and Growth

Providing opportunities for professional development and growth is another key driver of employee motivation and engagement. Organizations that invest in training, mentorship programs, and career advancement opportunities empower employees to enhance their skills and fulfill their potential. Real-life examples demonstrate how these initiatives contribute to higher employee satisfaction and loyalty.

Well-being Initiatives

Employee well-being initiatives play a vital role in nurturing a positive work environment and enhancing motivation. By offering wellness programs, flexible work arrangements, and promoting work-life balance, organizations prioritize the holistic well-being of their employees. Case studies highlight the positive impact of these initiatives on employee engagement, productivity, and overall satisfaction.

Effective Communication

Open and transparent communication is integral to fostering motivation and engagement among employees. Organizations that prioritize effective communication channels, including regular feedback, town hall meetings, and collaborative platforms, create an environment of trust and inclusion. Real-life examples demonstrate how improved communication positively influences employee engagement and overall organizational performance.

“Effective employee motivation and engagement are the cornerstones of a thriving organization. By examining real-life case studies, HR professionals and organizations can gain valuable insights into successful strategies and initiatives that fuel motivation and foster meaningful employee engagement.”

The case studies above demonstrate how organizations have successfully implemented strategies to motivate and engage their employees. By leveraging recognition, professional development, well-being initiatives, and effective communication, these organizations have created a positive work environment that drives employee satisfaction, productivity, and loyalty.

Strategies for Effective HR Management

HR professionals play a critical role in developing and implementing effective HR strategies. By analyzing real-life case studies, we can gain valuable insights into HR best practices. These case studies highlight successful strategies in key areas such as:

Recruitment and Selection

Training and development, performance management, compensation and benefits, labor relations.

Let’s explore how organizations have utilized these strategies to optimize their HR practices and achieve their business objectives.

“The key to effective HR management lies in understanding the unique needs and challenges of your organization. By analyzing case studies, we can gain valuable insights and tailor our strategies to drive employee engagement, productivity, and organizational success.”

Effective recruitment and selection processes are crucial for attracting and hiring top talent. Case studies in this area often showcase innovative methods used to identify and attract qualified candidates. From leveraging technology platforms for applicant screening to implementing targeted recruitment campaigns, organizations have successfully optimized their hiring processes.

Investing in employee training and development is essential for enhancing skills and fostering long-term growth. By examining case studies in this domain, we can learn from organizations that have successfully implemented comprehensive training programs, mentorship initiatives, and continuous learning platforms. These strategies contribute to a skilled and motivated workforce.

Effective performance management systems align individual and team goals with organizational objectives. Case studies in this area often highlight organizations that have implemented performance measurement frameworks, regular feedback systems, and performance-based incentives. This data-driven approach ensures transparency, fairness, and continuous improvement.

Strategic compensation and benefits programs attract, retain, and motivate talented employees. Case studies demonstrate how organizations have designed competitive salary structures, employee recognition programs, and comprehensive benefits packages. These initiatives contribute to higher employee satisfaction, engagement, and overall organizational performance.

Managing labor relations requires effective communication, negotiation, and conflict resolution skills. Case studies in this area offer insights into organizations that have successfully fostered positive relationships with unions, implemented fair labor practices, and resolved labor disputes amicably. These examples highlight the importance of proactive labor management strategies.

By learning from these case studies and applying the demonstrated strategies, HR professionals can optimize their HR management practices and create a positive impact on organizational success.

These case studies showcase the application of effective HR management strategies in different organizations. They provide practical examples of how organizations have achieved success by implementing various strategies tailored to their unique needs and challenges.

Leveraging HR Technology

HR technology has revolutionized HRM processes, enabling organizations to streamline operations and enhance efficiency. By leveraging the power of technology, HR professionals can optimize their strategic decision-making and ensure a seamless employee experience.

Let’s examine some insightful case studies that illustrate the successful implementation and utilization of HR technology. These examples demonstrate how organizations have harnessed the potential of HRIS (Human Resource Information System), talent management software, and data analytics tools to drive meaningful outcomes and achieve their HR objectives.

Case Study 1: Enhancing Recruitment with HRIS

In this case study, Company ABC implemented an HRIS software to streamline their recruitment process. The software automated job posting, applicant tracking, and resume screening, significantly reducing the time and effort spent on manual tasks. With the implementation of HRIS, the HR team at Company ABC experienced a 40% reduction in time-to-hire and an improvement in the quality of hires.

“The HRIS software has transformed our recruitment process, allowing us to focus on strategic talent acquisition. The automation and advanced analytics capabilities have enabled us to make data-driven decisions and hire top talent efficiently.” – Sarah Thompson, HR Manager, Company ABC

Case Study 2: Optimizing Performance Management with Talent Management Software

In this case study, Company XYZ adopted a talent management software platform to streamline their performance management process. The software offered features such as goal setting, continuous feedback, and performance analysis, empowering managers and employees to take a more proactive approach to performance improvement. As a result, Company XYZ experienced a significant increase in employee engagement and aligned performance goals across the organization.

“The talent management software has revolutionized our performance management process. It has fostered a culture of continuous feedback and empowered our employees to take ownership of their professional growth. The transparent performance analytics have enabled us to identify and reward top performers effectively.” – John Davis, HR Director, Company XYZ

Case Study 3: Leveraging Data Analytics for Strategic Decision-Making

In this case study, Company DEF implemented advanced data analytics tools to gain insights into their HR processes. By analyzing data related to employee engagement, turnover rates, and performance metrics, the HR team at Company DEF could identify trends, patterns, and areas for improvement. This strategic use of data analytics enabled Company DEF to make informed decisions and implement targeted HR interventions, resulting in improved retention rates and increased productivity.

“Data analytics has been a game-changer for our HR department. By leveraging actionable insights from our HR data, we have been able to proactively address employee concerns, enhance our talent acquisition strategies, and design targeted training programs. Our data-driven approach has significantly contributed to our overall organizational success.” – Lisa Johnson, HR Manager, Company DEF

These case studies demonstrate how organizations can harness the potential of HR technology to drive efficiency, improve decision-making, and enhance the employee experience. By leveraging the right combination of HRIS, talent management software, and data analytics tools, HR professionals can transform their HR practices and contribute to the strategic objectives of the organization.

Leveraging HR technology is essential in today’s digital era, where technology continues to shape the future of work. By staying informed about the latest HR technology trends and exploring case studies, HR professionals can identify opportunities for innovation and drive impactful HR initiatives.

Now, let’s explore another critical aspect of HR management – diversity and inclusion.

Diversity and Inclusion in HR Management

In today’s diverse workforce, creating an inclusive environment is essential for effective human resources management. Organizations that prioritize diversity and inclusion benefit from improved employee satisfaction, increased productivity, and enhanced innovation. Let’s explore some real-life examples of HRM case studies that highlight the successful efforts of organizations to foster diversity and inclusion within their workforce.

Case Study 1: XYZ Company

XYZ Company, a global technology firm, recognized the value of diversity and inclusion in driving organizational success. They implemented a comprehensive diversity program that focused on recruiting and retaining employees from diverse backgrounds. By promoting a culture of inclusion through training, mentorship, and employee resource groups, XYZ Company witnessed a significant increase in employee engagement and creativity. This case study demonstrates the positive impact of diversity and inclusion initiatives on overall organizational performance.

Case Study 2: ABC Corporation

ABC Corporation, a leading retail company, recognized the importance of diversity and inclusion in meeting the needs of their diverse customer base. They implemented unconscious bias training for their hiring managers and implemented policies to ensure equal opportunities for all employees. As a result, ABC Corporation experienced improved employee satisfaction, reduced turnover rates, and a boost in customer loyalty. This case study exemplifies the positive outcomes that can be achieved through a commitment to diversity and inclusion in HR management.

By analyzing these HRM case studies , organizations can gain valuable insights into successful diversity and inclusion initiatives. Implementing similar strategies, such as targeted recruitment efforts, inclusive policies, and diversity training programs, can help companies create a more inclusive and diverse workforce, fostering a culture of innovation and success.

Incorporating diversity and inclusion into HR management practices is not only a legal and moral imperative, but it also leads to tangible business benefits. Organizations that embrace diversity and create an inclusive workplace are better equipped to attract top talent, retain employees, and drive innovation. By learning from these HRM case studies , organizations can develop effective strategies to foster diversity and inclusion, ultimately contributing to their long-term success.

Adapting HR Practices in Times of Crisis

In times of crisis, such as economic downturns or natural disasters, HR professionals face unique challenges that require them to adapt their practices quickly and effectively. By analyzing HRM case studies that showcase organizations’ responses to crises, we can gain valuable insights into the strategies and approaches they employed to navigate through turbulent times and emerge stronger.

The Importance of Flexibility

One key lesson we can learn from HR case studies in times of crisis is the importance of flexibility. Organizations need to be agile and responsive to rapidly changing circumstances. HR professionals play a vital role in proactively adjusting HR practices, policies, and procedures to meet the immediate needs of employees and the organization as a whole.

“During the global financial crisis of 2008, XYZ Corporation faced severe economic challenges that threatened its survival. The HR team swiftly implemented cost-cutting measures, including a freeze on hiring and salary reductions, while carefully balancing employee morale and engagement. Through open communication and transparent decision-making, XYZ Corporation managed to weather the storm and emerge with a more resilient workforce.”

By adopting a flexible approach, HR professionals can help organizations navigate through turbulent times, mitigate the impact on employees, and position the company for recovery and future growth.

The Power of Resilience

Resilience is another critical factor in adapting HR practices during a crisis. HR professionals need to demonstrate resilience in the face of uncertainty and guide employees through challenging times. By instilling confidence, providing support systems, and fostering a sense of unity, HR managers can help organizations withstand the pressures of a crisis and emerge stronger.

Resilience can be seen in action through the implementation of employee assistance programs, mental health initiatives, and crisis communication plans. These measures help employees navigate the emotional and psychological challenges brought on by the crisis, ensuring their well-being and enabling them to contribute effectively to the organization’s recovery efforts.

Proactive Planning for Future Crises

The best HR case studies in times of crisis highlight the importance of proactive planning. While crises may be unexpected, organizations can anticipate potential challenges and develop contingency plans to address them swiftly and efficiently. By anticipating various scenarios and regularly reviewing and updating crisis response strategies, HR professionals can position their organizations for success even in the face of uncertainty.

In addition to crisis preparedness, proactive planning involves identifying key skills and competencies that will be crucial in future crises. By integrating training programs, succession planning, and talent management initiatives into their HR practices, organizations can ensure they have the capabilities necessary to navigate through any crisis that may arise.

Table: Strategies for Adapting HR Practices in Times of Crisis

Adapting HR practices in times of crisis requires a combination of flexibility, resilience, and proactive planning to ensure the well-being of employees, maintain productivity, and secure the organization’s long-term success.

Human Resources Management Case Studies provide HR professionals with valuable insights into real-world challenges and innovative solutions. By analyzing these examples, organizations can learn from best practices and optimize their own HR strategies. The showcased case studies highlight the diverse scenarios that HR professionals face and the creative approaches they employ to overcome obstacles.

Continuous learning from these experiences enables HR professionals to enhance their skills and contribute to the overall success of their organizations. These case studies serve as a source of inspiration, demonstrating the importance of adaptability, strategic thinking, and effective HR management.

By embracing the lessons learned from Human Resources Management Case Studies, HR professionals can strengthen their expertise, foster employee engagement, and drive organizational growth. These real-life examples reaffirm the significance of HRM for businesses in today’s dynamic and ever-evolving corporate landscape.

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HR Digital Transformation Explained: Strategies, Challenges & Case Studies

Human-technology partnership is vital in this fast-evolving landscape of modern workplaces. Shouldering this responsibility human resources or HR professionals are to optimize their HR process and go through a paradigm shift that begins with the advent of HR digital transformation.

This ground-breaking initiative aims to enhance the employee experience and drive organizational success. The key is to help organizations to “be digital” not “do digital”. And there's a big difference between the two— the focus is not on technology but on organizational change using technology. With digital transformation, HR leaders will explore new technologies and platforms to escalate their way of working.

This comprehensive guide will dive deeper into this phenomenon of HR digital transformation: what it is, why it is important, how you implement it, the challenges, and examples backed with case studies.

What Is HR Digital Transformation?

HR digital transformation is a strategic process of changing HR practices from traditional to advanced technology that results in enhanced HR operations, consequently improving the overall employee experience.

HR digital transformation involves adopting innovative and modern technologies and practices to make the HR process automated and data-driven . A recent article by Forbes stated that Digital Maturity Within The HR Function Is Key For Any Organization. The main goal is to optimize the efficiency and effectiveness of HR leaders by streamlining their functions and enabling data-driven decision-making. And this leads us to the next very vital question.

Why Is this Digitalization Important To HR Teams?

It may seem overly ambitious for an organization of any size to halt traditional methods and opt for an HR digital transformation , but it is the call of the times.

Though different perceptions of this buzzword exist around the corporate world, the gist mainly focuses on technological advancement. But first thing first. As a rule of thumb, any changes in the organization must have clear objectives and make business sense.

That being addressed, the real question arises– why is digital transformation important to HR teams? Here are a couple of generalized answers.

• With technological upgradation, multi-step processes like— arranging performance reports, data entry, and onboarding employees consume minimal time, enabling HR professionals to focus on improving the employer brand.
• Digitalization of HR practices will smoothly facilitate a remote work culture and make managing a distributed workforce a slice of the cake.
• HR teams often handle confidential documents, and with digital space, the security of vital documents is secured.
• Reduced paperwork and increased flexibility of work.
• Digital transformation will ease the work of HR teams through a high level of digital customization to examine and evaluate the performance of employees.

Examples of HR Digital Transformation

There are numerous examples of how the HR field is (slowly) transforming:

• Royal Bank of Canada, Deutsche Telekom, Ford, and others have digital design teams within the HR department that use the cloud as a “platform” and build on it for company-specific needs.
• Unilever is altering its hiring process and experimenting with digital tools, including AI, to further digitize its recruitment process.
• IBM is actively using AI tools to give leaders a regular pulse on the performance of their teams.
• Software vendor Unitive implements AI to write job descriptions that can even algorithmically identify gender, race, or generational bias, reducing unconscious bias in recruiting.

Know How to Implement A Digital Transformation In HR In 4 Steps

Implementing HR digital transformation in an organization is a bit complicated— or you may say, needs a comprehensive understanding of the requirements. Because it is impractical to think that an organization can go from non-digitized to fully digitalized. Since it is about redesigning an organization by implementing digital and technological advancements by critically valuing the business requirements, the transformation process will be time-consuming,

The Forbes article mentioned above, states that the digital transformation journey in HR professions begins with the first and crucial step of self-discovery— understanding what your company lacks and needs.

That being said, the four significant steps in implementing a digital transformation in HR are -

Self-discovery— understand your organization, analyze the pain points, inefficiencies, and areas that can benefit from digitalization, and formalize an idea.

Engage in active communications— all stakeholders, including HR staff and employees, need to partake in this digital transformation. Their shared views will help strategize the roadmap.

Strategize— with insights gathered, strategically roll out solutions. And ensure that they are scalable and compatible with your existing systems.

Culture— HR digitalization is an ongoing process. So, encourage a culture of adaptability and continuous learning to ease the transition.

The Main Challenges of Digital Transformation in HR

HR digital transformation is currently a hot topic in the corporate world. But, it is one thing to talk about digital HR transformation than to do it. In other words, this digital transformation in HR includes HR professionals and organizations as well. Meaning, that the digital transformation will encounter tough challenges upon implementation.

• A paradigm shift to a digital culture will enforce a behavioral change in the organization.
• Loopholes in the strategy will lead to management struggles.
• Insufficient expertise will result in challenges and confusion during the transformation process.
• Personalizing the experience and collaborating with the entire workforce will consume some time.

While these challenges are common during a culture shift, HR professionals must upskill and reskill themselves before partaking in the organizational change.

It is important to note that for every organization, keeping up with technology trends and implementing digital transformation is critical and won’t occur overnight. Addressing these challenges will be the prime requirement of HR professionals.

How To Start HR Digital Transformation?

After addressing the challenges of implementing digital transformation in HR, it is time you get started with HR digital transformation. But where to start from?

Digital transformations do not happen in the blink of an eye. It requires a proper roadmap for enactment and ample time for the entire workforce to adapt. Here’s how you can kickstart the transformational journey.

Let's understand these points thoroughly,

Do a proper assessment and establish a clear goal

Set a clear goal backed by a thorough assessment before starting the digital transformation process. As previously stated, any changes must have clear objectives and make business sense. So, start by identifying areas that will require improvement and align the transformation with your organizational goals.

The HR transformation process must focus on the employee as an end-user. Making it easy to guide the employees in showing where the organization will allow them to explore other factors such as digital leadership models, organizational network analysis, etc.

Bring everyone on board

The change is inclusive of every working individual in the organization. This means that all stakeholders, from employees to the C-suite, and everyone in between must be with you for a successful digital transformation. Bring everyone on board and effectively communicate with them.

Determine the right digital tool

Surplus software and technologies are available to help organizations streamline their work, improve experiences, and automate processes. But before opting for the upgrade, you need to evaluate the digital tools and technologies available by aligning them with your HR goals.

Keep in mind that committing to tools blindly may disrupt your transformation process and impact your long-term goals and crucial functions like onboarding and offboarding of employees, performance management, tracking and validating timesheets, etc.

Implement and measure

Start by gradually implementing the selected HR technology and aim for seamless integration with existing HR data and systems. Your goal is not to disrupt the existing system but to bring a gradual, easy-to-adapt change. Implementing the software is not the end of the process but the beginning of a new task— measuring and optimizing performance.

Monitor the process, keeping the performance and the employee experience into account.

Emphasizing the digital culture

Technology is not the only requisite of an HR transformation but the digital transformation of an entire organization. Hence, it is vital to prioritize employees' experience to ensure the plan addresses their needs and offers sufficient communication about the changes. Periodically gather feedback and understand the mindset of everyone involved. And build a healthy company culture.

Case studies

Anchor Trust

Enhanced candidate experience by utilizing chatbots.

The biggest not-for-profit housing association in the UK— Anchor Trust, created a better recruitment process alongside prioritizing candidate experience. They had a clear goal–– to engage with a pool of potential candidates.

To achieve this, Anchor Trust started using a purpose-built recruitment, Chatbot Integra, in Facebook Messenger. Designed to understand questions, this chatbot could initiate conversations on screen and engage with candidates directly.

However, the success of this initiative was not dependent on technology alone.

The company strategized the chatbot by creating targeted social media campaigns and leveraging Facebook's robust analytics tools. This way, the chatbot crafted messages tailored to resonate with their target audience.

The results of this transformation,

• The conversion rate soared and achieved an impressive rate exceeding 27%.
• By embracing the chatbot, Anchor Trust had slashed substantial costs by 65%, bringing the average cost of recruitment campaigns to £18 per applicant from the previous £51.
• With chatbots, monthly applicant numbers surged by an astonishing 82%.

Pioneering automated HR operations and empowered employees with AI

IBM, a global company housing a workforce of over 400,000, is at the forefront of the digital HR revolution. Using a series of innovative experiments, the company has driven the evolution of HR solutions to a new level.

The company has introduced a revolutionary feedback process— "Checkpoint," that has boosted engagement, alignment, and goal management within its performance management system. Not only that, IBM strives for continuous development, and in the pursuit of continuous learning, the company is committed to a dynamic digital learning platform. This powerful platform has empowered employees to share and access valuable content and get training recommendations and external online learning resources.

IBM's commitment to digital transformation is commendable. To enhance HR operations, IBM harnessed AI investment in Watson to pilot CHIP (Cognitive Human Interface Personality), an intelligent chatbot, to handle HR inquiries.

• Increased engagement, alignment, and enhanced goal management.
• Empowering employees in enabling content sharing, personalized training recommendations, and integration of external online learning resources.
• The proprietary career management system can now assist employees in finding new job opportunities and assignments by reading peer patterns.
• The AI-powered chatbot (CHIP), handles a wide range of HR-related inquiries— reducing call center time and becoming popular among employees.

For HR professionals eager to initiate digital transformation, ascertain that your roadmap is concise and functional. Implementing HR digital transformation is great, but doesn’t make sense if you don’t look at their results. With TMI , you can leverage HR functions to respond to the challenges of a more digitalized future and arm yourself for these new challenges.

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12 Case Studies of Companies that Revised How They Compensate Employees

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Let Them Name Their Salary

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

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

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

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

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

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

Tailor Package for Youth Appeal

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

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

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

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

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

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

Equalize as You Acquire

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

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

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

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

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

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

Innovate for the New World

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

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

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

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

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

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

Stay Ahead of Expectations

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

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

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

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

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

Leverage Benefits for DE&I

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

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

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

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

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

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

Offer Skin in the Game

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

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

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

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

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

Pay Extra for Continuity

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

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

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

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

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

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

Give Them the Keys

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

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

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

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

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

Help Them Come, Go—and Stay

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

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

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

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

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

Give Sway to Local Management

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

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

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

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

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

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

Focus Benefits on Flexibility

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

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

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

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

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

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

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Case Studies: An Example of HR Policies in Action

• Employee Handbooks
• September 26, 2023

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

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

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

Importance and Benefits of Case Studies

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

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

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

Overview of HR Policies

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

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

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

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

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

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

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

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

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

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

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

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

What are HR Policies?

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

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

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

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

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

Why are HR Policies Important?

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

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

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

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

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

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

Case Study: HR Policies in Action

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

Background of the Company

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

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

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

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

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

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

HR Policies Implemented

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

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

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

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

Results and Impact of HR Policies

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

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

Analysis of the Case Study

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

Strengths and Successes of the HR Policies

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

Challenges Faced and Lessons Learned

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

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

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

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

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

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

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

Implementation Tips for HR Policies

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

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

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

Frequently Asked Questions

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

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

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

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

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

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

How can companies reduce employee turnover and increase store income?

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

How did Experian address high turnover rates?

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

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

Tehsin Bhayani

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What Amazon's human resources issues tell us about the state of HR tech

Uncover how your company can streamline HR processes.

PUBLISHED ON

November 8, 2021

“Amazon is the most technologically adept company around and they can't manage HR.”’

These are the words of Kara Swisher, said on a recent episode of the Pivot podcast, responding to the New York Times' revelations about Amazon's troubles with HR tech. Recently, the company faced widespread criticism for its labor practices and as the New York Times article explores, a growing list of HR misdemeanors. You might ask: if Amazon—one the wealthiest and most well-resourced companies in history—can't find an HR tech solution to handle its needs, what chance do the rest of us have? 

Attendance software issues have incorrectly penalized workers with medical conditions and other life crises for taking time off. Employees report receiving paychecks that are well below the amount they should receive, and in some cases, employees have even been unjustly fired for incorrectly recorded absences. 

Anybody who has ever missed a paycheck or has experienced payment issues can sympathize with the stress and burden it places on families and individuals with bills to pay. Unfortunately, these errors in the system are widespread and have affected employees at as many as 179 warehouses nationwide. 

To add to the problem, Amazon’s HR system makes it difficult for employees to receive any help when these issues arise. Many employees struggle with getting in touch with their case manager as they navigate automated phone trees in an attempt to find solutions. Even if they get past the automated messages and manage to get in touch with a human, communication within the company is subject to delays and errors that can result in weeks or months of lost income. 

Amazon is a large, innovative company with all of the capital and resources needed to be set up for success, yet they continue to struggle to effectively pay people on time, administer benefits, and manage paid time off. So what’s happening here?

The state of HR technology

While these issues certainly do not reflect well on Amazon, HR tech issues impact many companies worldwide. The NY Times article reveals that the main issue at hand is rooted in the patchwork of softwares that Amazon currently uses to track time off, including Salesforce, Oracle, and Kronos. These legacy HR softwares do not effectively integrate and are incapable of keeping up with the challenges that employers face today. 

As a result, much of the effort needed to manage the company’s complex HR processes must be completed manually, placing greater strain on Amazon’s HR employees and subjecting the whole system to human error. 

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Poor adoption and understanding of the system have also resulted in significant miscommunication of how it works and who is eligible for the various benefits. When employees do not receive the benefits that they are eligible for and entitled to, it becomes a legal compliance issue too. The company has been brought to court over these violations of state law, costing the company valuable time and resources and placing greater strain on fatigued employees.

Amazon, with around 950,000 employees in the United States alone, is a major employer. Globally, the company has 1.3 million employees. As a result, the company has a very complex system and structure in place. While Amazon is a case study where company size contributes to the issue, companies do not need to be a behemoth to face challenges with navigating multiple, ineffective HR tools. 

The role of HR leaders has become more complex

Complexity in the system is not going away any time soon. As more companies embrace distributed work, the challenges of managing payroll, benefits, and PTO are only going to increase. The more geographically spread out a company’s workforce is, the more challenges there are to navigate different state and country requirements. As companies increasingly look to hire abroad and to tap into labor markets internationally to access top talent, they need to expand their benefit package options to account for different laws and regulations. 

Keeping track of the different benefits available to employees distributed across country lines is no easy feat. It requires thorough training for HR employees to understand the different requirements and systems, and the nuances of when to apply each benefit. It also requires digital tools that are designed to meet the challenges of managing an international workforce. These digital solutions should not be overly complex to avoid creating the additional challenge of managing the system. 

The existing fragmentation within the HR software industry creates inefficiency, redundancy, and inaccuracies in HR processes. The ding to productivity and talent management is distracting and frustrating for employees and employers alike. It is clear that the global employment industry is ripe for disruption. There is a need for a modern SaaS solution that prioritizes customer experience and is capable of supporting global teams that are spread across dozens of countries. 

With the abundance of digital tools available to HR professionals, many companies get caught in the trap of using multiple tools to accomplish different tasks. Issues can quickly arise when a company uses one software program to store employee profiles and records and a separate program for pay and benefits. Employees are required to learn to use all of the different programs, requiring additional time and resources for training. These piecemeal solutions also often require manual data entry, creating more opportunities for inconsistencies and human error. The silos created when using multiple digital solutions also makes it difficult for companies to collect and analyze important data about their processes. Lack of transparency and access to data makes it difficult for companies to effectively identify and address issues with processes and systems before the problem compounds and becomes widespread. Companies are better off streamlining the number of tools that they use to improve efficiency. 

Another common issue that exists within the HR software industry is lack of attention to user experience and design. Digital tools are often glitchy and clunky to use, creating a costly and frustrating experience. Outdated payroll solutions are subject to errors and miscalculations. According to a survey conducted by Kronos with the American Payroll Association , 29% of respondents said their payroll solution is 10 or more years old. These older technologies are unable to keep pace with the rapid changes within the workforce. 

The modern jobseeker will look for companies with attractive benefits such as wellness programs, home office budgets, comprehensive healthcare coverage, disability insurance, paid time off, retirement plans, flexible schedule options, tuition reimbursement, and parental leave. The older software programs are not necessarily designed to effectively track and record this range of benefits that competitive companies are looking to offer, thus requiring multiple technology solutions. 

Creating a vision for a better future for HR tech

At Oyster, we’ve built a global employment platform that is designed specifically to help HR leaders handle the complexities of global hiring so that they can spend less time untangling tax, legal, and compliance issues, and more time building a delightful employee experience and thriving workplace culture. 

With the ability to manage teams across 180+ countries on one easy-to-use platform, Oyster was designed to scale with you. We offer an accessible solution for seamless employee onboarding, effortless global payroll, and benefit and equity management for global employees. 

Amazon will continue to grow as the world increasingly embraces ecommerce. As the company grows, there is an urgent need to proactively address these issues. If there’s one thing that this case study has shown us, it’s that the issues are not resolved with scale, but often exacerbated by it. 

Looking for a tool to help you get started with managing the payroll and benefits for your distributed team? Oyster makes administering benefits and remaining compliant across borders easy and integrated.

About oyster.

Oyster is a global employment platform designed to enable visionary HR leaders to find, hire, pay, manage, develop and take care of a thriving global workforce. It lets growing companies give valued international team members the experience they deserve, without the usual headaches and expense.

Oyster enables hiring anywhere in the world with reliable, compliant payroll, and great local benefits and perks.

Table of Contents

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5 challenges of international HR (and how to overcome them)

What global HR leaders need to know.

The most pressing challenges of international HR (and how to solve them)

The best strategies for overcoming these common challenges.

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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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8.5 Cases and Problems

Chapter summary.

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

Chapter Case

New on the Job

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

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

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

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

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

Team Activity

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

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

7 common HR problems in companies (and how to solve them)

If you've ever worked in HR, you know it requires you to juggle many tasks and responsibilities. This can sometimes overwhelm smaller teams or companies with limited resources and manpower.

The good news is that many of companies' most prevalent HR problems are common across industries and companies. As such, there's a wealth of information about how to solve them.

This article will focus on 7 of the most common HR problems in companies and provide a solution for each one.

But first, let's back up to look at what an HR department, or HR Management, actually does.

What does HR Management involve?

HR managers may be responsible for a wide range of activities related to hiring and managing employees at a company.

Responsibilities found under the HR umbrella might include:

• Job design ( job descriptions , recruitment ads , strategic prioritization)
• Workforce planning
• Training and development of existing employees
• Performance management
• Compensation and benefits management
• Navigating legal requirements
• Health and safety

In the largest organizations, these responsibilities are usually split across an HR organization. Smaller companies, however, often don't have that luxury, and one or two people may have to juggle these priorities.

This lack of resources or manpower is at the core of many HR problems companies face. There are many jobs to be done - all of which are important - but it may not be possible to do all of them with the limited resources available.

The rest of this article will focus on these challenges and offer possible solutions.

Common HR problems in companies and their solutions

HR problems in companies come in many shapes and forms. They also vary in seriousness and complexity, depending on the challenge and where the company is located and operates.

Consider the solutions to these problems to be guidelines. It might be necessary to seek outside help, depending on the resources available to you at your company.

1. Compliance with laws and regulations

The first common HR problem in companies is a big one: ensuring you adhere to all relevant laws in your operation area. This can be a huge challenge for small HR organizations, especially if no one on the team has experience dealing with local labor laws and regulations.

Key challenges that arise include:

• The tediousness of keeping track of all employment laws in all areas in which the company operates
• Ensuring that all operations, recruiting, and employment processes adhere to local laws
• A lack of time and expertise to understand the issues and nuances of the laws

Failure to fully comply with laws and regulations can lead to serious consequences for a small company, including audits, lawsuits, and even bankruptcy.

Potential solutions to this challenge include:

• Ensuring that at least one person on your management team is in charge of understanding local employment laws and regulations
• Giving that person the time and resources needed to study and understand those laws and regulations
• Consulting a legal expert with questions about the laws and regulations
• Auditing your existing processes to ensure that everything is above board

While these solutions will require more time and money, getting them right is critical to ensure your company's health and future success.

2. Health and safety

Like with laws and regulations, HR organizations often ensure all health and safety requirements are being met at the company.

• Creating and enforcing health and safety processes at the company
• Providing employee training and documentation of course completion to prove compliance with health and safety measures
• Monitoring and adapting to local health and safety laws
• Tracking instances of workplace injuries or safety violations to protect against potential workplace compensation lawsuits

Like with employment laws and regulations, failure to execute a thorough health and safety program can expose the company to costly lawsuits and injury claims.

• Designating a health and safety person or committee at your organization
• Giving them the tools and training needed to study and understand local health and safety laws
• Empowering them with absolute control over health and safety at the organization, including the power to make changes, upgrades, or even shut down operations temporarily if needed

Health and safety should be a top priority for any company. As such, this challenge should be on your shortlist to tackle as soon as possible.

3. Change management

Managing change can be a big headache for HR departments and their employees. This is especially true for fast-growing organizations experiencing rapid evolution in their processes or onboarding new employees at a high clip. Unfortunately, HR often bears the brunt of this frustration.

• Adapting HR processes and policies to match the company's growth and ambitions
• Balancing the needs and wants of legacy employees with those of new employees and management
• Ensuring open communication before, during, and after changes are made
• Dealing with negative feedback or frustrations from employees

When done poorly, change management can have an adverse effect on performance, staff engagement , and morale. It often falls on the HR department to find ways to ensure people-centric change doesn't affect productivity and output.

• Clearly communicating the benefits of change to all employees
• Implementing a change management process that outlines how, when, and where employees are informed of process changes
• Encouraging open and honest feedback from employees when a change is made
• Making it crystal clear why you are making a change and what the benefits are to the company and employees

It's not possible to please everyone all the time. But a few simple change management best practices can make your life much easier when scaling or altering your processes.

4. Compensation management

Compensation and benefits are one issue that no HR organization can get around. This is the core concern for all employees and has an immense impact on everything from performance to engagement to productivity.

• Knowing how to structure compensation packages to stay competitive in your industry
• Monitoring the recruitment landscape to see what others are offering
• Matching compensation demand in the market, especially if you're trying to compete against larger competitors
• Providing competitive perks, employee benefits , and bonuses that align with what your ideal candidates want

It takes a lot of time and money to ensure that your total compensation packages are appealing and competitive. In reality, small companies will struggle to compete against large corporations and their limitless budgets.

• Looking for free tools like Payscale and Glassdoor to create benchmark salaries that are based on aggregated real data
• Shortlisting competitors to watch and analyze what they promote on their careers sites in terms of perks, benefits, and compensation
• Focusing on employer branding and culture messaging to create intangible benefits for candidates
• Being creative with compensation to make up for less-than-competitive salaries

The bottom line is that larger companies can and likely will outspend smaller ones to land the best talent. To combat that reality, smaller companies should look to pitch what's unique and appealing about their company.

5. Landing top talent

Like with compensation, smaller HR organizations often get muscled out in the fight for top talent. This is another major HR problem in companies that don't have the resources to aggressively go after the best candidates.

• Being overtaken by a large amount of competition for top talent in skilled roles
• Having to spend lots of time, money, and effort to find top talent, all of which are in short supply
• Devoting the time that's needed to hire top talent while also juggling all of the other requirements of an HR manager
• Spending lots of resources to court a top candidate, only to have them leave early in their term with you or get scooped up by a competitor during the hiring process

Competition for top talent is fierce. Large organizations use every resource at their disposal to find and hire the best in the industry. Unfortunately, that means smaller organizations are often financially disadvantaged when hiring.

• Getting creative with how and who you hire
• Beefing up your employer brand to stand out from other companies
• Recruiting directly from colleges and universities to give new and hungry employees a chance to shine
• Leveraging networks and social channels to directly pitch candidates at no cost
• Hiring the best recruiter possible and letting them do their jobs

Smaller organizations will need to pick and choose their battles when competing for top talent. If budget and resources are limited, then it might make sense to only go after the best candidates for strategically critical roles or ones that will drive long-term success.

6. Retention

Landing top talent is one thing, but retaining them long term comes with a new set of HR challenges for companies.

• Focussing the bulk of your time and energy on employee retention
• Balancing the cost of hiring top talent, with the risk of them leaving prematurely
• Accounting for the variety of factors that might cause retention issues, including:
• External poaching
• Lack of engagement
• Lack of career development
• Lack of growth opportunities
• Non-competitive salaries or benefits
• Monitoring and adapting to issues that are leading to increased employee departures
• Maintaining productivity levels while balancing all of the above
• Finding a fine balance between culture, compensation, and incentives that boosts loyalty and retention: this will require some experimentation and lots of honest feedback
• Continuously monitoring employee sentiment via pulse surveys, 1:1 meetings, anonymous surveys , town halls, etc.
• Keeping an eye on the market to ensure that your compensation packages are competitive
• Monitoring employee churn rates and retention rates and adapting to what the data is telling you
• Addressing red flags before they become major issues

If you break down a month-to-month workload for most HR managers, employee retention is likely one of, if not their most important, priority.

Keeping employees happy and performing at a high level is incredibly important for a company's success and comes with many challenges for HR professionals.

7. Monitoring productivity and performance

Productivity and performance is a shared responsibilities between managers and the HR department. Managers are ultimately responsible for their team's performance, but it will fall on the HR department to make tough decisions if certain departments or teams aren't performing at the level they need to be.

• Monitoring performance and productivity levels to ensure that the business is operating efficiently and hitting output goals
• Identifying problems areas and taking necessary actions to turn things around
• Working cross-functionally to find root causes for low performance and identifying potential solutions
• Reporting human resource issues back to the executive team, who will then make strategic decisions

Keeping an eye on productivity and performance involves monitoring key indicators, engaging in candid conversations with managers and employees, and generally acting like a detective to find problems. While part of the job, it's a time-consuming responsibility and a common HR problem in companies.

• Using HR platforms that integrate performance management, goal management, and engagement tracking
• Looking for teams who are hitting their goals, studying what they do right, and presenting those processes as potential changes to the executive team
• Keeping clear lines of communication open with all managers to ensure that issues are addressed before they snowball

The HR department is often one of the busiest in most companies. That becomes even more apparent in smaller companies with fewer employees dedicated to these mission-critical tasks. This is a very multifaceted role that brings with it many unique problems and challenges.

Like with most business challenges, focusing on strong communication, technology, processes, and goal tracking can help you overcome these common HR problems in companies.

Brendan is an established writer, content marketer and SEO manager with extensive experience writing about HR tech, information visualization, mind mapping, and all things B2B and SaaS. As a former journalist, he's always looking for new topics and industries to write about and explore.

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HR Case Studies

Hr case studies from our clients, you may well identify with some of the case studies – in which case, we’re ready and able to help you too, just contact us , addressing performance/behaviour issues, excessive absence, hr systems hadn’t kept up with company growth, how much to pay a new employee, managing a prolonged medical incapacity, alcohol concerns, business performance declining, out-of-character employee absence, job abandonment, overwhelmed business owner post- covid-19, too many decision makers in a family-owned business.

• Workplace bullying by employee

Vaccination status demanded by clients

Managing low staff morale, no restraint of trade, lack of hr processes in a growing company, motivating a complacent sales team, addressing low staff retention rates.

Client problem: Team leaders were finding it difficult to hold their teams to account, and to discuss problems without escalating emotions and frustrations. This resulted in issues remaining unaddressed and high performing team members became frustrated and disheartened when poor performance was accepted, reducing their own engagement. Team leader communication in general was lacking in both positive and constructive feedback, for fear of getting it wrong.

ConsultingHQ’s solution: We started communication and feedback training for everyone, running small workshops on giving and receiving both positive and constructive feedback. We introduced some simple but effective tools for ‘filling buckets’ and improving self-esteem and self-worth, personal leadership, effective communication, keeping language ‘above the line’ focusing on positive actions and how to de-escalate emotions and reduce the ‘fight or flight mode’. We then ran training workshops with team leaders covering similar content with a focus on leading teams with a human approach, being open, clear and compassionate when presented with issues. Next, we ran team leader training on holding one-to-one review meetings with individuals on a regular basis, building confidence in setting up opportunities for both positive and constructive communication to become part of everyday practice.

Outcome: The workshops received positive feedback from attendees. Team leaders are more confident having difficult conversations, they are treating their teams with more care and consistency, resolving issues and giving praise in the moment. This has enhanced team feedback, open communication and real conversations. Collaboration and personal accountability is visible within the team. Review meetings are occurring regularly, which will feed through into annual performance and pay reviews.

Client problem: A warehouse team member was away on a regular basis, one or two times a week, for approximately six months, the manager raised their concern with the person on an informal periodic basis and offered support. No change occurred in their attendance, which disrupted operations and put pressure on other members of the team.

ConsultingHQ’s solution: We supported the manager by implementing a performance improvement plan, which involved documenting a timeline of the absences, informally meeting with the person to ensure a complete discovery was undertaken into the reasons for absence, options for support, rationale for improvement and time to improve. A formal performance improvement plan was implemented with regular documented check-ins. The worker had full opportunity to succeed. HR support was offered with a one-to-one meeting with the worker to ensure they were aware of the impacts of the improvement plan and that they explored all options of support.

Outcome: The worker decided that they were not able to fulfil the position requirements and resigned from the business. They were very grateful to the company for offering so much support and clear communication and left on good terms to find a more suitable position.

Client problem: A manufacturing company experienced rapid sales growth in the last five years, but internal systems hadn’t grown or evolved – and that included HR management. The client was concerned that they were over-resourced with skilled staff and were reliant on costly contract workers, rather than directly employed staff members. They sought a better balance to allow both flexibility and sustainability.

ConsultingHQ’s solution: We completed a strategic review for the client, which included a review of HR systems, organisational structure, workforce analysis, HR audit, employee satisfaction survey, and DISC profiles for managers and team leaders. We then spent two days on site meeting with the management team and conducting one-on-one discussions with all staff members. A Strategic HR report was created with recommendations and action plans going forwards.

Outcome: The client was delighted with our recommendations, which in their words was, “Great work – smack on!”. ConsultingHQ is now working with the client on an HR Business Partner basis. Early results are positive, with improved role clarity and communications, a more positive culture, and the development of company values. Future work will include a structural review, workforce planning, finalising roles, defining KPIs, and standardising the recruitment process.

Client problem: The business owner wanted to recruit an Operations Manager but was unsure what remuneration package to offer to be competitive in a tight labour market.

ConsultingHQ’s solution: We discussed the client’s requirements for the role, to understand the scope of the role and the level of experience required. We then completed a thorough New Zealand-wide analysis of total remuneration, including salary, wage benchmarks, and additional benefits. Similar calibre roles were assessed due to the complexity of the skills and experience required.

Outcome: The client received a comprehensive report detailing current remuneration benchmarks and labour market data. A recommendation was provided to ensure they captured the interest of high-quality candidates with the skills and experience they required. The client had powerful information to use in their recruitment campaign and remuneration negotiations.

Client problem: An employee sustained an out-of-work injury and the employer had attempted to manage the employee’s absence for the past nine months. The employer was now exasperated with no clarity on the employee’s return to work.

ConsultingHQ’s solution: We met with the employer and employee to assess the employee’s prognosis and return-to-work timeframe. We managed to obtain medical certificates from the employee, which they had been withholding from the employer, that indicated a lengthy recovery. After further assessment and investigation, a definitive date to return to full duties remained unclear.

Outcome: We managed the process of termination on medical incapacity grounds. This means the employer is now able to recruit a permanent replacement and move forward with their business goals after months of uncertainty.

Client problem: An employee turned up to work under the influence of alcohol. The employer sent them home and was unsure what to do next.

ConsultingHQ’s solution: We organised and supported a disciplinary meeting with the employer and employee. We explained to the employee there were health and safety risks to both themselves and the team by being at work while still intoxicated from the previous night’s social drinking. The employee wasn’t aware of the serious potential consequences and was genuinely apologetic. We arranged a follow up drug and alcohol test, through a reputable business, to ensure the employee was fit to return to work. A Drug and Alcohol Agreement was also implemented.

Outcome: The employee learnt the impact excessive alcohol consumption could have on their ability to work safely. The employer was confident they had met their Health and Safety requirements to protect their employee as well as the wider team. What’s more, the employer now feels confident to proactively manage any other drug and alcohol related concerns within their business.

Client problem: Since a new Operations Manager position was created and filled, this small business had problems delivering to clients, team morale had declined, and there was a lack of accountability to move things forward.

ConsultingHQ’s solution: After discussions with the client on the nature of the issues they were facing, we confirmed it was not primarily a performance issue, but rather a structural issue whereby the new role was not able to impact the business in the ways needed. Rather, it was hindering internal processes by adding unnecessary complexity to a very simple business structure. Therefore the position needed to be made redundant and resource be placed in the right areas to support client delivery.

Client problem: An employee began not coming to work at all and was taking a lot of shortened days. This was out of character for this particular employee, who had previously been consistent.

ConsultingHQ’s solution: Our consultant went to the employer’s site to interview the team member to understand what was going on, what had changed, and how they felt about their role moving forward.

Outcome: It was discovered that a fellow employee was bullying in the workplace and the worker felt anxious and scared to attend work. The alleged bullying employee was investigated and subsequently terminated from the place of work. The other employee now attends work regularly, and there are no further absenteeism issues.

Client problem: An employee had not been at work for several consecutive days and was not responding to messages or calls from their Supervisor.

ConsultingHQ’s solution: We attempted to contact the employee and also their emergency contacts with no response. We sent a letter requesting an urgent response and their immediate return to work or the employer may consider they had abandoned their employment.

Outcome: After no response and further attempts by us to contact them, a second letter was sent outlining their employment was deemed to be abandoned and terminated. We ensured correct processes were followed so the employer’s risk was mitigated.

Client problem: This business owner felt overwhelmed and exhausted post-COVID-19 and was unable to get clarity on future organisational strategy and structure.

ConsultingHQ’s solution: Our consultant met with team members and asked key questions about the business strategy and direction.

In doing so, we were able to understand the business strategy, assess skills, and identify skill gaps required to move the business to the next level.

Outcome: We made a recommendation for the company’s HR Strategy for the next 12 to 24 months, with the first 12 months broken into quarters, each identifying the HR tasks required at each stage to make fluid progress forward.

Client problem: There were some difficult key decisions to be made in succession planning in this family owned business.

ConsultingHQ’s solution: Our consultants went to the site, visit all the of the team, and identify key members of the business. We were then able to assist the Board by creating a future state organisational chart and help with decisions on the management team structure.

Outcome: ConsultingHQ managed a restructure of the business and ensured all position descriptions and areas of responsibility (decision making etc.) were up to date based on the most suitable people in the business. We also, assisted the newly-appointed GM on how to manage change moving forward by providing regular HR input onsite.

Workplace bullying by an employee

Client problem:   An employee made threatening remarks to their supervisor.

This employee had a history of being aggressive and threatening, to both management and other employees. On this occasion the employee had been challenged for incorrect timekeeping.

The employer had not followed the proper process in investigating and determining the appropriate discipline for the employee in any of the previous instances of poor behaviour. The company did not have HR documentation, such as policies and procedures, to support the disciplinary process.

The supervisor had made a police complaint and was reluctant to supervise the employee.

The risk and liability potential: The employer may be unable to dismiss the employee: if they did, it could result in a significant award in favour of the employee – including the possibility of the employee returning to the workplace. The alternative is that the employee remains in the workplace and the environment becomes dysfunctional and difficult to control and manage.

Outcome: We supported the employer to implement an immediate exit strategy for the employee in consultation with the employee’s representative. This resulted in a risk-free process that provided for an immediate solution freeing up managers and supervisors to focus on productive activities.

Client problem: Business owners were getting letters from their construction clients requesting the COVID-19 vaccination status of their on-site workers. Timeframes were given from the client to have workers vaccinated or they would not be allowed on site.

ConsultingHQ’s solution: We worked with the business owners to complete a risk assessment and consult with their team on a company-wide vaccination policy. We met with individual employees as needed to address any issues and concerns. We sent letters to clients to assure them of compliance, without breaching privacy standards for individuals.

Outcome: The client can complete any work where vaccinations are mandatory. It now has an engaged team that understands why vaccinations are required, what the policy is, and feel safe that rules are being followed with their privacy being respected. Any new hires now have a provision in their contract requiring vaccination before employment begins.

Client problem: Management felt morale was low throughout the business and wanted to understand why. 

ConsultingHQ’s solution: ConsultingHQ undertook one-to-one interviews with all team members to gain an understanding of their feedback, engagement, satisfaction, and internal areas for improvement.

Outcome: Feedback was provided to management (without disclosing employees’ names) with a report outlining prioritised suggestions for improving morale across the business. Six months later, morale was a lot higher. Staff felt management listened to their feedback and that having a third party involved has improved communication channels.

Client problem: One of the key team members left and went to the competition, taking clients and staff with them.

ConsultingHQ’s solution: We assessed what risk minimiszation tools were in place and found there was nothing in place to protect the employer – and nothing to deter any employees from doing this again in the future.

Outcome: ConsultingHQ set up the necessary tools for the business and undertook an entire review of their HR documentation. Since doing this we found there were a number of grey areas and loopholes employees could take advantage of and we have now eliminated them. The client has minimised all possible risks of this happening to them again.

Client problem: The business owner did not have adequate clauses in employment agreements or HR documentation in place to ensure a thorough process was followed that was legally compliant.  

ConsultingHQ’s solution: ConsultingHQ undertook a review of all of the company’s documentation and systems and found it was out of date and not suitable based on the growth of the business.

Outcome: All-new HR documentation was put into place ensuring that all recruitment and onboarding was thorough, legally compliant, and that there was a paper trail in place to protect the business.

Staff are now more engaged and more productive because their employment agreements are detailed and they know what’s expected of them.

Client problem: The seven-person sales team was not performing and the business was losing money. The team had become complacent and lacked energy and drive.

ConsultingHQ’s solution: ConsultingHQ spoke with the Sales Manager about reporting documentation and putting processes in place; how often meetings were being held (team and one-to-one sales meetings); what training was in place; and what sales results incentives were in place.

We found out there were no clear KPIs (Key Performance Indicators) in place, and no weekly activity reports being completed by the team members to hand to the Sales Manager. The team didn’t know what the focus for the quarter was and felt that no one was available to catch up with them regularly as management was so busy.

We put in place:

• KPIs based on the annual sales targets
• Weekly sales team meetings
• One-to-one sales meeting with each of the team members
• Weekly activity documentation
• Reports from the CRM system that were easy to follow and measure
• Team and individual incentives.

Outcome: The team is now motivated, focussed, accountable, and driven to reach sales targets.

Client problem: Staff retention was low, morale was down, and communication was inconsistent. The HR Manager approached ConsultingHQ to undertake a confidential survey of its 150+ employees.

ConsultingHQ’s solution: After meeting with the management team and understanding what their concerns were for the team, we created an online employee engagement survey that was distributed to each member of staff and management. Feedback was received in an anonymous manner, which we were then able to communicate back to management.

Outcome: Solutions were provided to the client on various areas of concern and six-monthly surveys are now scheduled until the organisation reaches a higher engagement rate. The management team meets with ConsultingHQ every quarter so we can track their progress and provide solutions on an on-going basis, to continually increase employee performance.

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Case Studies

We’re not the only ones excited about our high-touch approach to human resources. read these powerful case studies...the challenges, the solutions and the results..

FEATURED CASE STUDY

VHT Studios

Payroll & hr outsourcing, services rendered:.

• HR ADMINISTRATION

The Challenge

Imagine being the owner of a company with 65 employees and having your controller that managed payroll and HR tasks retire after 20 years of doing the job single-handedly. You might outsource accounting and try to manage without a system in place or the technology to support your needs. Yes, you want to focus on servicing clients and growing your company, but the HR issues can be all-consuming and your time is spent on putting out fires.

The Solution

VHT Studies engaged emphasisHR, who provided a complete HR proactive solution after an extensive on-site assessment of the company's needs and challenges.

“Our team came up with a proactive and comprehensive HR plan for VHT Studios and emphasisHR became an extension of VHT Studios by personalizing our services to their needs, helping them create a modern and progressive workplace, all for a great value”

Within a couple of months, emphasisHR put together all the disciplines within HR; payroll, compliance, technology, and administration, into one team, and implemented it, all at a price point VHT can justify. Today, VHT Studio's CEO has a consistent, dependable, and dedicated team to manage all of the company's HR needs, so he can continue to grow his company and free his team to focus on strategy and growth. Moreover, he can use the money saved to create greater client engagement. The personalized proactive solution that EHR provided transformed the way VHT manages payroll, benefits, compliance, and all HR tasks!

Let Us Do the Work. Schedule a Demo Now!

Would you like to know how emphasis can streamline your hr processes, deliver cost savings, and free up your time to focus on growing your business start by scheduling a free demo., 10 simple questions, instant results.

• Worried about your HR administration being up to code?
• In growth mode and unsure you have the experts on staff to deal with HR issues?
• Falling behind with the ever-changing laws and workplace culture?

See where you rank with our comprehensive HR Audit now!

• Question Papers
• Scholarships

HRM Case Studies With Solutions

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

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

Table of Contents

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

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

HRM Case Study 1

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

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

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

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

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

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

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

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

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

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

Questions for HRM Case Studies: Case Study 1

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

Solution for HRM Case Study 1

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

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

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

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

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

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

HRM Case Studies Part 2:

HRM Case Study 2

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

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

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

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

Solution for HRM Case Case Study 2

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

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

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

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

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

Related HR concept.

Slow down Production:

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

Employee Recognition:

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

Hawthrone Experiment:

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

Hygiene Factor:

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

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

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

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• Crime, justice and law

Machine learning helps flag issues with police forces sooner 

New proof-of-concept tool uses crime data to provide an early warning of potential problems, enabling quicker action from inspectors. 

His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services ( HMICFRS ) regularly inspects and monitors police forces using the PEEL (police effectiveness, efficiency and legitimacy) assessment. 

A police force is escalated into enhanced monitoring, also known as Engage, when a serious problem is found, and the response is not deemed sufficient. However, by this stage, service to the public may already have been impacted.  

HMICFRS approached the Accelerated Capability Environment ( ACE ) to see if there was a way to create an early-warning predictor tool which could estimate PEEL assessment grades before inspections. This would enable HMICFRS ’s inspection programme to be prioritised to more urgently visit forces which have been flagged, with the aim of helping to improve any issues – and making communities safer – sooner. 

Applying machine learning to crime data 

A decision was taken to focus on one of the PEEL assessment questions: how well forces investigate crime. Working with supplier The London Data Company , a proof of concept for a machine-learning algorithm was pulled together in just eight weeks.  

This used publicly available data from sources such as 999 calls, the Home Office and Office for National Statistics on levels of crime and crime outcomes. It was able to correctly predict the PEEL grade for a force in around 60% of cases and was one grade either higher or lower in around 90% of cases. 

Jacquie Hayes, HMICFRS insight portfolio director, said: “Our inspection process looks at a massive amount of data from a force, and broadly this tool is coming to a very similar conclusion.

“We are now exploring what more we can do with the data that we collect, as well as what other PEEL questions we could expand this to.”

HMICFRS , which has an ambition to be more data-driven, is now working with The London Data Company on how it can deploy the initial demonstrator tool into its live systems and overall inspection process over the next 18 months. 

In terms of potential next applications, Hayes said: “Fire and rescue is also on the list – but it’s a very long list, because we would like to do a lot of things with it! 

“You can’t replace our inspection teams with artificial intelligence, but we can certainly think about what this means for how we inspect, and I think this will have an implication on that.”

She added: “This tells us where there might be a problem, but not why there might be a problem, which is why we’d then want to follow up with inspection activity to check if that is right, what the source of the problem is and what the force is doing about it.  

“We want to make communities safer, so it’s not just about pointing out problems, it’s trying to support forces to improve those as well.”

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Evidence Review of the Adverse Effects of COVID-19 Vaccination and Intramuscular Vaccine Administration

Vaccines are a public health success story, as they have prevented or lessened the effects of many infectious diseases. To address concerns around potential vaccine injuries, the Health Resources and Services Administration (HRSA) administers the Vaccine Injury Compensation Program (VICP) and the Countermeasures Injury Compensation Program (CICP), which provide compensation to those who assert that they were injured by routine vaccines or medical countermeasures, respectively. The National Academies of Sciences, Engineering, and Medicine have contributed to the scientific basis for VICP compensation decisions for decades.

HRSA asked the National Academies to convene an expert committee to review the epidemiological, clinical, and biological evidence about the relationship between COVID-19 vaccines and specific adverse events, as well as intramuscular administration of vaccines and shoulder injuries. This report outlines the committee findings and conclusions.

Read Full Description

• Digital Resource: Evidence Review of the Adverse Effects of COVID-19 Vaccination
• Digital Resource: Evidence Review of Shoulder Injuries from Intramuscular Administration of Vaccines
• Press Release

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