assignment questions for human resource management

Faculty Resources

Assignments.

The Human Resources Management course includes a series of openly licensed written assignments and discussions aligned to specific learning outcomes and chapters. If you import this course into your learning management system (Blackboard, Canvas, etc.), all of the assignments and discussions (listed in the table, below,) will automatically be loaded into your LMS assignment and discussion-board tools. They can be used as is, modified, combined with your own assignments, or removed altogether.

The assignments in this course align with the following scenario:

You are a college senior who has been selected to participate in a hybrid internship/onboarding program with an elite HR research and advisory firm. Your training consists of a combination of formal education—specifically, enrollment in this Human Resource Management course—and a rotation in support of the principals of the firm. In your rotations, you will synthesize what you’ve learned in the relevant modules to address firm or client issues, conducting additional research as necessary and developing draft deliverables as instructed by the principal consultant. The quality of your deliverables – that is, your ability to convert learning into practical insight – will largely determine whether, at the end of the internship period, you are offered a position with the firm or simply thanked for your participation.

You can view them below or throughout the course.

Assignment	Module Alignment
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Rubric for Assignments

There is also a sample rubric to assist you in grading. Instructors may modify these guidelines or use their own.

Criteria	Inadequate (40%)	Minimal (60%)	Adequate (80%)	Exemplary (100%)	Total Points
Organization and format	Writing lacks logical organization. It may show some coherence but ideas lack unity. Serious errors and generally is an unorganized format and information.	Writing is coherent and logically organized, using a format suitable for the material presented. Some points may be contextually misplaced and/or stray from the topic. Transitions may be evident but not used throughout the essay. Organization and format used may detract from understanding the material presented.	Writing is coherent and logically organized, using a format suitable for the material presented. Transitions between ideas and paragraphs create coherence. Overall unity of ideas is supported by the format and organization of the material presented.	Writing shows high degree of attention to details and presentation of points. Format used enhances understanding of material presented. Unity clearly leads the reader to the writer’s conclusion and the format and information could be used independently.
Content	Some but not all required questions are addressed. Content and/or terminology is not properly used or referenced. Little or no original thought is present in the writing. Concepts presented are merely restated from the source, or ideas presented do not follow the logic and reasoning presented throughout the writing.	All required questions are addressed but may not be addressed with thoughtful consideration and/or may not reflect proper use of content terminology or additional original thought. Additional concepts may not be present and/or may not be properly cited sources.	All required questions are addressed with thoughtful consideration reflecting both proper use of content terminology and additional original thought. Some additional concepts may be presented from other properly cited sources, or originated by the author following logic and reasoning they’ve clearly presented throughout the writing.	All required questions are addressed with thoughtful in-depth consideration reflecting both proper use of content terminology and additional original thought. Additional concepts are clearly presented from properly cited sources, or originated by the author following logic and reasoning they’ve clearly presented throughout the writing.
Development—Critical Thinking	Shows some thinking and reasoning but most ideas are underdeveloped, unoriginal, and/or do not address the questions asked. Conclusions drawn may be unsupported, illogical or merely the author’s opinion with no supporting evidence presented.	Content indicates thinking and reasoning applied with original thought on a few ideas, but may repeat information provided and/ or does not address all of the questions asked. The author presents no original ideas, or ideas do not follow clear logic and reasoning. The evidence presented may not support conclusions drawn.	Content indicates original thinking, cohesive conclusions, and developed ideas with sufficient and firm evidence. Clearly addresses all of the questions or requirements asked. The evidence presented supports conclusions drawn.	Content indicates synthesis of ideas, in-depth analysis and evidence beyond the questions or requirements asked. Original thought supports the topic, and is clearly a well-constructed response to the questions asked. The evidence presented makes a compelling case for any conclusions drawn.
Grammar, Mechanics, Style	Writing contains many spelling, punctuation, and grammatical errors, making it difficult for the reader to follow ideas clearly. There may be sentence fragments and run-ons. The style of writing, tone, and use of rhetorical devices disrupts the content. Additional information may be presented but in an unsuitable style, detracting from its understanding.	Some spelling, punctuation, and grammatical errors are present, interrupting the reader from following the ideas presented clearly. There may be sentence fragments and run-ons. The style of writing, tone, and use of rhetorical devices may detract from the content. Additional information may be presented, but in a style of writing that does not support understanding of the content.	Writing is free of most spelling, punctuation, and grammatical errors, allowing the reader to follow ideas clearly. There are no sentence fragments and run-ons. The style of writing, tone, and use of rhetorical devices enhance the content. Additional information is presented in a cohesive style that supports understanding of the content.	Writing is free of all spelling, punctuation, and grammatical errors and written in a style that enhances the reader’s ability to follow ideas clearly. There are no sentence fragments and run-ons. The style of writing, tone, and use of rhetorical devices enhance the content. Additional information is presented to encourage and enhance understanding of the content.
				Total:	50 pts

Discussions

The following discussion assignments will also be preloaded (into the discussion-board tool) in your learning management system if you import the course. They can be used as is, modified, or removed. You can view them below or throughout the course.

Discussion	Module Alignment
	Module 1: The Role of Human Resources
	Module 2: Human Resource Strategy and Planning
	Module 3: People Analytics and Human Capital Trends
	Module 4: Diversity in the Workplace
	Module 5: Workforce Planning
	Module 6: Recruitment and Selection
	Module 7: Onboarding, Training, and Developing Employees
	Module 8: Compensation and Benefits
	Module 9: Performance Management and Appraisal
	Module 10: Building Positive Employee Relations
	Module 11: Employee Termination
	Module 12: Employee Rights and Responsibilities
	Module 13: Union–Management Relations
	Module 14: Safety, Health, and Risk Management
	Module 15: Corporate Social Responsibility
	Module 16: Global Human Resources
	Module 17: Human Resources in Small and Entrepreneurial Businesses

Rubric for Discussion Posts

Answer keys for the discussion posts are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.

Discussion Grading Rubric
Criteria	Not Evident	Developing	Exemplary	Points
Submit your initial response	No post made	Post is either late or off-topic	Post is made on time and is focused on the prompt	10 pts
Respond to at least two peers’ presentations	No response to peers	Responded to only one peer	Responded to two peers	5 pts

Assignments. Provided by : Lumen Learning. License : CC BY: Attribution
Pencil Cup. Authored by : IconfactoryTeam. Provided by : Noun Project. Located at : https://thenounproject.com/term/pencil-cup/628840/ . License : CC BY: Attribution

Browse Course Material

Course info, instructors.

Prof. Diane Burton
Prof. Paul Osterman

Departments

Sloan School of Management

As Taught In

Industrial Relations and Human Resource Management

Learning Resource Types

Strategic hr management, assignments, course schedule.

Session 1: The Strategic Importance of HR Case: Southwest Airlines: Using Human Resources for Competitive Advantage (A), Stanford Case #HR-1.

Reading: Pfeffer, Jeffrey. The Human Equation: Building Profits by Putting People First . Boston, MA: Harvard Business School Press, 1998, chapters 1 and 2.

Assignment Questions

What is Southwest’s competitive strategy? What are the sources of its success? How does it make money?
What are the foundations of Southwest’s competitive advantage?
How are these sources of competitive advantage produced and sustained by what the organization does and how it does it?
To what extent are Southwest’s sources of advantage difficult to imitate and likely to persist over time?
To what extent is Southwest’s success based on Herb Kelleher?
How serious is the competitive threat? To what extent can United and/or Continental duplicate Southwest’s business model? Why or why not?

Session 2: Strategic Execution and Economic Value: Internal and External Alignment Case: Portman Hotel, HBS 9-489-104.

What is Portman’s strategy for competing successfully in its chosen market?
What behaviors, skills, and attitudes will it need from its people, particularly the personal valets, to execute its strategy?
How do Portman’s human resource management practices (recruitment, selection, compensation, training, career development, performance appraisal, staffing and organizational design, management and supervision) help or hinder the development of the skills and behaviors listed in Question 2.
Is Portman having problems? What are the symptoms? What are the causes of the problems Portman is experiencing?
What should Portman do?
How much should Portman be willing to invest to address its difficulties? Or alternatively, what is the successful implementation of Portman’s strategy worth? Some operating figures are given in the case. FYI: the capital costs of the hotel work out to $310,000 per room.

Session 3: Work Systems Cases: New United Motors Manufacturing, Inc (NUMMI), Stanford Case #HR-11.

Optional Reading: Rubinstein, Saul R., and Thomas A. Kochan. Learning from Saturn: Possibilities for Corporate Governance and Employee Relations . Ithaca, NY: Cornell University/ILR Press, 2001.

What is motivating the workers at NUMMI?
What are the design elements of the Toyota team-based manufacturing system?
Why has General Motors had so much trouble learning from NUMMI and Saturn?
Jamie Hresko is now running one of GM’s largest assembly plants. What advice would you give him for how he might introduce some of the NUMMI methods to this facility?

Session 4: The Role of the HR Function

Reading: Ulrich, Dave. Human Resource Champions: The Next Agenda for Adding Value and Delivering Results . Boston, MA: Harvard Business School Press, 1998, pp. 23-31 and 231-254.

Session 5: Self-Managed Teams Case: Slade Plating Department, HBS #9-496-018

Reading: Wageman, Ruth. “Critical Success Factors for Creating Superb Self-Managing Teams.” Organizational Dynamics . Summer 1997, pp. 49-61.

How would you describe the culture of the Sarto group? Be specific. How has it evolved? What impact has it had on the effectiveness of the group?
What are the determinants of social status and influence within the plating department? The Sarto group? The Clark group?
What do you learn by analyzing the data provided in the exhibits? How does this influence your interpretations of what is going on?
Why did management previously ignored the illegal “punch-out” system?
What actions would you take if you were Porter? What are the risks associated with these actions?

Important supplemental information: The 1996 starting salary in the Plating Department was $8.00; Tony Sarto’s hourly wage was $12.00. The average wage for semi-skilled workers in the U.S. was $12.00. Firms similar to Slade in the Michigan area, such as suppliers to the auto industry, paid an average hourly wage of $14.70. United Auto Workers working at the ‘Big Three (General Motors, Chrysler and Ford), had starting salaries around $13.00 an hour and earned on average $19.00 an hour. The minimum wage in 1996 was $4.25, raised to $4.75 on October 1, 1996.

Session 6: Participation and Involvement Film: Breakdown at Eastern Airlines

Reading: Pfeffer, Jeffrey. “Can You Manage With Unions.” Chap. 8 in The Human Equation: Building Profits by Putting People First . 2000, pp. 225-251.

Session 7: Training and Development Case: ServiceMaster Industries, Inc., HBS #9-388-064.

What role have ServiceMaster’s values and goals played in the firm’s success?
Why haven’t other companies successfully copied the ServiceMaster approach?
How important are training and development in the ServiceMaster system? How does ServiceMaster socialize its employees? How does training and development affect the organization’s continued growth?
Why has ServiceMaster been willing to spend the resources it has on training and development for a set of jobs that many might see as comparatively low-skilled and for positions that typically experience high turnover?
There have been proposals (particularly by former U.S. Secretary of Labor, Robert Reich) that the U.S. follow the lead of some other countries (e.g., France, Singapore) and mandate a certain level of training–for instance, as a percentage of the firm’s payroll. What do you think of this policy? Why and when might organizations spend less than a socially optimal amount on training? What else might be done if one believes that too little training and skill development are occurring in the economy?

Session 8: Culture Case: Morgan Stanley: Becoming a One-Firm Firm, HBS #9-400-043.

Reading: Kaplan, R. S., and D. P. Norton. “Linking the Balanced Scorecard to Strategy.” California Management Review 39, no.1 (Fall 1996).

What do you think of Mack’s strategy for increased integration? Is this compelling to you? Why or why not?
Given his strategy, what do you think of his emphasis on revamping the performance management system? What are the pros and cons of implementing a new system of the type being discussed?
If Mack is to be successful at changing the strategy and culture at Morgan Stanley, what other actions would you recommend he take? What other HR levers should he be thinking about using?
Given your answer to question #3, what recommendations do you have for how he should proceed? How should he implement these changes?

Session 9: Performance Appraisal Case: The Firmwide 360 Performance Evaluation Process at Morgan Stanley, HBS #9-498053 and Rob Parson at Morgan Stanley (A), HBS #9-498-054.

What is your assessment of Parson’s performance? Should he be promoted?
Using the data in the case, please complete the Evaluation and Development Summary presented in Exhibit 3 of the Rob Parson (A) case.
If you were Paul Nasr, how would you plan to conduct the performance appraisal conversation? What would your goals be? What issues would you raise and why, and how would you raise them?
If you were Rob Parson, how would you conduct yourself in the performance evaluation meeting? What are your goals? Be prepared to role-play the appraisal conversation in class as either Nasr or Parson.

Cases to be distributed in class: Rob Parson at Morgan Stanley (B), HBS #9-498-055, (C), HBS #9-498-056, and (D), HBS #9-498-058.

Session 10: Diversity Case: The Case of the Part-time Partner.

Reading: Thomas, David A., and Robin J. Ely. “Making Differences Matter: A New Paradigm for Managing Diversity.” Harvard Business Review (September-October 1996): 80-90.

Would you vote to make Julie a partner? Why or why not?
What are the pros and cons from the firm’s viewpoint and from the society’s viewpoint of this decision?
What is your assessment of how the firm handled the situation?
How might they have proceeded differently?

Session 11: Information Sharing Case: Jack Stack (A) and (B), HBS #9-993-009 and #9-993-010.

Reading: Case, John. “Opening the Books.” Harvard Business Review (March-April 1997): 118-127. (Reprint 97201)

What does it take to succeed in the engine remanufacturing business? What are the critical skills and organizational competencies?
What is it like to work in such a plant?
What are the major risks of a leveraged buy-out such as this?
What do you think of Stack’s ideas about management?
What are the key elements of the program Stack put in place?
Can this approach be used elsewhere? Under which circumstances would it be more (less) appropriate? How could it be implemented?

Session 12: Benefits Case: The SAS Institute: A Different Approach to Incentives and People Management Practices in the Software Industry, Stanford Case #HR-6.

Reading: Pfeffer, Jeffrey. “Six Dangerous Myths About Pay.” Harvard Business Review (May-June 1998): 109-119.

What are the complementary elements of the SAS HR system that make the compensation system effective?
Why has SAS been able to get away with a compensation system that seems to violate industry conventions?
Could the SAS approach work in other high technology organizations?
What would happen if VDS tried to emulate the SAS approach? Why?

Session 13: Compensation Systems Case: Visionary Design Systems, HBS #9-495-011.

What is the basic philosophy and values of VDS?
How would you characterize the VDS compensation (base, bonus, and stock) system? On what principles is it based?
Why has VDS had problems with its Product Data Management effort? To what extent do you see incentive issues as important? What other issues are important?
What should VDS do about the Product Data Management (PDM) problems?
Would you make any changes to VDS’ compensation systems? What? Why?

Session 14: Pay for Performance Case: Performance Pay at Safelite Autoglass (A) HBS #9-800-291.

What are the pros and cons of switching from wage rates to piece rate pay?
Is Safelite a good candidate for switching from wage rates to piece rates?
Should there be a guaranteed wage? If so, how should it be set?
What are the likely consequences of a switch from wage to piece rates for turnover, recruitment, productivity, and product quality?

Session 15: Non-Profit Management Case: The John Snow Institute.

How successful is JSI?
How effective is their current human resource management system?
What should Joel Lamstein do?

Session 16: Managing Service Workers Case: Harrah’s Entertainment, Inc.: Rewarding Our People HBS #9-403-008.

What were the challenges facing Gary Loveman when he took charge?
What were the key changes he undertook?
What were the consequences for employees?

Session 17: Alignment and Motivation Case: Nordstrom Department Store. Center for Human Resources, Wharton School of the University of Pennsylvania.

Reading: Simons, Robert. “Control in an Age of Empowerment.” Harvard Business Review . Reprint #95211.

How effective is Nordstom’s human resource management system? In what ways does it contribute to the firm’s success?
Do you have any concerns about the practices described in the case?
Would you change management systems at Nordstrom? Why? Which systems?

Session 18: Review & Wrap-up

Assignment Question

Reflecting on the companies we have studied in this course, as well as your own work experience, what lessons do you draw about the respective roles that general managers and the HR function in organizations should play in the management of human resources?

Summary of Class Sessions and Assignment Due Dates ( PDF )

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Human Resource Management Assignment

2017, Human Resource Management Assignment

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10 Assignments For Human Resource Managers To Develop Future Skills

By Simon Carvi
No Comments

The Covid-19 pandemic has put tremendous pressure on organizations to change the way they operate: from sales and marketing, to finance and customer service. CEOs know that resilience and capacity to innovate are deeply rooted in the company’s human resources.

To kickstart skilling efforts in the organization, what better place to start than to make sure the Human Resources department is properly equipped. Otherwise, who else should you empower to upskill the rest of your organization? As a matter of fact, the HR function is at the forefront of digital disruption. Your ability to build a skilled HR department is instrumental to make your organization future-ready.

Remember that when it comes to training, individual Active Learning (classroom, eLearning, reading, etc.) accounts for roughly 10% of the job only! Around 20% of the learning journey to retain a skill is done through others (mentoring, peer interactions, etc.) and 70% by actually doing things! Of course the right blend depends on you and other parameters, such as your company’s business, industry and individual themselves.

In this short article we will explore 10 SMART ways C-Level and Directors can make sure their HR Managers are being stretched in a good way, exploring projects that will strategically fit the company’s long-term growth and resilience to change.

Let’s get started!

Table of Contents

1. Present a digital transformation strategy to top management

Competency developed: Digital transformation.

Objective: Own the topic of digital transformation within your company.

Explanation: Yes, strategy! Ultimately digital transformation is about people skills and the ability to evolve in a digital environment. HR managers should be at the center of the conversation to understand future needs, analyze current gaps, and design a plan.

Tips: Read the literature on the topic. Collect feedback from experts or peers leading the same topic within their organizations. WORK WITH IT.

2. Create and present new dashboard to CHRO including key metrics and qualitative analysis

Competency developed: People Analytics.

Objective: Analyse your company’s HR performance and contribute to business success.

Explanation: Has your company a clear vision of its HR performance? Take advantage of the latest HR systems and Business Intelligence tools available to connect the dots. Measure actionable indicators and present them to management.

Tips: Collect expectations from CHRO and top management. Does your company already have a dashboard in place? Start collecting feedback from the current dashboard and try to connect new data points to provide new insights Collaborate with IT to learn how to structure and visualize data!

3. Make 5-year manpower plan aligned to business targets and present to top management

Competency developed: Strategic workforce planning.

Objective : Plan the Human side of your company strategy so it can meet its turnover, profitability, or sustainability targets.

Explanation : How workforce will be utilized in the future? How to attract and develop the necessary skills. You’ll need more than one meeting to produce such a plan.

Tips: Make sure you collect the most relevant business targets to get a clear vision of the 5-year objectives and gaps. Meet with business line manager, top management, and collect market data to validate assumptions.

4. Highlight company’s top 5 turnover reasons with action plan to top management.

Competency developed: Business partnering.

Objective: Develop your HR Managers to become real Business partner.

Explanation: From back seat to the front seat. HR managers are not only responsible for collecting data, but also to strategize an action plan.

Tips: This stretch assignment is better utilized during the yearly budgeting period where managers are expected to summarize data and action plans.

5. Ask HR Manager to personally train all managers on how to make Individual development plans

Competency developed: Career development planning .

Objective: Boost your organization career development culture and processes.

Explanation: It is true that HR managers do not own the career development paths of all employees, Line Managers do. On the other hand, HR Managers are responsible for the talent management process , making sure high potential employees are identified and that provided career paths match the organization’s long-term goals. This assignment will boost the HR Manager’s influencing skills while putting employee retention clearly at the center of the conversation.

Tips: This stretch assignment is better implemented with different workshops 5-7 managers maximum. Ultimately, the HR Manager shall control the quality of each Individual Development Plan (IDP) formalized. It is possible to imagine one on one sessions with managers failing to pass the IDP quality control.

6. Rethink your company’s benefit package and implement one innovative benefit in line with the new workplace reality

Competency developed : Compensation & Benefits management.

Objective : Make your company compatible with 2020 new workplace expectations.

Explanation : Disrupted times call for bold measures and flexibility has just become every employee’s number one priority. HR managers must be creative and offer to top management solutions that will guarantee performance while fitting the employee’s expectation of the new normal.

Tips : You do not need to think money when thinking benefit. A good place to start to ensure creativity would be to run a survey. For example, what does work from home implies for your employees, or top management? Try to know more about those changes, and how does the company can help.

7. Apply reverse mentoring within your team during monthly one on one sessions

Competency developed : People Management.

Objective : Become a more balanced leader, get a deeper understanding of the motivations of younger employees and get up-to-date with digital tools.

Explanation : The odds are your HR Manager is a bit older than the team he/she manages. Organize ways to collect constructive feedback about your leadership and use them to improve. Subordinates can offer a wealth of feedback and guidance (digital tools!).

Tips : Reverse mentoring is hard, but the benefits on leadership skills can be huge. Do come with an open mind. During the meeting, let subordinate talk most of the time. Receive their feedback with a smile and spare some time to study their deeper meaning.

8. Redesign performance management system to make it a continuous process.

Competency developed : Continuous performance management.

Objective : Retain and develop talents.

Explanation : Spoiler alert! Feedback is not a “twice-a-year” thing anymore and one should not wait 6 months to get a meaningful conversation about performance with its boss. To cope with new expectations of the workforce, it is critical companies rethink the way they manage and record employee’s performance.

Advice : Implement a culture of feedback by enforcing regular one-on-ones once per month. Turn to automated dashboards to measure competency development progress, KPIs and deviations.

9. Link learning and development activities to OKRs and competencies listed in your performance management system

Objective : Get ROI from learning activities offered to employees.

Explanation : Whether your organization use OKRs (Objectives and Key Results) or KPIs & competencies, make sure learning activities are linked with performance outputs. Follow up implementation on a monthly basis using one on ones.

Advice : Diversify learning and apply the 70/20/10 approach: Active Learning, Social Learning and Stretch assignments.

10. Implement monthly change management committees with top management

Objective : Put HR at the centre of change in your organization.

Explanation : HR Managers will not change organizations by themselves. They must collect voices from business line managers and must proceed to risk analysis before launching propositions.

Advice : Change needs buy-in at the highest level. Get your CEO buy-in and offer him a seat at your committee.

assignment questions for human resource management

Do you agree with those suggestions? Do they sound challenging enough to develop long-term skills? Or at the contrary too difficult? Are you an HR Manager willing to develop future-proof skills or a CEO that want to impulse change in the organization? Let us know in the comments below. If you want to get more ideas to develop your teams, you can browse different development plans with 70/20/10 activities on Huneety.com . New positions are added every week.

This article has been written by our guest writer Simon Carvi who is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition and Employee Retention globally and in APAC. Simon is passionate about how people learn and the future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributors.

You can reach him on Li n kedIN :

Simon Carvi

Simon Carvi is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition an Employee Retention globally and in APAC. Simon is passionate about how people learn and future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributor.

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11.1 An Introduction to Human Resource Management

What has been the evolution of human resource management (HRM) over the years, and what is the current value it provides to an organization?

Human resource management over the years has served many purposes within an organization. From its earliest inception as a primarily compliance-type function, it has further expanded and evolved into its current state as a key driver of human capital development. In the book HR From the Outside In (Ulrich, Younger, Brockbank, Younger, 2012), the authors describe the evolution of HR work in “waves”. 1 Wave 1 focused on the administrative work of HR personnel, such as the terms and conditions of work, delivery of HR services, and regulatory compliance. This administrative side still exists in HR today, but it is often accomplished differently via technology and outsourcing solutions. The quality of HR services and HR’s credibility came from the ability to run administrative processes and solve administrative issues effectively. Wave 2 focused on the design of innovative HR practice areas such as compensation, learning, communication, and sourcing. The HR professionals in these practice areas began to interact and share with each other to build a consistent approach to human resource management. The HR credibility in Wave 2 came from the delivery of best-practice HR solutions.

Wave 3 HR, over the last 15–20 years or so, has focused on the integration of HR strategy with the overall business strategy. Human resources appropriately began to look at the business strategy to determine what HR priorities to work on and how to best use resources. HR began to be a true partner to the business, and the credibility of HR was dependent upon HR having a seat at the table when the business was having strategic discussions. In Wave 4, HR continues to be a partner to the business, but has also become a competitive practice for responding to external business conditions. HR looks outside their organizations to customers, investors, and communities to define success—in the form of customer share, investor confidence, and community reputation. HR’s credibility is thus defined in terms of its ability to support and drive these external metrics. Although each “wave” of HR’s evolution is important and must be managed effectively, it is the “outside in” perspective that allows the human resource management function to shine via the external reputation and successes of the organization.

Catching the Entrepreneurial Spirit

Human resources outsourcing—entrepreneurial ventures.

Human resources is a key function within any company, but not all companies are able to afford or justify full-time HR staff. Over the last decade, HR outsourcing has become a good business decision for many small companies whose current staff doesn’t have the bandwidth or expertise to take on the risks of employee relations issues, benefits and payroll, or HR compliance responsibilities. This has led many HR practitioners to try out their entrepreneurial skills in the areas of HR outsourcing and “fractional HR.”

Human resources outsourcing is very commonly used by smaller companies (and often large companies too) to cover such tasks as benefits and payroll management. This is an area that has been outsourced to third parties for many years. More recent is the trend to have “fractional HR” resources to help with the daily/weekly/monthly HR compliance, employee relations, and talent management issues that companies need to address. Fractional HR is a growing industry, and it has become the service offering of many entrepreneurial HR ventures. Fractional HR is essentially as it sounds—it is the offering of HR services to a company on a part-time or intermittent basis when the company may not be able to justify the cost of a full-time HR resource. An HR professional can be available onsite for a specified number of hours or days weekly or monthly, depending on the company’s needs and budget. The HR professional handles everything from HR compliance issues and training to employee issues support. Also, for companies that are keen on development of employees, the HR resource can drive the talent management processes—such as performance management, succession planning, training, and development—for companies who require more than just basic HR compliance services.

How does a business leader decide whether HR outsourcing is needed? There are generally two factors that drive a leader to consider fractional HR or HR outsourcing—time and risk. If a leader is spending too much time on HR issues and employee relations, he may decide that it is a smart tradeoff to outsource these tasks to a professional. In addition, the risk inherent in some HR issues can be very great, so the threat of having a lawsuit or feeling that the company is exposed can lead the company to seek help from a fractional HR professional.

HR entrepreneurs have taken full advantage of this important trend, which many say will likely continue as small companies grow and large companies decide to off-load HR work to third parties. Some HR companies offer fractional HR as part of their stated HR services, in addition to payroll and benefits support, compensation, and other HR programmatic support. Having a fractional HR resource in place will often illuminate the need for other HR services and program builds, which are generally supported by those same companies. Whether you are an individual HR practitioner or have a small company of HR practitioners and consultants, fractional HR and HR outsourcing can be a very viable and financially rewarding business model. It can also be very personally rewarding, as the HR professional enables smaller companies to grow and thrive, knowing that its HR compliance and processes are covered.

What do you believe is contributing to the growth of the fractional HR and HR outsourcing trend? Do you expect this trend to continue?
At what point should a company consider bringing on a full-time HR resource instead of using a fractional HR resource? What questions should the company ask itself?

Human resource management provides value to an organization, to a large extent, via its management of the overall employee life cycle that employees follow—from hiring and onboarding, to performance management and talent development, all the way through to transitions such as job change and promotion, to retirement and exit. Human capital is a key competitive advantage to companies, and those who utilize their human resource partners effectively to drive their human capital strategy will reap the benefits.

Human resource management includes the leadership and facilitation of the following key life cycle process areas:

Human resources compliance
Employee selection, hiring, and onboarding
Performance management
Compensation rewards and benefits
Talent development and succession planning

Human resources is responsible for driving the strategy and policies in these areas to be in accordance with and in support of the overall business strategy. Each of these areas provides a key benefit to the organization and impacts the organization’s value proposition to its employees.

Concept Check

How has the function of human resource management evolved over the years?
In what way do you usually interact with human resources?

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Book title: Principles of Management
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Section URL: https://openstax.org/books/principles-management/pages/11-1-an-introduction-to-human-resource-management

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Human Resource Management Sample Assignment Questions and Answers

Unit h/617/1174 people management sample assignment.

You are completing a placement year, as part of your undergraduate degree in Human Resource Management and have secured a placement at the Chartered Institute of Personnel and Development (CIPD). You work in the Research section, which provides information on all aspects of HR. During your placement you will also have to undertake several assignments for your academic institution.

Task 1 – Meeting with your line manager

As part of your induction to the placement, your line manager wants to ensure that you have a firm understanding of how structure, culture and other factors impact on people in organisations. He also wants you to understand the differences between managing individuals and managing teams.

He has invited you to a meeting to discuss the topics below.

Meeting Preparation

In preparation for this meeting you have decided to produce a file which addresses each of the topics listed below. You will discuss this with him at the meeting. The contents of the file may be used to provide information to new staff, so it is important that it is written in an appropriate style. Your file must include:

An explanation of how organisational structure impacts on people in organisations
An analysis of how organisational culture impacts on people in organisations
An analysis of how organisational policies and procedures impact on people in organisations
An assessment of approaches to managing the performance of individuals

Meeting Follow-Up

At the meeting you have a very interesting discussion about how structure, culture, and other factors such as organisational policies and procedures can influence the strategies used to manage staff effectively. You also discuss some of the differences between managing an individual and managing a team. Your discussion draws on live examples from you and your line manager. Following the meeting, your line manager asks you to send him a paper by email consolidating your learning from the discussion. In the email you should:

Explain the steps needed to create and maintain effective teams

For a Merit you also need to:

Evaluate the external factors which impact on the management of individuals and teams

For a Distinction you also need to :

Analyse the management of teams and individuals through the process of strategic organisational change

MBA Assignment Help : Get Human Resource Management Assignment Sample online prepared by HRM Assignment writing experts at Assignment Task .

LO1 AC 1.1, 1.2, 1.3 LO2 2.1, 2.2

LO2 2M1, 2D1

Task 2 – Preparation of an article for the CIPD website

Following a successful meeting and on completion of your introductory period your line manager has been very impressed with your work so far.He has asked you to submit a draft article for the CIPD website. The purpose of this article is to help CIPD members understand how to develop individuals and teams. Your article should include case studies of business leaders and organisations and should cover the following points:

An analysis of the different training and development approaches used by organisations to attract, develop and improve individuals and teams.

For a Merit , your article should also include:

An assessment of the effect of incentives and rewards on the development of individuals and teams

For a Distinction you should also provide:

An assessment of the contribution of the application of motivational theories on the development of individuals and teams

LO3 AC 3.1 3M1, 3D1

Task 3 – Case study for assessment for your undergraduate degree

As part of the interim assessment of the work placement, your academic institution has asked you to produce an assignment that uses an organisational case study to demonstrate your ability to review people management strategies in an organisation. You can base your assignment on a case study of any organisation that you are familiar with and where you can access to the relevant information.

The case study should:

Describe people management strategies in your chosen organisation
Assess the impact of people management strategies on individuals and teams in your chosen organisation.

LO4 AC 4.1, 4.2

Guidelines for assessors

The assignments submitted by learners must achieve the learning outcomes and meet the standards specified by the assessment criteria for the unit. To achieve a merit or distinction grade, the learners must demonstrate that they have achieved all the criteria set for these grades. Where work for the pass standard is marginal, assessors can take account of any extension work completed by the learners. The suggested evidence listed below is how learners can demonstrate that they have met the required standards.

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Common Human Resource Management Interview Questions

1. how do you align hr strategies with overall business objectives.

Aligning HR strategies with broader business goals is crucial for organizational cohesion and progress. This ensures that every HR activity supports the company’s growth, culture, and competitive advantage. An adept HR professional understands that their role is not isolated to managing personnel but is fundamentally about fostering an environment where the workforce is engaged, skilled, and motivated to propel the business forward.

When responding to this question, it’s crucial to demonstrate a clear understanding of the company’s core objectives and articulate how HR initiatives can be designed to meet these goals. You could discuss methods such as using data analytics to inform workforce planning, developing training programs that equip employees with necessary skills for future company projects, or implementing performance management systems that align employee objectives with the company’s strategic plans. Highlight specific examples from your experience where you have successfully integrated HR strategies with business objectives, and describe the positive impact it had on the organization.

Example: “ Aligning HR strategies with overall business objectives starts with a deep understanding of the company’s strategic plan and the identification of key performance indicators. By integrating HR metrics with business performance data, I ensure that workforce planning is data-driven and closely tied to the company’s growth trajectory. For instance, in anticipation of a product launch, I have previously developed targeted training programs to upskill employees, ensuring the workforce is prepared to meet the demands of the new initiative. This not only supported the product launch but also fostered a culture of continuous learning and adaptability within the organization.

In addition, I have implemented performance management systems that directly link individual employee goals with the broader strategic objectives of the company. By doing so, employees understand how their work contributes to the company’s success, which boosts engagement and productivity. I have seen this approach result in a more motivated workforce and a significant increase in overall performance. Moreover, such systems allow for the tracking of progress and provide data for informed decision-making, ensuring that HR initiatives are flexible and can be adjusted in alignment with shifting business goals.”

2. Describe a time when you had to navigate a complex employee relations issue.

When dealing with complex employee relations issues, HR professionals must exhibit not only a deep understanding of company policy and employment law but also emotional intelligence and conflict resolution skills. They must balance the interests of the company with the rights and needs of employees, ensuring the candidate can safeguard the company’s integrity while fostering a positive work environment.

To respond effectively, candidates should outline a specific scenario, focusing on the actions they took to understand the issue from all perspectives. They should detail how they investigated the matter, the steps taken to ensure a fair process, the manner in which they communicated with all parties involved, and the outcome achieved. It’s essential to highlight the thought process behind each decision, emphasizing adherence to legal and ethical standards, and to reflect on any lessons learned from the experience.

Example: “ In navigating a complex employee relations issue, I once dealt with a situation where there were allegations of workplace harassment. Understanding the gravity of the situation, I immediately initiated a confidential and thorough investigation to gather all relevant facts. This involved interviewing the involved parties and any potential witnesses, while ensuring that the process was impartial and protected the privacy of those involved.

Throughout the process, I maintained open lines of communication, providing updates to all parties about the progress of the investigation without compromising confidentiality. My approach was to ensure fairness by adhering strictly to our company’s policies and the legal framework governing workplace conduct. After concluding the investigation, I facilitated a resolution that involved appropriate actions aligned with our company’s disciplinary procedures, which ranged from formal warnings to targeted training sessions to address the underlying issues.

The outcome was not only a resolution to the specific incident but also an enhancement of our workplace culture and a reinforcement of our zero-tolerance policy towards harassment. This experience underscored the importance of a structured, sensitive approach to employee relations issues, and the need for ongoing education on workplace behavior standards.”

3. What metrics do you prioritize in evaluating HR initiatives’ success?

Understanding the impact of HR initiatives on the organization is made possible through metrics. They provide a quantifiable measure of success, ensuring that HR strategies align with business goals and contribute to the overall performance of the company. By asking about metrics, the focus is on the candidate’s ability to translate people-focused activities into business outcomes and prioritize effectively.

When responding, be clear about which key performance indicators (KPIs) you believe are most important in HR. These might include employee turnover rates, time to hire, employee engagement scores, training effectiveness, and the return on investment (ROI) of HR programs. Articulate why you prioritize these metrics and how they help you make informed decisions. Share examples of how you’ve used these metrics in past roles to improve HR initiatives and contribute to the organization’s success.

Example: “ In evaluating HR initiatives’ success, I prioritize a balanced scorecard of metrics that reflect both the efficiency and effectiveness of our strategies. Employee turnover rates are critical as they often indicate the health of our organizational culture and employee satisfaction. A high turnover rate can signal underlying issues such as poor management practices or lack of career development opportunities, which require immediate attention.

Time to hire is another essential metric, as it reflects the efficiency of our recruitment processes. A shorter time to hire, without compromising quality, suggests that our talent acquisition strategies are streamlined and effective. However, it’s important to balance this with quality of hire, assessing the long-term performance and retention of new employees to ensure we are attracting the right talent.

Employee engagement scores provide a direct insight into how connected employees feel to their work and the organization, which is a strong predictor of productivity and retention. Training effectiveness is measured not just by completion rates but also by how well employees can apply what they’ve learned to improve their performance. Lastly, the ROI of HR programs is paramount, as it quantifies the financial impact of our initiatives, ensuring that we are not only fostering a positive work environment but also contributing to the organization’s bottom line. By monitoring these KPIs and analyzing trends over time, I have been able to identify areas for improvement, justify investments in HR programs, and demonstrate the strategic value of HR to the organization.”

4. Share an innovative approach you’ve implemented for talent acquisition.

Strategically sourcing and attracting individuals who will drive the organization forward is a key aspect of talent acquisition. It’s about showcasing creativity and resourcefulness in identifying and recruiting top talent, as well as revealing the candidate’s willingness to innovate and adapt in an ever-evolving job market.

When responding, you should highlight a specific example that demonstrates your forward-thinking and problem-solving skills in recruitment. Discuss the steps you took to identify the need for a new approach, how you developed or discovered the innovative method, and the results it yielded. Quantify the success with metrics if possible (e.g., reduced time-to-hire, increased quality of hire, improved candidate experience) to provide concrete evidence of the effectiveness of your innovation.

Example: “ In recognizing the need to attract top-tier talent in a competitive market, I spearheaded the adoption of a data-driven recruitment strategy that leveraged predictive analytics to improve the quality of hire. By analyzing historical hiring data, performance metrics, and industry trends, I developed a model that could predict candidate success within specific roles. This approach allowed us to focus our efforts on applicants who not only had the right skill set but also exhibited traits that aligned with high performers in our organization.

The implementation of this innovative method resulted in a 30% reduction in time-to-hire and a 25% increase in retention rates for new hires within their first year. Additionally, by targeting candidates who were statistically more likely to succeed, we enhanced the overall productivity of new teams formed, as evidenced by a 15% uptick in team performance metrics post-hire. This data-centric approach not only optimized our talent acquisition process but also significantly contributed to our strategic human resource planning by ensuring we had the right people in the right roles to drive business success.”

5. In your view, what’s the most critical aspect of workplace diversity and inclusion?

Creating a harmonious and productive environment where a variety of experiences, perspectives, and skills are valued and leveraged is the essence of workplace diversity and inclusion efforts. It’s about ensuring all voices are heard, respected, and considered in shaping company policies and practices, leading to innovation and a broader understanding among employees.

When responding to this question, it’s important to articulate that your approach to diversity and inclusion is not just about meeting quotas or checking boxes. Instead, emphasize your commitment to creating meaningful programs and initiatives that promote a sense of belonging for every employee. Share examples from past experiences where you have successfully implemented or contributed to diversity and inclusion strategies that had a tangible impact on the organization’s culture and performance. Demonstrate your understanding of the complexities of managing diverse workforces and your proactive approach to addressing the challenges that may arise.

Example: “ The most critical aspect of workplace diversity and inclusion is fostering an environment where all employees feel valued and empowered to contribute their unique perspectives and talents. This goes beyond mere representation; it’s about cultivating a culture of belonging where differences are not just accepted but celebrated as a source of strength and innovation. In practice, this means implementing targeted development programs, inclusive leadership training, and transparent communication channels that allow for diverse voices to be heard and acted upon.

From my experience, the key to success lies in integrating diversity and inclusion into the core business strategy, ensuring it’s not an isolated HR initiative but a fundamental aspect of the company’s identity. This approach has led to the creation of more cohesive teams, increased employee engagement, and improved problem-solving capabilities. By embedding diversity and inclusion into every facet of the organization, from recruitment and onboarding to performance management and career progression, companies can unlock the full potential of their workforce and drive sustainable growth.”

6. Outline how you stay current with labor laws and regulations.

Navigating the ever-shifting landscape of labor laws and regulations is a critical task for HR professionals to ensure the company’s compliance and protect both the organization and its employees. Mastery of this dynamic environment reflects an HR professional’s dedication to due diligence, risk mitigation, and the fostering of an ethical workplace culture.

When responding to this question, it’s important to outline specific strategies such as subscribing to HR law bulletins, attending professional workshops and seminars, participating in industry networks, and consulting with legal experts. Highlighting the integration of updates into company policies and training programs can also demonstrate proactive measures taken to disseminate this knowledge throughout the organization. It’s beneficial to share examples that illustrate how staying informed has positively impacted your past HR roles, such as revising company policies ahead of legislative changes or successfully navigating audits.

Example: “ To ensure compliance and the most effective HR management practices, I actively subscribe to several HR law bulletins and regularly attend professional workshops and seminars. This allows me to stay abreast of both federal and state-level changes in labor laws and regulations. Additionally, I am an active member of professional HR networks and online forums where peers and experts discuss the latest legal trends and court rulings that could potentially impact our practices.

Incorporating this knowledge into the organization, I routinely review and update company policies to align with the latest legal standards. For example, when the Department of Labor issued new guidelines on overtime pay, I promptly revised our compensation policies and conducted training sessions for managers to ensure our practices were compliant and transparent. This proactive approach not only minimizes legal risks but also fosters a culture of trust and adherence to ethical standards within the workplace.”

7. Detail a successful change management strategy you’ve executed.

Managing transitions smoothly and maintaining workforce stability are key components of effective change management in human resource management. This question allows employers to evaluate a candidate’s strategic thinking, adaptability, and leadership skills in the face of change, as well as their ability to communicate effectively and handle resistance.

When responding to this question, candidates should outline a clear scenario where they identified the need for change, formulated a strategy, and executed it successfully. They should discuss the steps taken to prepare the organization for change, including how they communicated the change to employees, managed feedback, and handled any resistance. It’s crucial to highlight the methods used to measure the success of the change initiative, such as employee satisfaction surveys, productivity metrics, or other key performance indicators. By providing a concrete example, candidates can demonstrate their proficiency in navigating the complexities of change within an organization.

Example: “ In implementing a successful change management strategy, the first step was to conduct a thorough organizational analysis to understand the areas that required change and the potential impact on stakeholders. Once the need for a new performance management system was identified, I developed a comprehensive strategy that included a clear timeline, resource allocation, and risk assessment.

To prepare the organization for this transition, I initiated a communication plan that involved transparent discussions with all levels of staff, explaining the reasons for the change, the benefits, and how it would be rolled out. This included workshops, training sessions, and open forums to address concerns and gather feedback, ensuring that the staff felt heard and included in the process. To manage resistance, I established a network of change champions across departments who could advocate for the benefits and assist their peers through the transition.

The strategy’s success was measured through a combination of employee satisfaction surveys, which showed an increase in engagement and understanding of the new system, and a review of performance metrics that indicated a more effective and streamlined process. Regular follow-ups and adjustments were made based on ongoing feedback, demonstrating adaptability and a commitment to continuous improvement within the change management process.”

8. How would you handle confidentiality breaches within the HR department?

HR professionals are the custodians of employee data and sensitive company information, and they play a crucial role in ensuring compliance and ethical conduct. Addressing confidentiality breaches swiftly and effectively is a testament to an HR professional’s commitment to upholding the sanctity of confidential information and their proficiency in crisis management.

When responding to this question, it’s essential to articulate a methodical approach. Begin by outlining the immediate steps to contain the breach, such as securing any leaked information and determining the extent of the exposure. Then, discuss the importance of conducting a thorough investigation to identify the root cause and any involved parties. Emphasize the necessity of transparent communication with the affected stakeholders, while still respecting privacy obligations. Finally, explain how you would review and strengthen existing protocols to prevent future incidents, including education and training for the HR team on the importance of confidentiality.

Example: “ In the event of a confidentiality breach within the HR department, my first step would be to contain the situation by securing any compromised information to prevent further unauthorized access. I would then work to assess the scope and impact of the breach to understand which individuals or data were affected. This would involve a prompt but careful investigation to pinpoint the source of the breach and identify any personnel involved.

Following the initial response, I would ensure transparent communication with all impacted parties, providing them with the facts of the incident and the measures being taken to address it, while maintaining the confidentiality of the investigation. It’s crucial to balance transparency with discretion to maintain trust and meet legal obligations. After addressing the immediate concerns, I would lead a comprehensive review of the HR department’s policies and practices to identify any gaps in our current procedures. This would likely include updating our protocols, enhancing security measures, and implementing regular training sessions for the HR staff to reinforce the importance of confidentiality and ensure everyone understands the potential consequences of breaches. The goal is to not only rectify the current breach but also to strengthen our defenses against future incidents.”

9. Illustrate your process for developing a company-wide training program.

Creating a company-wide training program requires an understanding of diverse learning styles, organizational needs, strategic alignment, and scalability. Employers are interested in your ability to design a training program that’s not only educational but also engaging and relevant to a wide array of employees.

When responding, outline a structured approach that begins with needs assessment, involving stakeholder interviews and skill gap analyses. Discuss how you would collaborate with department heads to tailor training that aligns with business goals. Highlight your method for selecting appropriate training modalities—whether in-person, online, or hybrid—and explain how you would incorporate adult learning principles to enhance engagement. Demonstrate your familiarity with measuring training effectiveness through feedback mechanisms and key performance indicators that ensure the training’s impact is both observed and quantifiable.

Example: “ In developing a company-wide training program, I initiate with a comprehensive needs assessment to identify skill gaps and align training objectives with strategic business goals. This involves engaging with stakeholders across various levels of the organization to gather insights and pinpoint specific developmental needs. By integrating feedback from these discussions, I ensure that the program addresses real-world challenges and enhances workforce capabilities in a meaningful way.

Selecting the right training modalities is critical, and I base this choice on the content, audience, and desired outcomes. A blended approach often maximizes learning retention and accommodates diverse learning preferences. I incorporate adult learning principles by creating interactive, problem-based learning scenarios that resonate with adult learners’ experiences. To gauge the effectiveness of the training, I establish key performance indicators linked to business outcomes and implement feedback mechanisms to capture participants’ immediate and long-term responses to the training. This data-driven approach allows for continuous improvement of the program and demonstrates a tangible return on investment.”

10. When have you had to make a tough decision regarding policy enforcement?

Enforcing company policy while being empathetic towards individual circumstances is a challenge HR professionals often face. It’s about assessing whether the candidate can stand firm on policy for the good of the organization while also considering the human element of HR work, ensuring fairness and adherence to company values.

Responding to this question, one should articulate a specific instance that showcases their ability to make difficult decisions with a clear rationale. It’s important to detail the thought process, the weighing of potential outcomes, and how communication was handled with the affected parties. Emphasize the steps taken to ensure the decision was aligned with both policy and ethical considerations, and reflect on the impact of the decision on the team and the company. Demonstrate an understanding of the delicate balance HR must maintain and show that you can make tough calls when necessary, without losing sight of the people involved.

Example: “ In one instance, I faced a challenging decision regarding the enforcement of a non-fraternization policy. Two high-performing employees, who were in a direct reporting relationship, had developed a personal relationship that was in violation of this policy. The policy was clear, but I had to consider the implications of strictly enforcing it, which could have resulted in the resignation or reassignment of valuable employees, and the potential impact on team morale and productivity.

After a thorough review of the policy, consultation with legal advisors, and careful consideration of the potential outcomes, I decided to enforce the policy. I communicated with the individuals involved with empathy, explaining the reasons behind the policy and its importance to the company’s culture and fairness in the workplace. I offered support in finding a solution that would allow them to continue their employment without being in violation of the policy. This decision reinforced the importance of policy adherence, while also demonstrating a commitment to treating employees with respect and dignity. The outcome was a respectful resolution that maintained the integrity of the HR function and upheld the company’s values.”

11. What steps do you take to ensure fair performance appraisals?

Fairness in performance appraisals is paramount, as they directly impact morale, career progression, and overall job satisfaction. An interviewer is keen on understanding if a candidate is both methodical and empathetic in their approach to evaluations, ensuring that all employees are judged against the same standards.

When responding, it’s important to articulate a structured approach, which could include setting clear, measurable goals for all employees, implementing a standardized rating system, and providing regular feedback throughout the appraisal period. It is also beneficial to mention seeking input from multiple sources to mitigate personal biases, offering employees the opportunity to self-assess, and ensuring that the appraisal discussion is a two-way conversation. Demonstrating a commitment to continuous improvement in the appraisal process itself, such as by regularly updating evaluation criteria to reflect current job roles and industry standards, can also reflect well on a candidate’s suitability for the role.

Example: “ To ensure fair performance appraisals, I initiate the process by establishing clear, measurable, and mutually agreed-upon goals with each employee. This sets a transparent benchmark against which performance can be objectively evaluated. I then employ a standardized rating system across the organization to maintain consistency in evaluations, minimizing subjectivity.

Throughout the appraisal period, I provide regular feedback to employees, fostering an environment of continuous development and allowing for adjustments before formal reviews. Additionally, I gather multi-source feedback to balance individual manager perspectives, thus reducing the risk of personal biases influencing appraisals. Employees are also encouraged to engage in self-assessment, which promotes self-awareness and personal accountability for their performance.

During appraisal discussions, I ensure they are interactive, providing a platform for employees to discuss their perspectives and contribute to the development of their professional growth plans. Finally, I am committed to the iterative improvement of the appraisal system by keeping abreast of industry best practices and integrating new approaches that enhance the accuracy and fairness of performance evaluations.”

12. Describe a method you use for succession planning in key roles.

Succession planning is a strategic approach to ensuring that an organization can continue to operate effectively even when key employees leave, retire, or are promoted. It demonstrates foresight and the ability to maintain stability and growth within a company, revealing an HR professional’s understanding of the business’s long-term needs.

When responding to this question, it’s important to articulate a structured method that includes identifying critical roles, evaluating and mapping current talent against future needs, and creating development plans. Discuss specific tools or systems you utilize, such as a 9-box grid for assessing performance and potential, as well as strategies for mentoring and training employees. Highlight your commitment to diversity and inclusion in the succession process and how you communicate the plan to stakeholders to ensure transparency and alignment with the organization’s goals.

Example: “ In succession planning for key roles, I employ a comprehensive approach that begins with a thorough analysis of the organization’s strategic objectives to determine which positions are critical for future success. Utilizing a 9-box grid, I assess current employees’ performance and potential, which allows for a clear visualization of talent distribution and identification of high-potential individuals suited for advancement.

Once potential successors are identified, I develop tailored development plans that include targeted training, cross-functional projects, and mentorship opportunities to bridge any skill gaps. This is complemented by regular progress reviews and adjustments to the plans as needed. Throughout the process, I prioritize diversity and inclusion to ensure a wide range of perspectives and experiences are considered, enhancing the resilience and adaptability of leadership pipelines.

Communication is key, so I maintain transparency with stakeholders through periodic updates, aligning the succession plan with the company’s long-term goals and ensuring readiness for leadership transitions. This strategic alignment not only prepares individuals for future roles but also secures organizational continuity and performance.”

13. How do you approach crafting compensation packages that are competitive yet sustainable?

Crafting compensation packages that attract top talent while maintaining the company’s financial health is a delicate balance. A well-constructed compensation package not only serves as a tool for recruitment and retention but also reflects the company’s culture and values, which can significantly impact employee satisfaction and performance.

When responding to this question, it’s important to articulate a methodical approach that includes conducting thorough market research, understanding the company’s financial constraints, and aligning compensation with both employee performance and the organization’s objectives. Highlight your ability to tailor compensation packages to different roles and levels within the company, and emphasize the importance of transparency and fairness in the process. Discuss the role of non-monetary benefits and incentives in creating a compelling offer and how you ensure that the packages remain appealing over time, adjusting to changes in the market and within the company.

Example: “ Crafting competitive yet sustainable compensation packages requires a strategic balance between market competitiveness and internal equity. I start by conducting a comprehensive analysis of market salary data, ensuring that our benchmarks are aligned with industry standards and geographical variances. This is complemented by a keen understanding of our company’s financial health and projections, which allows me to design packages that are feasible in the long term.

I then focus on aligning compensation with our organizational goals and the value each role brings. This involves creating a clear structure where pay is tied to performance metrics, ensuring that high performers are rewarded while maintaining a clear path for growth and development. Transparency is key; I ensure that the rationale behind pay decisions is communicated effectively to foster trust and engagement.

In recognizing the importance of total rewards, I integrate non-monetary benefits that resonate with our workforce demographics and values. These may include flexible working arrangements, professional development opportunities, and wellness programs. By regularly reviewing and adjusting our compensation strategy in response to market trends and internal feedback, I ensure that our packages remain attractive and equitable, supporting both talent retention and acquisition.”

14. Give an example of how you’ve dealt with high turnover in a specific department.

Addressing high turnover rates involves diagnosing systemic problems, implementing strategic solutions, and understanding the human element of employee retention. Effective strategies might involve proactive engagement, fostering a positive work culture, or revising compensation packages.

When responding, it’s beneficial to describe a structured approach. Begin with how you identified the reasons for high turnover, perhaps through exit interviews or employee surveys. Then, outline the steps taken to address the issues, such as leadership training, revising job roles, or enhancing employee recognition programs. Quantify the impact of your actions with data, showing reduced turnover rates or improved employee satisfaction scores, to demonstrate your ability to effect positive change.

Example: “ In addressing high turnover within a department, I initiated a comprehensive diagnostic process to pinpoint the underlying causes. By analyzing exit interview data and conducting anonymous employee surveys, it became evident that lack of career advancement opportunities and dissatisfaction with management styles were the primary drivers of attrition. To tackle these issues, I spearheaded a leadership development program aimed at enhancing managerial skills and fostering a more inclusive and supportive culture. Concurrently, I collaborated with department heads to redesign job roles, creating clear pathways for career progression.

The interventions were monitored through key performance indicators, and within a year, we observed a 25% reduction in turnover rates. Employee satisfaction surveys also reflected a 40% improvement in morale and engagement, affirming the effectiveness of the strategies implemented. These outcomes not only stabilized the workforce but also contributed to an uptick in overall departmental productivity and a more positive organizational reputation.”

15. What’s your experience with implementing HR technology systems?

Implementing HR technology systems requires technical know-how and an understanding of how these systems impact the work environment and overall business processes. The right technology can streamline operations, improve data management, and enhance employee experience, and an interviewer seeks to understand your familiarity with such systems.

When responding, highlight specific HR systems you’ve implemented or worked with, such as HRIS, ATS, or payroll management software. Discuss the scope of the projects, your role in the implementation process, any challenges you faced, and the outcomes. Emphasize how these systems improved efficiency, accuracy, compliance, and employee satisfaction. If you’ve been involved in selecting the technology, explain how you evaluated the options and why you chose one system over another. Your answer should reflect a balance between technical expertise and an appreciation for how technology serves the human elements of an organization.

Example: “ My experience with implementing HR technology systems spans several comprehensive projects, where I’ve had the opportunity to lead cross-functional teams through the full lifecycle of HRIS and ATS deployments. In one notable instance, I spearheaded the transition to a cloud-based HRIS that integrated payroll, benefits administration, and performance management modules. This required a meticulous evaluation of vendors, taking into account our organizational needs, scalability, user experience, and compliance requirements. After selecting the most suitable system, I managed the data migration, user training, and system customization to ensure it aligned with our specific HR workflows.

The implementation faced challenges, including resistance to change from employees and the complexity of data migration from legacy systems. I addressed these by conducting comprehensive training sessions and establishing a support system to aid in the transition. Post-implementation, we observed a 30% reduction in administrative time spent on HR processes, a significant increase in data accuracy, and a more streamlined employee experience. These improvements underscored the importance of aligning HR technology with strategic objectives to enhance overall organizational effectiveness.”

16. Tell us about a time you improved employee engagement at an organization.

Maintaining and elevating workplace morale and productivity is a key role for HR professionals. By inquiring about a candidate’s experience in improving employee engagement, the focus is on the candidate’s ability to assess the pulse of an organization’s culture and implement initiatives that resonate with the workforce.

When responding, share a specific example that showcases a clear problem, the actions you took to address it, and the positive outcomes that resulted. Emphasize your strategic thinking, your ability to collaborate with others, and how you measured the success of the engagement initiative. It’s also beneficial to reflect on any feedback you received from employees and how you used it to further refine your approach.

Example: “ In one organization, we faced declining employee engagement scores, particularly around professional growth opportunities. Recognizing this as a critical issue, I spearheaded the development of a comprehensive career development program. This initiative began with a thorough needs assessment, leveraging employee surveys and focus groups to pinpoint specific areas for improvement. Based on the feedback, we designed tailored career pathways, established mentorship pairings, and launched a series of professional development workshops.

To ensure the program’s relevance and effectiveness, we collaborated closely with department leaders to align the initiatives with business goals and individual career aspirations. We tracked participation rates, collected qualitative feedback, and monitored subsequent engagement survey results. Within a year, we observed a significant uptick in engagement scores related to professional growth, and anecdotal feedback revealed a more motivated and committed workforce. This success was a testament to the power of listening to employees and responding with actionable, targeted strategies.”

17. How do you manage conflicts between employees and senior management?

Balancing organizational hierarchy with the well-being of staff is a pivotal aspect of conflict management in HR. Employers question candidates on this topic to assess their ability to act as a mediator, demonstrating diplomacy, understanding of human behavior, and knowledge of company policies.

When responding to this question, it is important to emphasize a structured and fair approach to conflict resolution. You should discuss your experience with active listening to understand the root of the conflict, maintaining impartiality, and using problem-solving techniques. Highlight your ability to facilitate open communication between employees and senior management, ensuring that each party feels heard and respected. Offer examples of how you’ve de-escalated tense situations in the past and worked towards a constructive resolution that serves both individual and company interests. Your response should reflect a blend of empathy, firm adherence to company policies, and a commitment to fostering a positive work environment.

Example: “ In managing conflicts between employees and senior management, I employ an approach grounded in active listening and impartiality. I begin by creating a safe space for both parties to express their concerns, ensuring confidentiality and respect. It’s crucial to identify the underlying issues fueling the conflict, which often requires peeling back the layers of initial complaints to reveal deeper needs or misunderstandings.

Once the core issues are uncovered, I facilitate a dialogue focused on finding common ground and collaborative solutions. My role is to guide the conversation away from blame and towards mutual understanding and actionable steps. In one instance, I mediated a situation where an employee felt their ideas were being dismissed by management. By fostering open communication, we discovered that the issue was not disregard but a lack of clarity in the employee’s proposals. We implemented a new protocol for proposal submissions that included clear guidelines, which improved the relationship and productivity. This example illustrates my commitment to resolving conflicts in a way that not only addresses immediate tensions but also strengthens team dynamics and aligns with organizational goals.”

18. What techniques do you employ to monitor and improve job satisfaction?

Monitoring and improving job satisfaction requires a blend of empathy, strategic thinking, and data analysis. Employers are looking for evidence of a proactive approach to fostering a positive work environment and the ability to identify and address the factors that contribute to employee morale.

When responding to this question, you should outline specific methods such as regular employee surveys, one-on-one meetings, and exit interviews, all of which can provide valuable feedback. Discuss the importance of acting on this information to make meaningful changes, such as career development opportunities, workplace improvements, or work-life balance initiatives. Highlight any experience you have with employee recognition programs or health and wellness initiatives that contribute to a more satisfied workforce. Show that you understand the importance of tracking trends over time and adjusting strategies as needed to ensure ongoing improvement in job satisfaction.

Example: “ To monitor job satisfaction effectively, I employ a multi-faceted approach that begins with regular employee surveys. These surveys are designed to gauge various aspects of employee engagement and satisfaction, including work environment, communication, recognition, and professional growth opportunities. I ensure that these surveys are anonymous to encourage candid feedback and that they are conducted at consistent intervals to track changes and trends over time.

In addition to surveys, I prioritize one-on-one meetings as a more personal method of understanding individual employee experiences and concerns. These meetings provide a platform for employees to discuss issues they may not feel comfortable sharing in a survey format. I also utilize exit interviews to gain insights into the reasons behind employee turnover, which can be a valuable indicator of job satisfaction levels within the organization.

Acting on the data collected is crucial. I analyze the feedback to identify patterns and areas for improvement, and then I develop targeted initiatives to address them. This could involve enhancing career development programs, refining work-life balance policies, or implementing new recognition and reward systems. By continuously iterating on these strategies and measuring their impact, I ensure that efforts to improve job satisfaction are effective and responsive to the evolving needs of the workforce.”

19. How do you assess the need for creating new positions within the organization?

Evaluating the need for new positions within an organization is a strategic function of HR, requiring a deep understanding of the current workforce, business objectives, and growth projections. This question aims to discern if the candidate can strategically align workforce planning with the company’s long-term goals.

When responding, it’s crucial to highlight a methodical approach to workforce analysis. Discuss how you would review quantitative data such as productivity metrics and qualitative feedback from department heads to identify areas where the workforce may be stretched too thin or lacking essential skills. Explain how you would balance the cost of hiring against the potential benefits, such as increased capacity or specialized expertise, and how you would present a business case to leadership for creating new positions. It’s also beneficial to mention how you stay informed about industry benchmarks and evolving roles to ensure the organization remains at the forefront of talent management.

Example: “ To assess the need for creating new positions within an organization, I begin with a strategic workforce planning approach, analyzing both current and future business objectives. I review productivity metrics and turnover rates to identify departments or functions that may be understaffed or overextended. This quantitative data is complemented by qualitative feedback from department heads and team leads, who can provide insights into operational bottlenecks, skill gaps, or emerging needs that may not be immediately apparent through metrics alone.

I then evaluate the potential ROI of adding new roles, considering not only the direct costs of hiring but also the indirect benefits such as improved employee morale, reduced overtime expenses, and the value of specialized expertise that can drive innovation or efficiency. This analysis is framed within a business case that articulates how the new positions align with strategic goals and can contribute to the organization’s competitive advantage. By staying abreast of industry trends and benchmarks, I ensure that any proposed roles are forward-thinking, preparing the organization to meet both present and future challenges effectively.”

20. Can you provide an instance where you used data analytics to solve an HR problem?

The advent of data analytics has significantly evolved HR, allowing for more evidence-based decision-making. When asking about the use of data analytics to solve an HR problem, interviewers are looking for evidence that a candidate can use quantitative insights to inform strategies, indicating a modern approach to HR.

In responding to this question, a candidate should give a clear example that showcases their analytical skills in action. Begin by briefly describing the HR problem that needed to be addressed. Then, detail the data you collected and analyzed, the analytical tools or methods you used, and how you interpreted the data. Conclude by explaining the solution you implemented based on your analysis, and if possible, share the positive outcomes that resulted from this data-driven approach. Quantifiable results, such as reduced turnover rates or improved employee engagement scores, will help solidify the effectiveness of your solution.

Example: “ Absolutely. There was a situation where the company was experiencing a higher than industry average turnover rate. To address this, I initiated a comprehensive data analysis project. I began by collecting data on employee exit interviews, engagement surveys, and performance metrics. Utilizing predictive analytics and correlation techniques, I identified key factors contributing to turnover, including lack of career development opportunities and dissatisfaction with management styles.

Armed with these insights, I collaborated with department heads to develop targeted retention strategies, such as implementing a mentorship program and enhancing leadership training. The data-driven approach allowed for precise interventions. As a result, within a year, we saw a 20% reduction in turnover, and employee satisfaction scores improved by 15%. This not only saved on recruitment costs but also bolstered overall organizational productivity and morale.”

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Student Workbooks

Welcome to the Student Case Study Resources page. Thank you for reviewing the Terms of Use for Students and clicking on the ‘accept’ button to gain access to case study content available for your exclusive use.

The case study method is a very effective way of helping you think critically to apply the concepts you have learned in your studies at university. There is one Student Workbook for each case. Please click on the content domain headline to see the list of cases for which you may download the Student Workbook.

Compensation and Benefits

Benefits and business at aflac and l. l. bean.

By Sandra M. Reed, SPHR Today, HR professionals are responsible for programs far beyond the profession’s administrative personnel roots. They are expected to measure the success or failure of HR practices based on the achievement of organizational outcomes. Brand identity, bottom-line profitability, employee job satisfaction, and increased management focus are all outcomes that can be achieved, in part, through an organization’s total rewards program. This case examines two very different organizations and how they align their total rewards programs with their organizational goals and values. This case study is of moderate difficulty for an undergraduate audience. A student workbook is available to download.

Designing a Pay Structure: A Case Study and Integrated Exercises

By Lisa A. Burke, Ph.D., SPHR Compensation is a critical area of human resource (HR) management, and one that can greatly affect employee behavior. To be effective, compensation must be perceived by employees as fair, competitive in the market, accurately based, motivating and easy to understand. This case is rated as slightly challenging and requires familiarity with and use of the Internet and Microsoft Excel. Instructors can make the case and associated exercises less challenging by eliminating certain tasks assigned in the case, or may increase the difficulty by adding other relevant tasks and questions. Teaching notes accompany the case. Instructors who have previously taught compensation courses, are familiar with the Internet and Excel, have work experience with pay systems, or who conduct research in compensation area may find the case easier to facilitate. A student workbook is available to download.

Employee and Labor Relations

Classism isn’t classy: exploring socio-economic diversity.

By Rita Rizzo, M.S., CMC This case explores the socioeconomic differences among employees of a family-owned pool and spa contracting and supply store. The enterprise employs 53 workers; 20 skilled workers from the middle class, 30 unskilled workers from the poverty class, and the family of three who owns the store and who come from wealth class. Due to high employee turnover, customer service complaints, scheduling overruns, low morale, and frequent miscommunication, the company owners try to create more synergy and cooperation among the ranks. The case study will take three 50-minute classes to complete and is written for an undergraduate audience.

A student workbook is available to download.

Collective Bargaining in College Dorms

By Patrick P. McHugh, Ph.D. This case promotes learning about the labor relations process in the United States. The case follows the actual efforts of undergraduate resident assistants (RAs) at the University of Massachusetts Amherst (UMass Amherst) who sought to be represented by the United Auto Workers union for collective bargaining purposes. The case highlights:

The legal parameters regulating labor relations.
The factors contributing to employee interest in union representation.
Union election campaign strategies and activities of employers and unions.
The influence stakeholders have on labor-management relations.
The importance of pre-contract negotiations.
The interpretation of the outcome of contract negotiations.
The important role of contract administration.

The case is designed for undergraduate or graduate students in an introductory or survey HRM course and can be used as a complementary case for an undergraduate or graduate labor relations course.

Under the assumption that the class meets twice a week for 1.5 hours per session, the instructor can cover the entire case in one full class session or divide it into two, covering it in half of two class sessions. Instructors can easily adjust the case for different class time-bands. However, at least 1.5 hours of class time should be allotted for coverage and discussion of the case.

Creating Synergy in a Four-Generation Workplace

By Rita Rizzo, M.S., CMC This case study, written for undergraduate students, is based on generational differences in a metropolitan children’s museum. Employees from various generations experience communication challenges, differing values systems, disparate approaches to work and interpersonal conflict. Learners assume different generation roles and address these issues in a team setting. By the end of the case, learners explore the preferred communication methods and styles to use to be effectively heard and understood in each generation, identify the work ethic characteristics of each generation in today’s workplace, respond to generational differences that affect workplace performance and productivity, and collaborate with others to create and sustain a work environment that capitalizes on generational diversity. This module requires three 50-minute classes to complete.

Fallsburg Schools Negotiations Simulation

By Alan Cabelly, Ph.D. The Fallsburg School Negotiations simulation provides students with the opportunity to negotiate a complex labor agreement in a relatively short period of time. This simulation has been extensively pretested. It has been used by one instructor in approximately 16 different negotiations classes with 300-400 students participating over a span of 10 years. Students have been both undergraduate business students and MBA students; the typical classroom setting has been a 2½-day workshop where the entire focus of the class is negotiation.

The Student Collective Bargaining Act

By Patrick P. McHugh, Ph.D. This exercise explores the labor relations process in the United States, including union organizing, contract negotiations and contract administration. In the United States, the labor relations process is a set of interdependent activities guided by an often confusing regulatory framework, the National Labor Relations Act (NLRA). This exercise will help instructors navigate students through the labor relations process in an effective and engaging way.

Students are given the opportunity to form a fictitious union (the Student Solidarity Union) and engage in collective bargaining with the instructor over the terms and conditions of the final exam. The rules governing the exercise are based on the Student Collective Bargaining Act (SCBA), a fictitious act created to help students understand the NLRA and the labor relations process. It identifies the rights of students and instructors regarding the collective bargaining process over the final exam.

The exercise follows the labor relations process and, as such, is a progressive exercise. The exercise is geared to undergraduate students in an introductory or survey HRM course.

The Vigilance Project—A Case Study on Conflict and Team Dynamics

By Peter G. Dominick, Ph.D. This case provides an opportunity to look at how several different factors interact to affect conflict and team performance. These include contextual issues like a merger, cultural values and physical location. They also include team dynamics and leadership and, last but not least, intrapersonal and interpersonal needs and concerns. Remind students that the case is presented largely from the perspectives of the Americans involved.

Work-Life Balance in Large Organizations

By Gill Maxwell Changing demographics in the U.S. labor force and in other developed countries such as the United Kingdom (U.K.) and recruitment challenges in some organizations have encouraged more employers to consider work-life balance and flexible working arrangements. Developed for an undergraduate audience, this case study series explores flexible working arrangements in five different organizations located in Scotland in the U.K. A student workbook is available to download.

Employment Law

Religious discrimination and racial harassment: what ever happened to marshawn demur.

By Gwendolyn M. Combs, Ph.D. The workplace is becoming more diverse as global operations and immigration becomes more widespread. The management of religious differences and the interface of varying religious beliefs and management practice are profound concerns for many HR professionals. Written for an upper-level undergraduate or graduate audience, this case describes a situation involving an employee’s religious beliefs and the allegations of racial harassment which result.

Aetna: Investing in Diversity

By Wayne Cascio, Ph.D. Raymond Marcos, chief diversity officer at Aetna, is preparing to make a presentation to the company’s board of directors at its mid-December meeting. In a deteriorating economic environment that seems to be global in its reach, the board is looking to cut expenses in any way possible. To do that, it is reviewing every major company business initiative. Diversity is one such initiative, and the board wants to understand the business case for it. It also wants to see a clear plan to measure outcomes, including systems and data. Raymond knows that some of the board members are relatively new, that almost all of them are independent directors from outside the company and that they may not have a deep understanding of the historical roots of Aetna’s diversity efforts or the objectives of those efforts. At the same time, he is eager to showcase the company’s diversity initiatives and their results, both direct and indirect.

Click here to download this case study.

Note: Development of this case was made possible by a grant from the Society for Human Resource Management and the National Academy of Human Resources. All of the characters in the case are fictitious. Information presented was current as of the time the case was written. Any errors are solely the author’s.

Building the Future: HR's Role in Organizational Design

By Steve Weingarden, Ph.D. This case study provides a history and overview of organizational design (OD). Students will use the information in the overview to complete an exercise as a hypothetical organizational design consultant working with a real company of their choice. Students will read about the definition and purpose of organizational design, methods of measurement, six models of organizational structure and two models on how to apply organizational structure principles.

This case is intended for advanced undergraduate students. Students studying human resources (HR) will likely benefit most, but general business students should gain insight from the case, particularly regarding the role of HR in organizational design.

Download the student workbook .

This item may be reproduced free of charge for use in HR classrooms in colleges and universities, in training classrooms in the workplace or in any other learning environment where HR knowledge is taught. For all other uses, requesters are directed to the “Obtain reuse/copying permission” button that appears in the Tools box on this item.

IBM’s Global Talent Management Strategy: The Vision of the Globally Integrated Enterprise

By John W. Boudreau, Ph.D. In early 2003, Randy MacDonald, the senior vice president of human resources for IBM Corporation, was reviewing his recent meeting with Sam Palmisano, the CEO of IBM. Randy had been the chief HR executive at IBM since 2000, joining when Lou Gerstner was in the middle of his tenure as IBM’s CEO. Sam and Randy discussed IBM’s strategic view of the evolution of global markets, IBM’s strategic position as a leader in global transformation and the evolving needs of IBM’s clients. Sam coined the phrase “Globally Integrated Enterprise” (GIE) to describe what he had in mind. He foresaw that IBM’s clients would increasingly be moving toward a GIE and that IBM needed to get ahead of that trend. This had implications for every aspect of IBM, including significant implications for IBM’s supply chain, IT systems, strategy, marketing and services development and deployment. Underlying all of these implications were significant challenges for IBM’s human capital and its approach to human resource management. This three-part case examines the strategic issues and the solutions IBM examined and implemented to meet the changing nature of their business and client needs.

To download this case, click on Part A , Part B , and Part C .

Click here for a biography about the author of this case, John W. Boudreau, Ph.D.

International HRM Case Study—International Assignments

By Fiona Robson, Ph.D. This case, based on a fictional U.K.-based organization, gives learners the opportunity to think about key decisions involved in international assignments and to transfer their knowledge of domestic HR issues to an international context. Students will learn about the main elements and issues related to international assignments; when it is appropriate to use expatriate workers; the skills and knowledge needed by expatriate workers; and how organizations can prepare expatriate managers to succeed in an international assignment.

MacroEnterprises, Inc.—A Case Study in Three Parts

By Julia Storberg-Walker, Ph.D.; Diane Chapman, Ph.D.; and James Bartlett III, Ph.D This case study, written for graduate-level students, takes learners into the real-world of human resource (HR) consulting. Learners assume the role of an HR consultant to help a fictitious organization improve its performance. Three different consulting challenges comprise this case; each challenge can be used individually or be offered as one comprehensive assignment to solve all three segments of the case. Learners will explore how to become a strategic HR partner; develop collaborations with external training providers; and integrate evaluation into standard operating procedures.

Three documents comprise this case: a student workbook , a management/office staff dataset in Excel and a manufacturing staff dataset in Excel. The datasets should be used as indicated in the case study.

PAC Resources, Inc.: A Case Study in HR Practices

By Myrna L. Gusdorf, MBA, SPHR PAC Resources is a fictional organization that experiences many of the difficulties common in today’s business climate. In response to declining sales, PAC Resources must transform itself from a strategy of expansion and high profit to one of cost containment and staff reductions. The case is presented in two parts. Part I lays the groundwork for the case, with discussion of the organization and details of the human resource department. Part II is presented in e-mails from various staff members. The e-mails identify specific problems that need to be addressed by the HR department and give the reader an understanding of PAC’s overall culture.

This case is appropriate for upper-level undergraduate or graduate students in a human resource (HR) management or business management degree program. At a minimum, students should have previously completed lower-division classes in HR management, introduction to business and principles of management.

Power and Influence in the Management of Human Resource Development

By Rick Holden and Vivienne Griggs There is a wealth of literature exploring power and influence in organizations. These cases examine the effect of these issues on the role and effectiveness of human resource development (HRD). The goal is to explore the reality of HRD in organizations and in doing so, highlight tensions that emerge when theory is applied to actual practice. The cases are based on interviews with one or two key people in each organization as part of a wider research project.

Reyes Fitness Centers, Inc.

By John Sherlock, Ph.D. This case describes a growing mid-size U.S. company in the Southeast in the fitness club industry. The recently hired HR director is given the opportunity by the organization’s CEO to propose HR initiatives to help the business meet its strategic goals. The case gives HR students the opportunity to deepen their understanding of strategic HR management. The case is divided into Parts A & B to allow flexibility of covering the case either one part at a time or in its entirety, depending on the content and schedule of a course.

Training and Development

Case study: southwood school—training and development.

By Fiona Robson, Ph.D. This case study, based on a real organization but fictionalized organization in the U.K., explores training and development issues. Students will learn how to identify the components of an effective training program; understand what must be considered when designing a training program; compare the soft and hard skills required by the appraisers and appraisees in this case study; identify the vital role of appraisees in an effective performance management program; and how to effectively evaluate a training program.

Download the student workbook for this case.

Note: Southwood School is a three-part case intended to be taught in succession beginning with Performance Management, then followed by Training and Development then Recruitment and Selection. Instructors have the flexibility to use one, two or three of the cases depending on need.

Developing a Leadership Strategy: The Case of the Toy Research Society

By Steve Weingarden, Ph.D. This case encourages students to consider organizational development needs when creating a leadership development philosophy and an associated leadership development design.

The Toy Research Society (TRS), a nonprofit organization, has been in existence for more than 70 years. The organization's mission has remained the same during this time, but the membership, the use of the Society by nonmembers and the competitive landscape have changed substantially. Driven primarily by a board of directors and regional volunteer leaders, the Society has never had a formal leadership development philosophy. Now, the long-time president has retired, and TRS leaders are reflecting on how to prepare for the future, especially with increased calls for leadership role clarity and more delegation of work to members. As a member, you have the opportunity to develop the needed leadership strategy.

Target Audience: This is a scenario-based case study with an optional exercise. It is intended for upper-level undergraduate students studying organizational development or behavior, leadership development or human resource development. Students in more "generalist" HR courses may find this case too removed from mainstream HR to fit their needs and may find the content too challenging.

K. Hovnanian’s Approach to Preserving Intangible Assets After Acquisitions

By Paula Caligiuri, Ph.D., and William Castellano, Ph.D. This case study examines homebuilder K. Hovnanian’s approach to acquisitions, with a focus on how the organization retains key intangible assets – such as leaders’ knowledge and social capital – of their acquired companies. It introduces learners to the HR and business strategy issues associated with acquisitions. By the end of the case study, students will be able to identify HR’s role in retaining intangible assets during a strategic acquisition; understand the challenges to managing acquisitions when retaining key intangible assets is a strategic goal; develop HR strategies and implementation plans to integrate the intangible assets of both organizations; and address key HR challenges during the post-acquisition phase.

Click here to download the student workbook for this case study.

New Kid on the Block: Diagnosing Organizational Development Issues Using Data

By Steve Weingarden, Ph.D. In this scenario-based case study, undergraduate business or HR majors explore how to diagnose organizational issues, particularly as they apply to talent management and organizational socialization and onboarding. Students will learn how to judge the accuracy of opinions versus data; develop an approach to gather meaningful data; understand the importance of having a strategy to develop a diverse talent pool of qualified candidates; and learn the importance of onboarding and socialization in job satisfaction and retention.

Workforce Planning

Case study: southwood school—performance management.

By Fiona Robson, Ph.D. This case study examines the implementation of a new performance management system designed specifically for support staff at a school in the United Kingdom. This is the first part of a three part case about Southwood Schools and implementation of its new performance management system.

Case Study: Southwood School—Recruitment and Selection

By Fiona Robson, Ph.D. This case study, based on a real but fictionalized organization in the U.K., was developed to provide resources to promote learning and understanding in the areas of recruitment and selection. It is geared toward an undergraduate audience.

Click here to download the student workbook file for this case.

Four Recruitment and Retention Case Scenarios

By Marcia R. Gibson, Ed.D. In this series of four case scenarios on recruitment and retention, undergraduate students are presented with business-based scenarios and are asked to consider the staffing requirements for a new project. Students will learn to determine recruitment needs; identify recruitment policies and guidelines; determine a recruitment strategy and develop a communication plan to implement the new recruitment strategy.

This case includes the case scenarios in a student workbook .

Is There a Doctor in the House? Attracting Physicians for an Underserved Area

By Francine K. Schlosser, Ph.D. This case explores physician attraction issues in a mid-size Canadian city located in Southwestern Ontario, Canada. To address a severe physician shortage, city leaders must create a compelling vision of the benefits incoming doctors might anticipate when opening practices in their area. Students will identify how to improve the current recruitment strategy; develop interview and discussion points for incoming and visiting candidates to ensure a position-person fit; and develop customized recruitment strategies.

The Case of the Writer Who Couldn't Write

By Alan Cabelly, Ph.D. This case focuses on two key organizational issues: Staffing decisions (Case A) and performance management (Case B). Related issues include the relationship between staffing and performance management, managerial control and decision making, termination decisions and the role of an established group in new employee socialization. Instructors can focus on staffing, performance management or both.

The case is based on a real case; students will be intrigued to find out what happened in the actual situation. It can be analyzed by using a traditional Harvard style analysis, by having students develop staffing and coaching techniques or through the use of role plays. These methods can be combined.

This case can be adapted for use by undergraduate or graduate students in either an advanced organizational behavior course or any level human resource management course.

Top Choice—A Case Study in Succession Management

By Steve Weingarden, Ph.D. This is a scenario-based case study with a structured exercise available. It is intended for upper-level undergraduate students, preferably with a basic understanding of organizational structure and selection. Upper-level undergraduate students will engage in a case study about succession planning management—specifically at the executive level in a highly public situation—and job analysis.

Workforce Planning: Aging and Employment

By Barbara McIntosh, Ph.D., SPHR Shifting demographics, the changing nature of work and the emerging platforms to achieve productivity, including technology and workplace flexibility, are increasing the need for strategic human resource (HR) management and planning. Understanding the issues related to an aging workforce is central in this planning process. Economic conditions, uncertainty in the labor market, and intergenerational dynamics are changing both employer and employee expectations about the role of work, and the impact of these volatile forces on employment remains uncertain. The issues are particularly complex because of the regulatory and legal environment, productivity demands, and established HR policies and practices. This course examines labor market dynamics, labor force participation patterns, evolving employer policies and practices, and changing employee expectations. Particular emphasis is placed on current best practices and emerging trends regarding older workers.

Two case studies are included as part of this course. Click on each link below to access the desired document:

Gardens for All Supply Company: Older Workers as a Tactical Advantage for Business Student workbook

General Appliances: An Aging Workforce Case Study Student workbook

The development of these case studies was made possible through the support from a grant from the Alfred P. Sloan Foundation.

Multiple Content Areas

Central columbia hospital.

By Steve Riccio, Ed.D., SPHR Competencies: Relationship Management; Communication

Central Columbia Hospital was founded in 1889 as a nonprofit, community based health care facility in northeastern Pennsylvania. This 116-bed, acute care facility employs 963 employees and is nestled along the Susquehanna River’s northern branch in Briar Creek. The facility provides general medical and surgical services to the surrounding community of approximately 70,000 people. The hospital is proud of its tradition of upholding its mission to these communities by providing comprehensive health care services in a compassionate, caring and cost-effective manner while maintaining the highest level of professional excellence. The hospital is in the process of a yearlong celebration commemorating its 125th anniversary. They are experiencing a fair number of interesting HR issues presented in five individual cases.

On this site, the student workbooks are available for students to download.

Each scenario includes question sets for undergraduate and graduate students. Your instructor may assign additional questions as well. The scenarios are as follows:

Scenario A: Transactional to Transformational HR.
Scenario B: Retention.
Scenario C: Talent Development.
Scenario D: Technology/Social Media/HIPAA.
Scenario E: Acquisition and Organizational Culture/HR Communications.

Hudson College

By Steve Riccio, Ed.D., SPHR This case study was used for the case solving competitions held at five regional student conferences in March and April of 2014.

The case involves a fictional organization.

Founded in 1881, Hudson College is a private liberal arts institution located in Beacon, New York. Hudson is a four-year undergraduate institution accredited through the Middle States Association of Colleges and Schools. One of its strengths is its strong partnership with the vibrant Beacon community. Hudson has been challenged by the difficult economic climate, increased competition among schools within and outside its peer group, and external pressure from its key stakeholders. The college's current strategic plan outlined an ambitious agenda focused on diversity and inclusion, a reenergized commitment to increasing the school's affinity among its alumni, and a multiyear capital project initiative that includes new construction and renovations to support the academic and residential experiences for students. Some faculty and administrative staff believe recent retirements and resignations of individuals in key positions have affected employee morale and the college's reputation of providing outstanding service to its students.

The case begins with introductory information about the organization and is then divided into five scenarios. Each scenario includes question sets for undergraduate and graduate students. Debriefs are included with each scenario.

Click on any of the following to download the desired scenario:

Scenario A: Talent management | Student workbook
Scenario B: Employee engagement | Student workbook
Scenario C: Performance management | Student workbook
Scenario D: Title IX | Student workbook
Scenario E: Employee benefits | Student workbook

The Georges Hotel: A Case Study

By Myrna L. Gusdorf, MBA, SPHR This case study was used for the case solving competitions held at five regional student conferences in March and April of 2013.

The Georges Hotel is a small upscale boutique hotel located along the Magnificent Mile in Chicago. It is owned by two brothers, Jeff and Chad Mitchell. The Georges was rebuilt from an old hotel that was badly in need of repair when the Mitchells purchased it from a major hotel chain in 1995. After extensive renovation, the property was reopened as the Georges Hotel and has operated profitably since 1998. As the case opens, the Mitchells are preparing to acquire another run-down hotel in Chicago. It too will be renovated and reopened. This will be the second Georges Hotel in what they anticipate will be a small chain of Georges Hotels located in major cities across the country.

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Scenario A: Family-owned business and strategic planning | Student workbook
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