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Vol 2, Issue 03, Aug 2020
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Human Resource Mgmt.
Microsoft Corporation (Microsoft), the multinational computer technology company, has undergone change management since early 2014, when Satya Nadella became CEO of the company. Faced with the challenge of executing a strategy that would transform the company from a software behemoth to a devices and service company, Nadella pushed for a cultural shift at Microsoft. He along with newly-appointed Chief People Officer, Kathleen Hogan, drove change to incorporate empathy and a growth mindset at Microsoft. This was supported through complementing HR practices.
Cultural Shift at Microsoft Corporation
The case describes in depth the recruitment process at Leo Burnett and the factors that are considered while hiring any candidate. The case deals with the declining number of applicants at Leo Burnett for the vacancies created. As the company was experiencing high growth, the unfilled vacancies could put additional pressure on the existing team. Therefore, after an employee survey, the HR team identified factors that could have created the problem. The challenge before the team was how to improve the recruitment strategy and make the recruitment process at Leo Burnett more effective.
Recruitment Woes at Leo Burnett
The case study describes the various employee benefits, health and wellness; and performance and career management programs that led to RMSI Pvt. Ltd. (RMSI) consistently being ranked as one of the best companies to work for since 2003. The company’s practices were acknowledged time and again by the media and industry in the form of several awards for over a decade. RMSI was listed in the IDC-Dataquest India’s Top 20 Best IT Employers survey for four years in a row from 2003 to 2006. It was ranked No. 1 in the ‘Great Places To Work’ study three years in a row from 2007 to 2009. Also, it was ranked the best company to work for in India as per the 2015 study conducted by the Great Place To Work Institute and The Economic Times, a leading financial daily in India. In 2019, it was recognized as one of the top ten ‘Great Places to Work’ by ‘Aon Best Employers India – 2019’ study that covered more than 125 organizations across industries in India.
RMSI: A ‘Dream Company to Work For’
The case describes the open leadership approach followed by Red Hat, Inc., an American multinational software company providing open source software products. Red Hat’s culture was rooted in the open source movement since it had hired employees mostly from open source communities in the initial years post its inception in 1993. Constructive criticism through open and heated debates was common and acting openly was the norm and what was expected. The top management realized that open leadership gave Red Hat a competitive advantage and efforts had to be made to retain this culture even as the company grew in size.
Open Leadership at Red Hat
This case is about the labor unrest at Gurugram, India-based Honda Motorcycle and Scooter India (HMSI), a wholly owned subsidiary of Honda Motor Company, Limited, Japan. Trouble started after the management of HMSI asked 200 temporary workers to go on leave on November 5, 2019. The company claimed that the workers had been laid off due to a slowdown in the automobile sector due to sluggish growth in the Indian economy, which had led to reduced production.
Industrial Relations Issues at Honda Motorcycle and Scooter India
The case study describes the talent acquisition (TA) strategy of GlobalLogic powered by social media. As a full-lifecycle digital product engineering company that delivered over 1,500 projects annually, including for many Fortune 500 firms, right talent was the key to its successful value delivery to clients. At the beginning of 2011, GlobalLogic decided to shift from traditional job portals to new age social hiring tools to attract and hire quality candidates to meet its growth needs. The case details how the company had to revamp policies and put in place various mechanisms to motivate and reward the TA team that made the shift from traditional hiring practices to social recruiting.
GlobalLogic’s Social Media Hiring and Branding Strategy
The case study highlights the digital initiatives taken by Bajaj Allianz for the Human Resources function. The case details how the joint venture company implemented automation and machine learning technologies in both its life (Bajaj Allianz Life-BAL) and non-life (Bajaj Allianz General Insurance Company - BAGIC) entities to make its recruitment process quick, seamless, and paperless. The case focuses on the robotic video interviewing function that was part of Tal.Port (an end to end automated Talent Acquisition platform) implemented by BAGIC that made the company more agile in the dynamic insurance industry.
Bajaj Allianz – A Pioneer in Adopting Digital Technologies for Recruitment in the Insurance Industry
The case describes Airbnb’s compassionate approach toward employees who had to be laid off due to the ongoing Covid-19 pandemic. The company had forecast a 50 percent reduction in revenues for 2020 and despite raising US$2 billion in capital in April 2020 reached the decision to lay off 1,900 employees globally or 25% of its 7,500 entire workforce in May 2020. The case looks at the guiding principles that the co-founder Brian Chesky had put in place to ensure that Airbnb started the process of lay-offs based on the new focused business strategy built on a sustainable cost model.
Airbnb’s Approach to Layoff during the COVID-19 Crisis
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