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Cases in Human Resource Management

• David Kimball - Elms College
• Description

Cases in Human Resource Management provides students with insights into common challenges, dilemmas, and issues human resource managers face in the workplace. Using a wide variety of well-known companies and organizations, author David Kimball engages students with original, real-world cases that illustrate HRM topics and functions in action. Each case is designed to encourage students to find new solutions to human resource issues and to stimulate class discussion. Case questions challenge students to think critically, apply concepts, and develop their HRM skills. The contents are organized using the same topical coverage and structure as most HRM textbooks, making Kimball the ideal companion for any introductory HRM course.

See what’s new to this edition by selecting the Features tab on this page. Should you need additional information or have questions regarding the HEOA information provided for this title, including what is new to this edition, please email [email protected] . Please include your name, contact information, and the name of the title for which you would like more information. For information on the HEOA, please go to http://ed.gov/policy/highered/leg/hea08/index.html .

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Supplements

May adopt as a supplementary Text in the future.

KEY FEATURES

• Original case studies bring concepts to life through a number of well-known organizations, including Apple, Amazon, Google, LinkedIn, and Zappos.
• Case questions require students to think critically about HR issues and apply HR concepts to each case.
• An emphasis on important issues and current trends in HRM brings up key topics in the field such as state and federal minimum wage, succession planning, executive compensation, mindfulness, cyber attacks, CSR, and managing a multigenerational workforce.
• A chapter on international HRM topics examines important issues like that of helping expatriates succeed.

Sample Materials & Chapters

Chapter 7: Training, Leading, Talent Management and Development

Chapter 16: Global Issues for Human Resource Managers

For instructors

Select a purchasing option.

This title is also available on SAGE Knowledge , the ultimate social sciences online library. If your library doesn’t have access, ask your librarian to start a trial .

HR Training Resources

A Guide to Human Resources Management Case Studies

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

Key Takeaways:

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

The Changing Landscape of HRM

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

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

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

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

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

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

The Importance of Effective HR Strategies

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

Case Studies: Success Stories in HR Management

Case Study 1: Company X

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

Case Study 2: Company Y

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

Case Study 3: Company Z

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

The Impact of Strategic HR Practices

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

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

Fundamental Concepts of HR Management

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

Definitions and Clarifications

Let’s start by clarifying some key terms:

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

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

Inspiring Quote

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

Key Definitions

Management functions and responsibilities.

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

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

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

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

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

Skills and Competencies in HR Management

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

1. Integrity

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

2. Flexibility

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

3. Resilience

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

4. Proactivity

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

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

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

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

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

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

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

Employee Motivation and Engagement

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

Motivation through Recognition

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

Professional Development and Growth

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

Well-being Initiatives

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

Effective Communication

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

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

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

Strategies for Effective HR Management

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

Recruitment and Selection

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

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

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

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

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

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

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

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

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

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

Leveraging HR Technology

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

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

Case Study 1: Enhancing Recruitment with HRIS

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

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

Case Study 2: Optimizing Performance Management with Talent Management Software

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

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

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

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

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

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

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

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

Diversity and Inclusion in HR Management

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

Case Study 1: XYZ Company

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

Case Study 2: ABC Corporation

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

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

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

Adapting HR Practices in Times of Crisis

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

The Importance of Flexibility

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

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

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

The Power of Resilience

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

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

Proactive Planning for Future Crises

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

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

Table: Strategies for Adapting HR Practices in Times of Crisis

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

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

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

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

Source Links

• https://www.shrm.org/credentials/certification/educators/teaching-resources
• https://www.e-elgar.com/shop/usd/case-studies-in-work-employment-and-human-resource-management-9781788975582.html
• https://gfoundry.com/everything-you-need-to-know-about-human-resources-a-manual-for-managers-and-professionals/

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• September 26, 2022

Best HR Case Studies

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

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

An american mnc reduces attrition using people analytics and forecasting.

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

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

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.

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

Employee Management During The World Wars

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

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

The Post-War Scenario

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

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

The Nineties To Now

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

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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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Human Resource Planning (HRP) Guide and Examples

18 April 2024

10 min read

Who doesn’t love it when a plan comes together? When careful Human Resource management strategy combines with appropriate execution, you get to reap the fruits of your labor and drive success at your organization. Sounds nice right? That’s exactly what establishing an Human Resource Planning (HRP) process is all about.

You can’t predict the future and make all the correct choices needed to set yourself up for future success. But what you do have is access to data, like talent assessments, industry forecasts, performance metrics and more. The process of HRP leverages that information and allows you to get a peek into what the future might hold, and act accordingly today.

In this guide, we’re going to walk you through everything you need to know about the process of HRP for your Human Resource management, with relevant examples, key steps to take, and some challenges you can expect to face.

What is human resource planning (HRP) ?

In a nutshell, the HRP process identifies and forecasts your organization’s current and future workforce needs. This is a major step you’ll need to take in order to meet high level business objectives in the short term, and stay future-proof down the road . 

The process of HRP also involves taking a look at your organization’s talent requirements, assessing both internal and external factors that are impacting staffing levels, and creating a plan that makes sure the right people are in the right roles at the right time in your organization.

By aligning your HR strategies with business objectives and anticipating future workforce trends , you can help build a resilient and agile workforce capable of driving innovation today while maintaining an ongoing competitive edge.

What are the objectives of the HRP process?

Now that we’ve taken a look at what HRP involves, here’s some of the outcomes you can expect as a result:

Optimize workforce capabilities

The primary objective of an HRP process is to make sure your organization has the right people with the right skills in the right positions to meet current and future business needs. 

This means considering people with growth potential, and ensuring they’re allowed to grow, succeed and advance in their job, all the while contributing their productivity to your organization. 

By assigning your workforce appropriately, you’ll see improvements in Human Resource management, productivity and optimized efficiency as your team performs the work they’re most suited for.

Minimize performance gaps

HRP aims to identify and address any gaps between your demand for talent and the available supply within your organization. 

Doing so means looking at external factors (like unemployment forecasts) and internal data (like the number of employees at your company nearing retirement) and creating a strategy to fill gaps as they arise. By doing so, HRP will help you shrink performance gaps and ensure that your organization has the necessary talent to meet its goals.

Enhance employee engagement

Engaged employees are more productive, innovative, and committed to organizational success. 

The process of HRP requires strategies that aim to enhance employee engagement by aligning individual goals with organizational objectives, providing opportunities for career development, and fostering a positive company culture that aims to boost your employees’ satisfaction and well-being.

Reduce costs

When done effectively, HRP can help your organization optimize its workforce management processes and reduce costs linked to overstaffing, understaffing, turnover, and recruitment . By accurately predicting workforce needs and implementing cost-effective talent management tactics, an HRP process will contribute to overall cost reduction, improved financial performance at your organization, and ultimately a better bottom line.

Improve decision making process

The process of HRP provides valuable insights and data-driven decision-making throughout the entire organization, not just Human Resource management. 

With timely and accurate information about workforce trends, skill gaps, succession planning, and talent availability, HRP helps leadership teams make high-level strategic decisions that support business growth and competitiveness.

Put simply, the objective of the HRP process is to make decisions with confidence that will improve workforce management now, and set you on a track for success in the future. Then, you’ll be able to reap the benefits.

Benefits of The HRP Process

With the objectives of the process of HRP established, let’s talk about the benefits it offers. From more engaged employees to a boosted bottom line, here’s how HRP can help your organization: 

Improved organizational performance

HRP helps your organization align its workforce and strategic goals, making sure that talent is being used where it’s needed, and employees are working towards the company mission effectively. 

Predicting future workforce needs, identifying skill gaps, and implementing targeted development initiatives will lead to improved business performance and help your organization remain relevant even against stiff competition.

Higher employee engagement levels

As mentioned above, engaged employees are more committed, productive, and motivated. Through HRP, your organization can create opportunities for career development, provide clear pathways for advancement, and develop a culture of recognition and reward — in turn leading to higher levels of employee engagement, satisfaction and productivity. 

Ability to adapt to changing needs

The modern business environment is evolving faster than ever before, and your organization needs to be agile and responsive to changing market conditions, technology advancements, and customer preferences. 

An HRP process enables you to anticipate future workforce requirements, identify emerging skill needs, and proactively address potential challenges, making sure that you can adapt quickly to changing needs and remain competitive.

Challenges of The HRP Process

While there’s no doubt about the benefits of the process of HRP, you’ll still need to prepare for the occasional roadblocks that might come up. Here are some common challenges associated with HRP that you can expect:

Data availability and accuracy

Effective process of HRP relies on accurate and reliable data about your workforce demographics, skills, performance, and future business requirements. This can be easier said than done as you might find it difficult to access relevant data or ensure its accuracy. 

This is especially true if your organization heavily relies on manual processes and data input, which can increase the chances of human error. Inaccurate data will lead to flawed workforce forecasts and ineffective planning decisions, definitely a pitfall your team will want to avoid during the process of HRP.

Time consuming and costly

Developing and implementing an HRP process requires significant time, resources, and investment, something that can be overwhelming for teams with more than enough on their plates. 

For a meaningful HRP process you’ll need to gather and analyze workforce data, conduct workforce assessments, and develop workforce strategies, all of which can be time-consuming and costly.

Uncertainty of future needs

Predicting future workforce requirements in a dynamic and uncertain business environment can be quite a challenge. Factors like technological advancements, economic conditions, regulatory changes, and shifting market demands can lead to uncertainty with workforce planning efforts, making it difficult to anticipate future talent needs accurately, regardless of the available data.

Despite these challenges, many organizations are finding ways to prioritize developing an HRP process, realizing the strategic benefits more than outweigh the obstacles that might crop up.

Key Steps in the HRP Process

With something as complex as the process of HRP, it can be daunting to even take the first step. That’s why we’ve made a step-by-step list for you to check off, and hopefully make implementing HRP a little easier. To start you need to:

1. Analyze current workforce

Your HR team should conduct a comprehensive analysis of its current workforce, including demographic data, skills inventory, performance reviews , and employee engagement surveys . This analysis helps identify existing strengths, weaknesses, and areas for improvement within your organization.

2. Forecast future demand

Based on business projections, market trends, and organizational growth plans, it’s time for your Human Resource management team to forecast future workforce demand. 

For instance, if the company plans to expand its operations into new markets, you need to estimate the additional staffing requirements to support this expansion.

3. Identify talent gaps

By comparing projected demand with your current workforce supply, you can identify potential talent gaps or shortages.

For example, if the forecast indicates a need for more employees with specialized technical skills, your team can prioritize recruitment efforts in those areas to address the gap before it impacts your operational efficiency.

4. Develop strategies

Next up in the process of HRP, it’s time to develop concrete strategies to address the identified talent gaps and align your workforce with top-level objectives. This will involve kicking off recruitment initiatives, training and development programs, succession planning, or workforce restructuring to meet future demands effectively.

5. Implement and monitor

Once the HRP process has been set up, it’s time to implement strategies developed to monitor their effectiveness over time. 

For instance, if your organization launches a training program to upskill existing employees, you’ll need to track participant progress, evaluate program outcomes, and make adjustments as needed to ensure the program’s success and make adjustments where needed.

That’s all it takes to reap the rewards of a successful HRP process. While certainly easier said than done, following these steps should give you a solid framework for launching your own HRP process for Human Resource management.

Useful Tools for The HRP Process

A successful HRP process relies on several tools and techniques to gather data, analyze workforce trends, and make informed decisions. Here are some of the tools you can use in your own Human Resource management:

Surveys (like employee satisfaction surveys, skills assessments, and succession planning questionnaires) provide valuable insights into your employee preferences, skills, and career aspirations. 

They’re easy to deploy, relatively straightforward to interpret, and as an added bonus allows employees to have a voice, and feel that they can affect positive change within your organization. These surveys also help your Human Resource management team understand workforce dynamics and identify areas for continuous improvement .

Workforce analytics tools

Workforce analytics tools leverage data to analyze workforce trends, predict future talent needs, and assess the impact of your HR initiatives on overall performance. 

These tools use advanced analytics techniques to generate actionable insights that enable you to make strategic workforce decisions with confidence.

Of all the tools that benefit an HRP process, HRIS platforms might be the most relevant. They centralize employee data, including demographics, skills, performance evaluations, and training records in a single database, making them reliable, accessible, and consistent. 

HRIS systems streamline HR processes, facilitate data-driven decision-making, and enhance collaboration between the Human Resource management team and other members. Also, HRIS often includes reporting and analytics capabilities, helping you to generate customized reports and track key workforce metrics.

Maximizing HRP Impact with Omni

It is clear that having a good HRP process in place can mean productivity and profitability for a company. However, you need the right tools by your side to ensure you can maximize its impact on your Human Resource management with minimal effort. 

Affordable, functional, and suitable for modern growing businesses— Omni is the Human Resource management software that your business can rely on when developing your HRP process. Our all-in-one solution is specifically crafted to meet the unique requirements of your business, regardless of your geographical location. 

What’s more, HR automation tools like Omni provide clear and timely insights into your employee demographics and the ability to generate customized reports, helping you build and audit your HRP process backed by real data.

To join the 83% of Omni customers who have unlocked new, actionable insights after using our solution, book a free demo with our team today.

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1.4 Cases and Problems

Chapter summary.

• Human resource management is the process of employing people, training them, compensating them, developing policies relating to the workplace, and developing strategies to retain employees. Three certification exams, which are offered by the Human Resource Certification Institute, can be taken to show HRM skills and become more marketable.
• Human resource management involves seven main areas: (1) staffing, (2) workplace policies, (3) benefits and compensation, (4) retention, (5) training, (6) employment laws, and (7) employee protection.
• Human resource managers need many different types of skills. Being able to organize, multitask, and communicate effectively, as well as having specific job skills, such as how to run a particular computer program, and a sense of fairness and ethics, is crucial to a successful career in HRM.
• There are many contemporary challenges associated with HRM. First, it is up to everyone in the organization to contain costs. HR managers need to look at their individual departments and demonstrate the necessity and value of their functions to the organization. HR managers can also help contain costs in several ways, such as managing benefits plans and compensation and providing training.
• The fast-changing nature of technology is also a challenge in HRM. As new technologies are developed, employees may be able to implement innovative ways of working such as flextime . HR managers are also responsible for developing policies dealing with cyberloafing and other workplace time wasters revolving around technology. Employee stress and lack of work-life balance are also greatly influenced by technology.
• Awareness of the changes in the economy allows the human resource manager to adequately plan for reductions and additions to the workforce.
• The aging and changing workforce is our final factor. As baby boomers retire, there likely will not be enough people to replace them, and many of the skills the baby boomers have may be lost. In addition, having to work with multiple generations at once can create challenges as different expectations and needs arise from multigenerational workforces.

Chapter Case

Changes, Changes

Jennifer, the owner and manager of a company with ten employees, has hired you to take over the HRM function so she can focus on other areas of her business. During your first two weeks, you find out that the company has been greatly affected by the up economy and is expected to experience overall revenue growth by 10 percent over the next three years, with some quarters seeing growth as high as 30 percent. However, five of the ten workers are expected to retire within three years. These workers have been with the organization since the beginning and provide a unique historical perspective of the company. The other five workers are of diverse ages.

In addition to these changes, Jennifer believes they may be able to save costs by allowing employees to telecommute one to two days per week. She has some concerns about productivity if she allows employees to work from home. Despite these concerns, Jennifer has even considered closing down the physical office and making her company a virtual organization, but she wonders how such a major change will affect the ability to communicate and worker motivation.

Jennifer shares with you her thoughts about the costs of health care on the organization. She has considered cutting benefits entirely and having her employees work for her on a contract basis, instead of being full-time employees. She isn’t sure if this would be a good choice.

Jennifer schedules a meeting with you to discuss some of her thoughts. To prepare for the meeting, you perform research so you can impress your new boss with recommendations on the challenges presented.

• Point out which changes are occurring in the business that affect HRM.
• What are some considerations the company and HR should be aware of when making changes related to this case study?
• What would the initial steps be to start planning for these changes?
• What would your role be in implementing these changes? What would Jennifer’s role be?

Team Activities

• In a group of two to three people, research possible career paths in HRM and prepare a PowerPoint presentation to discuss your findings.
• Interview an HR manager and discuss his or her career path, skills, and daily tasks. Present your findings to your 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.

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DECEMBER 31, 2017

In doing research for his book, Jonathan Ferrar found numerous examples of successful analytics projects. A New Workforce Planning Model: Why Position Management Is Flawed. Most organizations still develop workforce budgets for people, the same way they do for chairs.

Be careful! These books can change your career: People Analytics and HR-Tech reading list

MAY 14, 2018

The book covers the full People Analytics scope (Benefits, Compensation, Culture, Diversity & Inclusion, Engagement, Leadership, Learning & Development, Personality Traits, Performance Management, Recruitment, Sales Incentives) with numerous real-world examples , and shows how R can help”. Ben Eubanks (2018). Bernard Marr (2018). “A

A Complete Guide to the Employee Experience

JULY 14, 2023

For example , 71% of UAE-based HR professionals think the pandemic increased employee expectations , especially around health and wellness benefits. Take payroll as an example . For example , if payroll management is easy and requires less effort, you can instantly create a happier workforce .

Case Studies: How Companies Use People Analytics to Achieve Results

DECEMBER 4, 2019

While there is countless evidence from research that people analytics and workforce planning deliver value to organizations , there is still the question of “how” exactly this value is achieved. The post Case Studies : How Companies Use People Analytics to Achieve Results appeared first on Visier Inc.

Does Your Company Need a Leader of Remote Work?

EngagementMultiplier

DECEMBER 29, 2021

It’s an interesting question and one that more leaders are asking themselves as they devise their future workforce plans . At the other end of the spectrum are companies like Automattic, GitLab, and Basecamp, all of which had fully remote workforces well before the pandemic. Everyone works from the location they choose.

#HRanalyticsLDN - Social Analytics and Digital Transformation at AXA

MAY 11, 2016

The solution to this needed to be strategic workforce planning using quantitative and qualitative diagnosis around FTEs, skills, culture change etc. I guess the thing which made the case study particularly interesting was that it concerned digital transformation which is such a massive change driver for many organisations today.

[VIDEO] The Difference Between People Analytics and HR Analytics

MARCH 8, 2018

Workforce analytics was more often used more by software providers that helped on workforce planning , like Willis Towers Watson. It is, for example , hard to find a software provider that doesn’t sell an HR analytics tool. So what do the experts think? People and HR analytics are often used interchangeably.

Workforce Readiness: The Learning Metric that Leads to Real ROI (i4cp login required)

DECEMBER 10, 2020

These findings further validate the workforce upskilling, reskilling, and/or new-skilling efforts i4cp sees among so many of the high-performance organizations with which we work. Take, for example , i4cp member Accenture. Workforce readiness is critical and should be viewed and managed as a key organizational success criterion.

Be careful! These books can change your career: People Analytics reading list

Using GM case study and other highly adaptive organizations, Arena provides a model to follow.”. Strategic Workforce Planning : Developing Optimized Talent Strategies for Future Growth. A playbook for workforce planning from beginning to end. Bernard Marr (2018). “A Ross Sparkman (2018). “A Harriott (2016).

Top 100 HR and Recruitment Blogs [by Organic Traffic with Top 3 Articles Each]

APRIL 17, 2020

” Here’s a screenshot from ahrefs with an example of the Ongig Blog’s Organic traffic: The organic traffic number represents an estimate by ahrefs of the volume of Google traffic going to these HR blogs. 8 Examples of Giving Positive Feedback to Employees. 3 Examples of Great Organizational Culture You Can Learn From.

How to plan for Coronavirus: A Case Study

MARCH 11, 2020

The airlines themselves are facing a major workforce planning challenge – but the effects will go far beyond transport companies. How can any business plan ? My job is to tell the story of software for workforce planning . The world economy is facing the biggest workforce planning challenge for the last 50 years.

The Truth About AI and Question-Based Cognitive Assessments

SEPTEMBER 25, 2023

For example : Kickresume is only as good as the information that it gets. For example , personality assessments are generally about understanding the type of work people will enjoy and how best to psychologically support them in a working environment. The truth is, no. Change the approach Not all assessments need to be a test.

AI Is Shaking Up the Workplace. But It’s Talent Leaders Who Will Shape the New World of Work, Says LinkedIn’s CEO

Linkedin Talent Blog

OCTOBER 2, 2023

Then they identify the gaps that exist right now and fold it into their learning plan .” Well, for one example , Genpact saw a need to upskill its whole workforce on generative AI. So, who’s writing these breakthrough playbooks? How does that play out? What does that look like?

Bet Big on These HR Tech Conference 2017 Sessions

SEPTEMBER 25, 2017

Elaine Orler of Talent Function Group will share important talent acquisition trends, valuable solutions, and real-world examples of how inventive organizations are recruiting and hiring today – and will be in the future. Find out more about what we’re planning for you ! Hiring the right talent is key to succeeding in business.

Best Human Resources Book You Should Read in 2020

APRIL 16, 2020

Written by the CEO and chairman of Gallup, Jim Clifton, as well as the chief scientist of workplace management and well-being for Gallup, Jim Harter, the book dives deeply into 52 important findings from Gallup’s largest global study of the future of work. Modern solutions to these archaic hiring practices do exist.

What is talent development and how to make the most of it

Business Management Daily

DECEMBER 14, 2023

Workforce planning is fundamental to keeping a company functioning. For example , Google’s aim to be the world’s go-to search engine has led to free search engine tools that help small businesses get on the map without paying a cent in advertising fees. What is talent development?

Why People Analytics isn?t Delivering on its Promised Value

JUNE 25, 2018

Case studies provide anecdotal, confirmatory evidence. Yet the hype and excitement with which companies jump on board with People Analytics quickly fades, once the majority of CHROs realize they’ll not come close to mirroring the results seen in these much-publicized case studies . That’s an ROI of 13X. Dashboards sell.

Ensure the Effectiveness of Your HR Strategy

Brandon Hall

MAY 6, 2021

Although budgets played a part, many struggled with workforce planning and readiness. A lower retention rate, for example , may be reflective of a successful strategy for hiring for more low-level positions that generally last for a shorter amount of time rather than a problem to be addressed right away. Consequences.

JUNE 30, 2023

For example , if a company is looking to expand abroad in the near future, it might need their employees to have specific skills and knowledge. On the other hand, if a company experiences growing demand for their products or services, they may need to increase their workforce to cope with this.

22 Best HR Podcasts to Listen to in 2023

JULY 11, 2023

Recommended episodes: Creating a Future-proof Company Through Organisational Design and Workforce Planning How to Turn People Data into Actionable Insights How Yelp Built a Successful Remote Working Culture 📌 Where to listen : You can listen to all the episodes of Digital HR Leaders with David Green on Apple Podcasts.

#HRanalyticsLDN - Day 1 at HR Analytics London - Nestle, Shell, ABN AMRO

That fits with my views as well - I don’t see many good examples around either (and we weren’t provided with any by Nestle, though they are back on today, so there may be some to come). Therefore I’ve been looking for some impressive case studies from the other presentations at the summit. Not that big a deal.

What is HR Analytics?

JANUARY 21, 2019

HR analytics is also referred to as people analytics, workforce analytics, or talent analytics. For example : How high is your annual employee turnover? A few examples . We’ve published some very practical case studies in the past that show a step-by-step approach to analytics. This also applies to HR.

JUNE 24, 2023

This reduces manual effort, minimizes errors, and allows HR professionals to focus on value-added activities such as strategic workforce planning and talent development. This empowers HR professionals to take proactive measures to mitigate risks, optimize workforce planning , and drive strategic initiatives.

Fact or Myth: One Size Fits All

Working Girl

APRIL 17, 2009

To give a rough example , workers in their twenties may place the most value on mentoring and career opportunities; workers in their thirties may be more interested in work life balance; workers in their forties may care about salary and/or span of control; and older workers may have more interest in comprehensive benefits packages.

Innovative Asian People Strategies

SEPTEMBER 30, 2011

Unfortunately, there wasn’t as much innovation in evidence as I would have liked, although a couple of the case studies were reasonably interesting. Summeet gave a nice example of workforce planning leading to a better understanding of the sorts of actions which would be needed to generate this success.

Hard times and poor responses in Recruiting

JUNE 16, 2011

One thing which has been made available is the CIPD’s new Resourcing and Talent Planning survey which I’ve been looking through. More than half use it for performance management processes (59%), succession planning (55%) and learning and development (53%). This issue appears to be exacerbated by organisation size. I do like this.

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This is not me

• Tim McConnell, MPA, SPHR
• Kathy Bedard, BA, CHRL
• Helen Carriere, BA, CHRP
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• Organization Architects
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• McConnell HR Consulting Inc. 555 Legget Drive, Tower A, Suite 204 Ottawa, Ontario, K2K 2X3

Human Resources Planning Case Studies

by Tim McConnell | Jun 12, 2011

Recent Articles

• Notes on CEO – Executive Director Salary Surveys
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• McConnell HRC’s Consulting Work Environment
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In this article we examine case studies of reviews we conducted for Human Resources Planning.

Reliable Human Resources Planning

Children’s aid society.

The Children’s Aid Society of Ottawa wished to improve efficiencies in the HR function. Staff time was consumed with duplicate data entry and many paper based manual transactions – limiting the department’s ability to serve its clients.

We conducted a review of the HR organization, HR programs and procedures, and HR service delivery. Recommendations were made in the areas of Human Resources Planning, organization, strategy and operations. This included increasing transparency and communications, identifying opportunities for greater efficiencies, realigning HR business processes and determining the best mix of Human Resources Planning for roles and skills.

Canadian Commercial Corporation

At the Canadian Commercial Corporation we worked with the Aerospace, Defense and Security Branch through the implementation of a major reorganization . This restructuring created a need for the redeployment of resources and the staffing of over thirty positions.

We provided guidance, direction and services in the areas of Human Resources Planning, job profiling, recruitment, interviewing and selection for both internal and external candidates – resulting in the successful implementation of the new organization.

Health Canada

OIMT was facing the need to better address client service and business requirements. There was a need to consolidate current Organization and Staffing plans; to effectively track, process and manage all Classification and Staffing actions; and to address skill set deficiencies for effective Human Resources Planning.

We developed Human Resources Planning that provided a strategic vision of HR management and outlined the right set of activities and programs to put Human Resources Planning into action. This defined how they could best align the skills and competencies of limited Informatics resources with the needs of clients to ensure effective Human Resources Planning

The Canadian Child Care Federation

“The Canadian Child Care Federation is a non-profit, charitable organization with a mission of achieving excellence in early learning and child care. We worked with McConnell HR Consulting Inc. to review the Federation’s Salary Grid and Performance Evaluation process.

We received the results we had hoped for and MORE. Tim and his team were very professional in identifying the needs of our organization. Tim met all his deadlines and his work was clear and concise. Overall, an excellent job … I would highly recommend McConnell HR Consulting Inc. to any group looking to use these services.”

~ Lynda K. Kerr, Director of Business Operations

Tim McConnell is Human Resources Planning consultants with McConnell HR Consulting Inc. They provide strategic Human Resources Planning services to enhance organizational effectiveness.  Tim can be reached at [email protected] .

Tim McConnell, MPA, SPHR Managing Partner

McConnell HR Consulting Inc. 260 Hearst Way, Suite 603 Ottawa, Ontario K2L 3H1 613-836-4648 http://ca.linkedin.com/in/mcconnellhrc www.McConnellHRC.com

Compensation Management   – Organization Architects –   HR Strategy   –   HR Outsourcing

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Human Resource Planning Practices – a Case Study of Lupin Pharmaceuticals

Continuous changes and development in service / product and process technology, various functions in Manufacturing and service industries in recent decades demand for the competitive edge in HRM practices. The present research study stresses on Human Resource Planning Practices. HRP practices is all about efficient management; efficient stategic management and primarily the efficient management of human resource in an organisation. It is important that the organizations adopt the appropriate and effective tools of human resource planning practices. This research aims to figure out the practices, employee perception and measures adopted by Lupin Pharmaceutical for Human resource planning practices. Chi square test is applied at (.05 or 5 %) significance level in this paper to check the authenticity of data given by the respondents. Findings suggests that it is difficult to assess accurate HR planning practices because practices itself does not produce right or wrong answers, but it produces a series of alternatives from which the right course of action can be chosen.

Related Papers

Journal ijmr.net.in(UGC Approved)

Aditya Gautam

This is the era of globalization where the business organizations face a cut throat competition among them. The organizations have now realized the importance of new HR practices to gain a competitive advantage over others and the performance has become an important issue for consideration. It has widely been accepted that the only organization that performs will survive and succeed. That's why most of the organizations have now started focusing on the performance of their employees. Performance management acts as a subsystem of human resource management function which focuses on providing support to employees for their individual and overall organizational development. Performance management system is a system which links the processes of planning, implementing, reviewing and evaluating for maintaining growth and productivity on the both levels, individual and organizational. The present research paper aims at identifying general understanding of employees regarding Performance Management System (PMS) and determining general employees perceptions towards the PMS implemented in the organization. The study has been conducted in the selected public sector organizations in the state of Uttarakhand. The findings of the study indicate that the employees have favorable attitude towards the performance management system implemented in the organization.

An entrepreneurial organization may grow its business either by internal expansion or by external expansion. In the case of internal expansion, a firm grows gradually over time in the normal course of the business, through replacement of the technologically obsolete equipments and the establishment of new lines of products. But in external expansion, a firm acquires a running business and grows overnight through a variety of corporate combinations. These combinations are in the form of mergers & acquisitions, tender offers, asset acquisition, joint venture and have now become important features of corporate restructuring. Human Resource Management (HRM), being a vital part of management, has potential to make strategic contributions to the growth and development of organizations. It is concerned with the most effective planning, acquisition, motivation and utilization of human resources for the attainment of organizational goals and the continued viability and success of the organization In the present paper an attempt has been made to analyze the impact of merger on HRM Policies and Practices of selected five Indian companies through Non-parametric Kruskal-Wallis H Test by applying SPSS Software.

The Sri Lanka Institute of Advanced Technological Education is a leading institute in Sri Lanka for providing technological education to the nation. This institute nowadays is known as an alternativehigher education to the universities of Sri Lanka. Eleven (11) Advanced Technological Institutes (ATIs) and eight (08) ATI sections are functioning under hub of SLIATE.In those nineteen institutes, eighteen institutes conducting Higher National Diploma in Information Technology (HNDIT) to students who successfully completed Advanced Level examination for any stream in Sri Lanka. The last three decades, industry of IT changes very rapidly. In every fractions of a second, more innovations or inventions come in or go out. To satisfy the needs of this industry is very challenging task. The growth of IT is affecting all the fields in the world. The present study is made an attempt to identify the mechanism of SLIATE and ITlecturers to improve the work efficiency along with rapidly changing IT industry. To achieve the aforesaid objective data is gathered from fifty-five IT lecturers of SLIATE working at different Advanced Technological Institutes those are located in several part of Sri Lanka. Due to small population and avoidance of sampling errors, censes was taken in data gathering. It is found that most of the respondents are dissatisfied by the facilities available at ATIs, training and development opportunities, motivations and Salary provided by SLIATE. All those factors massively influences on the efficiency of lecturing and effectiveness of learning in this higher educational sector.

The study deals with the assessment of women empowerment. It was designed to analyze the women participation in making decision, the role of government in empowering women, the influence of socio-cultural factors and the challenges affecting the women in leadership positions. The research design was mixed approach. Descriptive survey including both quantitative and qualitative method was employed. The sampling technique was both non-probability and probability incorporating random sampling technique. The study used primary data sources collected through questionnaires from the sample of 145 respondents. Hence, the finding shows that there is less emphasis for women empowerment in the organizations. In addition, the cultural and organizational factors affect women in leadership position

According to Human Relational Approach, the objectives of high organizational productivity, efficiency and effectiveness can be achieved through development of employee. Employee Development can be enhanced by improving the employee's skills. Requisite employee skills development is dependent on competency mapping. The aim of this paper is to know the effectiveness of Competency Mapping on Employee Development. On the basis of the results and findings based on the data analysis, it was concluded that the Competency Mapping has positive and significant relationship with Employee Development. The study further established that there was positive and significant relationship between Employee Development and Organizational Growth.There are certain factors which can support the organization to grow and develop; on the contrary, there are reasons which can hamper the working of the organization. Employee Development is one of the key factors for the achievement of organizational goals and also for the overall growth and development of organization.

Performance Appraisal is the system to evaluate the performance of the employees. In the area of organization Behaviour Performance Appraisal and Job Satisfaction are key area for relationship. There are many methods to carry out performance Appraisal of the employees in the organization. As per nature of job and structure of the organization various methods of Performance Appraisal are being implemented in the organization. In organization Performance Appraisal is the activity by which we can rate the work performance of the employees and we can use it for Salary determination, Bonus, Job Rotation, Transfer, Promotion and other Monetary and Non Monetary benefits. In this paper emphasis is given to explain Performance Appraisal, Job Satisfaction and impact of former to later.

The main purpose of this research is to know and examine the practices of recruitment and selection in Commercial Bank of Ethiopia (CBE) specifically Adama District Office/ ETHIOPIA. This research is conducted through descriptive research design. Because the researchers wanted to assess employees recruitment and selection practice on commercial bank of Ethiopia. That means the researchers only describe the current situation as it is without adding additional things. The target population of the study is the total employees of the district office. The total number of employees in the district office is 64. As the research is conducted using the census the researchers distribute questioner for all employees of the district office. The study uses both primary and secondary data. The information concerning on the situation mainly collected from the employees of the organization and human resource manager of the district. The researchers use internal and external vacancy posts to analyze the recruitment and selection practice of the district as a secondary data material. The researcher collected data by distributing questioners to employees, direct interviewing the human resource manager of the district office and reading the available document. The researcher also involved in the area to identify basic information that alien with the research specific objective and the research question. This means questionnaires, interviews and other document analysis of the district office. The technique of data analysis were handled in the way that each element include in the study are addressed and both qualitative and quantitative response of the questioners and interview and secondary data are analyzed. The data collected through questionnaire, interview and document analysis are analyzed using percentage. KEY WORDS: Commercial Bank of Ethiopia (CBE), Recruitment and Selection practiceAdama District Office,

the present situation of global warning the organizations also find out ways and techniques to deal with reduction in ecological footprints besides dealing with the economic issues. In order to attain success within the corporate community and to facilitate attainment of profit by the shareholders, organizations nowadays have to concentrate on social and environmental factors along with economical and financial factors. In the last few years ,the human resources department has undergone tremendous changes. HR leaders today are charged with adapting to today's changing workforce, becoming increasingly strategic and using technology and contributing tremendously to improve human capital management functions. Organizations are implementing and integrating green initiatives in their agenda with the help of their human resource. Managers make sure that their HR is utilizing green human resource practices in appropriate manner. The successful implementation of these sustainable corporate strategies within an organization requires

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Adeniyi T Adetunji

Dr. Loganathan

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• Published: 15 April 2024

Health workforce strategies during COVID-19 response: insights from 15 countries in the WHO Africa Region

• Adam Ahmat 1   na1 ,
• Sunny C Okoroafor 1   na1 ,
• James Avoka Asamani 1 , 2 ,
• Millogo Jean 1 ,
• Abdou Illou Mourtala 1 ,
• Jennifer Nyoni 1 &
• Kasonde Mwinga 1  

BMC Health Services Research volume  24 , Article number:  470 ( 2024 ) Cite this article

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Introduction

The COVID-19 pandemic unveiled huge challenges in health workforce governance in the context of public health emergencies in Africa. Several countries applied several measures to ensure access to qualified and skilled health workers to respond to the pandemic and provide essential health services. However, there has been limited documentation of these measures. This study was undertaken to examine the health workforce governance strategies applied by 15 countries in the World Health Organization (WHO) Africa Region in responding to the COVID-19 pandemic.

We extracted data from country case studies developed from national policy documents, reports and grey literature obtained from the Ministries of Health and other service delivery agencies. This study was conducted from October 2020 to January 2021 in 15 countries - Angola, Burkina Faso, Chad, Eswatini, Ghana, Guinea, Guinea Bissau, Ivory Coast, Liberia, Mali, Mauritania, Niger, Nigeria, Senegal and Togo.

All 15 countries had national multi-sectoral bodies to manage the COVID-19 response and a costed national COVID-19 response plan. All the countries also reflected human resources for health (HRH) activities along the different response pillars. These activities included training for health workers, and budget for the recruitment or mobilization of additional health workers to support the response, and for provision of financial and non-financial incentives for health workers. Nine countries recruited additional 35,812 health workers either on a permanent or temporary basis to respond to the COVID-19 with an abridged process of recruitment implemented to ensure needed health workers are in place on time. Six countries redeployed 3671 health workers to respond to the COVID-19. The redeployment of existing health workers was reported to have impacted negatively on essential health service provision.

Strengthening multi-sector engagement in the development of public health emergency plans is critical as this promotes the development of holistic interventions needed to improve health workforce availability, retention, incentivization, and coordination. It also ensures optimized utilization based on competencies, especially for the existing health workers.

Peer Review reports

Severe Acute Respiratory Syndrome Coronavirus type 2 (SARS-COV-2), which causes coronavirus disease 2019 (COVID-19) was detected in Wuhan, China in December 2019 and since then, it has been spreading rapidly [ 1 , 2 ], and mutating to produce different variants of the virus in different parts of the world. In response, the World Health Organization (WHO) declared COVID-19 a public health emergency of international concern on January 30, 2020, and called for collaborative efforts by all countries to contain its spread [ 3 ]. As of June 8, 2021, the pandemic has caused more than 3.7 million deaths with at least 172.6 million confirmed cases worldwide [ 4 ]. The characteristics of this pandemic are the speed of dissemination, uncertain knowledge, severity, and deaths among caregivers which increase the potential psychological impact on health professionals [ 5 , 6 , 7 ]. Globally, 10% of COVID-19 cases were health workers, with the pandemic highlighting the weaknesses in health workforce planning and management, including occupational safety mechanisms in the health systems of countries [ 8 , 9 , 10 ].

The cumulative number of COVID-19 cases reported in the WHO Africa region as of June 8, 2021, is 3.5 million with around 3% estimated to be health workers [ 4 ]. The cumulative total of COVID-19-related deaths is 88,274 with the regional case fatality rate being 2% [ 4 ]. In responding to the pandemic, African governments have made difficult decisions such as the lockdowns, promotion of physical distancing, wearing of face masks or face coverings, early detection, isolation and treatment of those infected with COVID-19 amongst other strategies [ 11 , 12 ].

Health workers are at the centre of the response globally and they are continually coping with the strain of responding to the pandemic whilst ensuring the continuation of essential health services provision [ 13 , 14 ]. Studies have suggested that health workers are faced with several risk factors in the course of performing these functions [ 15 , 16 ]. Not all health workers are adequately trained in the management of COVID-19 patients and there remains inadequate personal protective equipment including masks and other protective equipment [ 11 ]. The insufficient numbers of existing health workers are also overwhelmed with heavy workloads due to longer working hours and lack of rest. Furthermore, health workers are also faced with violence and stigma in the workplace, various mental health problems, and emotional distress and burnout [ 10 , 11 ].

In Africa, the COVID-19 pandemic unveiled huge challenges in health workforce governance in the context of public health emergencies. The pandemic also exacerbated the exposure of health workers to high workloads, hospital-associated infections, violence, stigma, psychological and emotional disturbances, illness, and even death [ 9 ]. African governments undertook several measures to address gaps in health workforce surge capacity, health worker protection and ensuring continuity of essential services. However, there has been limited or no documentation of the measures taken and lessons learned.

To provide a more comprehensive view on the impact of the COVID-19 on the health workforce, WHO developed a standardized measurement impact framework [ 17 ]. Applying this framework, a series of country case studies were initiated to examine the health workforce governance strategies applied by 15 countries in the WHO Africa Region in responding to the COVID-19 pandemic.

Study design

The overall approach is based on (i) an interim Guidance, developed by WHO in 2020, titled Health workforce policy and management in the context of the COVID-19 pandemic response [ 18 ] (ii) the standardized impact measurement framework [ 17 ], (iii) and the Health Labor Market Framework. Data was extracted from country case studies developed from national policy documents, reports and grey literature obtained from the Ministries of Health and other service delivery agencies from October 2020 to January 2021. The extraction focused on the content of health workforce plans for COVID-19 response, recruitment of the health workforce for the COVID-19 response, and health workforce mobilization for the COVID-19 response.

Study setting

This study was conducted from October 2020 to January 2021 in 15 countries - Angola, Burkina Faso, Chad, Eswatini, Ghana, Guinea, Guinea Bissau, Ivory Coast, Liberia, Mali, Mauritania, Niger, Nigeria, Senegal and Togo. These countries had existing country case studies from which information were extracted.

Data collection

A tool focusing on the COVID-19 response and the health workforce was developed to guide the data extraction from relevant documents. The tool comprised of sections on health workforce planning for COVID-19 response, recruitment of health workforce for the COVID-19 response and health workforce mobilization for the COVID-19 response. These sections were addressed to the following respondents: (1) National bodies for the coordination of the response and case management of COVID-19; (2) Department of Human Resources of the Ministry of Health; (3) Managers of health facilities; and (4) Departments of the Ministry of Health in charge of financial resources, studies and planning.

Secondary data from various sources publicly available and anonymized, including the Human Resources and Public Health Directorates of the Ministries of Health, and the grey literature such as the COVID-19 reportage website, situation reports of the national and sub-national levels, COVID-19 response plans, and reports of national COVID-19 coordination structures were collected.

Data analysis

Each of the countries analyzed their anonymized data and produced reports which were reviewed by a team of health workforce experts in WHO headquarters and Africa Regional Office. Most of the country reports also underwent stakeholder validation within the country and were cleared by government. The anonymized - quantitative data was extracted from each of the country reports into Microsoft Excel, analyzed and presented in summary in charts.

The results provide insights on the processes countries applied in planning for the health workforce within the national COVID-19 response plans as well as the strategy employed to ensure health workers are available to provide respond to the pandemic and provide essential health services.

Health workforce planning within national COVID-19 response plans

To lead the planning and coordination of the COVID-19 pandemic, the 15 countries established national multisectoral bodies. Twelve (12) countries - Angola, Burkina Faso, Chad, Eswatini, Ghana, Guinea, Ivory Coast, Liberia, Mali, Nigeria, Senegal and Togo - also had decentralized planning and coordination structures at the sub-national levels.

All 15 countries that are included in this analysis had costed national COVID-19 response plans. These plans were mostly finalized after the first cases of COVID-19 infection emerged in the countries. All the countries also reflected human resources for health (HRH) activities along the different response pillars (Table  1 ). Whilst Mauritania, Nigeria and Liberia identified training activities for health workers, Côte d’Ivoire, Liberia and Niger planned and budgeted for the recruitment or mobilization of additional health workers to support the response. All 15 countries provided a range of financial and/or non-financial incentives for health workers, examples are Burkina Faso, Chad and Togo.

Two countries (Eswatini and Ghana) developed stand-alone or HRH plans for COVID-19 which was an extension of the national COVID-19 response plan while others had applied the existing HRH plans in supporting the COVID-19 response in partnership with the human resource departments. At the time of developing initial COVID-19 response plans none of the countries estimated the surge capacity required for the response.

Recruitments

Nine countries– Angola, Chad, Ghana, Eswatini, Liberia, Mali, Niger, Senegal and Togo- recruited additional health workers either on a permanent or temporary basis to respond to the COVID-19. As shown in Fig.  1 , a total of 35,812 health workers were recruited in these countries. The recruitment process did not follow the usual norm of advertisement, shortlisting and evaluation of candidates. An abridged process that reduced the timeframe for recruitment was taken to ensure that needed health workers were in place for deployment. Ghana (65%, n  = 1357) recruited the most medical practitioners followed by Liberia (18%, n  = 384), Niger (13%, n  = 275), Mali (2%, n  = 47), Eswatini (1%, n  = 20) and Chad (1%, N  = 14). For nurses and midwives, 6 countries– Ghana (41%, n  = 4540), Liberia (37%, n  = 4013), Chad (10%, n  = 1057), Niger (8%, n  = 897), Eswatini (4%, n  = 410) and Mali (1%, n  = 55) recruited a total of 10,972 practitioners. Angola (41%, n  = 9290), Liberia (36%, n  = 8241), Ghana (10%, n  = 2241), Togo (8%, n  = 1708), Senegal (93%, n  = 770), Chad 93%, n  = 595) and Eswatini 91%, n  = 262) recruited 22,743 of other categories of health workers including pharmacists, pharmacy technicians and pharmacy assistants, Medical and pathological laboratory technologists and technicians, Technicians of Health information and health data entry officers, Community health workers, Health workers and hygiene and sanitation technicians, Medical imaging or therapeutic equipment technicians.

Distribution of health personnel recruited in 9 countries for COVID-19 response

Redeployment of health workers

The initial redeployment of existing staff in all 15 countries was not done based on methodologies or tools for estimating health workforce needs, rather based on perceived need. In Angola, Burkina Faso, Ghana, Ivory Coast, Senegal and Togo where existing 3671 health workers were redeployed to respond to the COVID-19, these redeployments, were carried out to strengthen the provision of COVID-19 case management services. A total of 3,671 health workers were redeployed in six countries– Angola (47%, n  = 1718), Burkina Faso (1%, n  = 47), Ghana (4%, n  = 148), Ivory Coast (32%, n  = 1165), Senegal (11%, n  = 419) and Togo (5%, n  = 174).

As shown in Fig.  2 , Angola redeployed 263 (15%) medical practitioners, 1085 (63%) nurses and 370 (22%) of other categories of health workers, and Burkina Faso redeployed 15 (32%) medical practitioners, 18 (38%) nurses and 14 (30%) of other categories of health workers to support the COVID-19 case management in the countries. In Togo, 13% ( n  = 23), 14% ( n  = 25) and 72% (126) of medical practitioners, nurses and other categories of health workers were redeployed to support the COVID-19 service delivery across the country.

Distribution of redeployments for better management of COVID-19 patients

National reports indicated that the redeployment of existing health workers was indicated to have negatively affected the continuity of essential health service provision. Suggested reasons included that health facilities were dispossessed, temporarily or permanently, of some of their key staff resulting in high workloads and closure or absence of some.

This paper examined the health workforce governance strategies applied by 15 countries in the WHO Africa Region in responding to the COVID-19 pandemic. This study indicates that HRH development activities were included in the COVID-19 response plans along the response pillars, especially case management, infection prevention and control, and risk communication. The planned activities included training of health workers, protection and recruitment or mobilization of additional health workers to support the response. Few countries planned for bonuses and other financial or non-financial benefits for health workers responding to COVID-19.

Health workforce planning is essential for health emergency pillars such as preparedness, response and recovery to ensure that sustainable essential health services are provided during public health emergencies including the COVID-19 pandemic. Moreover, health workforce planning ensures that a strategic approach is taken to ensure that the health workforce contributes maximally to ensuring health care services are provided and the health of the population is improved [ 14 , 19 ]. It also ensures that plans are put in place to ensure that health worker safety is ensured as this is important in facilitating effective service delivery. Additionally, it reduces the evident understaffing which resulted in most health workers being exhausted and facing mental health issues whilst responding to the pandemic or providing essential health services. Also needed is the training of the health workforce to ensure that the relevant skills needed for specific emergencies are put in place for quality response [ 20 ].

In planning for the health workforce in the context of public health emergencies like the COVID-19 pandemic, a whole-of-society approach is key considering that other ministries and stakeholders have roles in the management and funding of the health workforce [ 14 ]. A multi-sectoral approach to health workforce planning ensures that varied institutions pull resources at their disposal towards common objectives aimed at mitigating the impact of public health emergencies [ 19 ]. Consequently, this mitigates policy formulation and implementation barriers and assure scaled-up response with distinct sectors striving hard towards the accomplishment of common health goal that would otherwise be difficult for a single sector to achieve alone.

This study indicated that countries shortened the recruitment processes for health workers by applying a coordinated and consensual approach with other sectors to ensure needed staff were in the right place on time– this is one of the key lessons learned in these countries. Mobilizing and deploying health workers with the active involvement of the Directorate of HRH further improved the availability and distribution of the health workforce at the COVID-19 clinics. Effective deployment played a key role in ensuring improved health outcomes.

Planning and implementing financial and non-financial incentives for health workers is beneficial in motivating them to perform optimally whilst responding to public health emergencies [ 21 ]. Enhanced working conditions and environment also motivate them and improve retention [ 22 ]. To protect the families of health workers, risk assessments should be conducted with support provided to those that may need to either self-isolate or quarantine in the course of providing services to protect their families.

Estimating health workforce needs for public health emergencies is important as this ensures that numbers, skills and competencies are appropriate to respond effectively. However, this should be determined based on context as the health workforce needs would vary from one country to another. Furthermore, certain skills such as leadership skills, problem-solving skills, strategic skills, and communication skills are highly essential for the health workers whilst serving the needs of the people in the context of public health emergencies. Consequently, the skills of the health workforce for public health emergencies are critical for improved response [ 23 ].

Applying evidence-based approaches for the deployment or redeployment of health workers in the context of public health emergencies is key. Using evidence-based response parameters of interest in deploying or redeploying health workers during public health emergencies promotes mitigation impact uniformly and improves the efficiency in health service delivery [ 24 ].

Also important is learning from the public health emergency to improve resilience of the entire health system for future ones [ 25 , 26 ]. Several strategies, including those above, have been highlighted in the literature. Implementing these strategies should be guided by core principles which are government ownership and leadership, whole-of-government and whole-of-society approaches, ensuring equity by leaving no one behind, sustaining essential health service delivery whilst managing health emergencies, engaging and empowering communities, and learning from previous emergencies to improve policies and interventions [ 25 ]. The key strategies include fostering whole-of-society engagement to collectively address health challenges and reorganizing health systems to prioritize Primary Health Care (PHC). Investing in the Essential Public Health Functions (EPHF) serves as a foundational strategy, ensuring robust public health infrastructure with capabilities in disease surveillance, health promotion, and emergency preparedness. Addressing existing inequities in access to health services ensures inclusivity during emergencies. Sustainable financing is recognized as essential for stability, while creating an enabling environment for data generation, sharing, research, innovation, and learning underscores the importance of informed decision-making and adaptability in the face of evolving health challenges [ 25 , 26 ]. Implementing these comprehensive strategies would fortify national health systems, making them more resilient, equitable, and responsive to population needs.

Limitations

We planned to present the health workforce strategies applied in the 47 countries in the WHO Africa Region as part of the pandemic COVID-19 responses. However, only 15 countries agreed to participate in this process initially with issues on the need for data confidentiality being highlighted in most countries. Thus, the findings are not representative of the region. We are also aware that the response mechanisms continued to change after data was collected as countries continued to change strategies to respond to the evolving pandemic. Also important to note is that data management for the health workforce responding to the COVID-19 pandemic was not readily available, completed and centralized. Thus, the numbers of health workforce recruited in some countries were often not properly enumerated and disaggregated.

As health workers are core to public health emergency response, health workforce planning should be an integral part of public health emergency prevention, preparedness, response and recovery plans. A whole-of-government approach is important to ensure that all sectors contribute to achieving the set goals. Also, through a coordinated approach to mobilizing health workers in partnership with the sectors responsible for recruitment, deployment, education and regulation of health workers, the suitable distribution, competencies, and skill mix needed for the response would be available.

Data availability

The datasets used and/or analysed during the current study available from the corresponding author on reasonable request.

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Acknowledgements

We acknowledge the support of the government stakeholders and WHO Country Offices in Angola, Burkina Faso, Chad, Eswatini, Ghana, Guinea, Guinea Bissau, Ivory Coast, Liberia, Mali, Mauritania, Niger, Nigeria, Senegal and Togo that provided the country case studies. We also acknowledge the invaluable technical support provided by Pascal Zurn and Codja Lawrence of the Health Workforce Department of WHO headquarters in Geneva in reviewing and making technical inputs in this paper. The authors thank Ms Hazel Miseda Mumbo, Mr Apollinaire Yapi, Mr Mohamed Lamine Dramey and Mr San Boris for their support to the countries during the case study development process.

This research received no external funding.

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Adam Ahmat and Sunny C Okoroafor Co-first authors.

Authors and Affiliations

Health Workforce Unit, Universal Health Coverage - Life Course Cluster, World Health Organization Regional Office for Africa, Brazzaville, Congo

Adam Ahmat, Sunny C Okoroafor, James Avoka Asamani, Millogo Jean, Abdou Illou Mourtala, Jennifer Nyoni & Kasonde Mwinga

Centre for Health Professions Education, North-West University, Potchefstroom, South Africa

James Avoka Asamani

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AA, SCO, JAA, MJ, AIM and JN conceptualized and designed the study, and were involved in data analysis and interpretation. AA, SCO and JAA drafted the article. All authors have read and agreed to the published version of the manuscript.

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Correspondence to Sunny C Okoroafor .

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Ahmat, A., Okoroafor, S.C., Asamani, J.A. et al. Health workforce strategies during COVID-19 response: insights from 15 countries in the WHO Africa Region. BMC Health Serv Res 24 , 470 (2024). https://doi.org/10.1186/s12913-024-10942-z

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HRM Case Studies With Solutions

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

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

Table of Contents

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

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

HRM Case Study 1

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

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

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

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

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

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

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

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

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

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

Questions for HRM Case Studies: Case Study 1

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

Solution for HRM Case Study 1

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

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

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

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

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

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

HRM Case Studies Part 2:

HRM Case Study 2

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

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

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

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

Solution for HRM Case Case Study 2

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

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

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

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

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

Related HR concept.

Slow down Production:

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

Employee Recognition:

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

Hawthrone Experiment:

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

Hygiene Factor:

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

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

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

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