Human Resource Management

Case Solution for ARISE: A Destination-for-a-Day Spa
Complete Case details are given below :
Case Name :      ARISE: A Destination-for-a-Day Spa
Authors :           Michael Beer, Lynda St. Clair
Source :             HBS Brief Cases
Case ID :            913521
Discipline :        Human Resource Management
Case Length :    15 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A new Dallas-based health and beauty spa aims to use a highly distinctive human resource system as the foundation of its competitive strategy. By encouraging employees to act as “personal wellness coaches” (PWCs) with high commitment and broad responsibilities, the leadership intended to provide a level of client service that would justify premium rates. However, the system is not working. Issues include: tips are lower than expected, reducing expected compensation; scheduling issues create bottlenecks; and the level of commitment varies among PWCs. The result is a high employee turnover rate, and departing employees take an average of 35% of their client base with them when they go. Now, with financials for the spa’s second year completed, the VP of spa operations, the VP of business operations, and the CEO must evaluate what is and what isn’t working.
 
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Case Solution for Southfield Packaging
Complete Case details are given below :
Case Name :      Southfield Packaging
Authors :           Michael Beer, Alisa Zalosh
Source :             HBS Brief Cases
Case ID :            913562
Discipline :        Human Resource Management
Case Length :    13 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Southfield Packaging provides packaging materials and services to medical device manufacturers. The case examines the relationship between a corporate vice president, Mark Sanders, and one of his direct reports, Regional Manager Frank Belby. Sanders’ preparation for Belby’s annual performance review provides a foundation for discussing the common challenges and difficulties associated with performance reviews. Specific issues include the need to clearly define criteria for evaluation and the question of whether Belby’s physical health should play a role in his performance review. Overall, is Southfield’s appraisal process a fair and effective way of evaluating employee potential?
 
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Case Solution for WeaveTech: High Performance Change
Complete Case details are given below :
Case Name :      WeaveTech: High Performance Change
Authors :           Michael Beer, Paul Swiercz
Source :             HBS Brief Cases
Case ID :            914553
Discipline :        Human Resource Management
Case Length :    12 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
WeaveTech, formerly Johnson-Ware, is a clothing company that produces jackets, coats, overalls, coveralls, and fire resistant clothing for the military. A private equity firm renamed the company after it acquired Johnson-Ware several years ago. WeaveTech now faces a changing market, and its new CEO is planning to change its strategy. As part of this strategy, the CEO wants to cut the number of WeaveTech managers by 20%. He asks Frank Jennings, WeaveTeach’s VP for Human Resources, to recommend how to do so. Jennings has done his best to balance these changes with the company’s long history, its small-town culture, and its high-performance culture. The case presents information on the implicit lifetime employment contract, a significant change in strategic direction, and a problematic performance appraisal system. Jennings finds the decision to reduce headcount to be challenging. Is it ethical to discharge high-performing managers? Is the new strategy sound? How should Jennings respond to the managerial reduction mandate, and what should he recommend to the board?
 
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Case Solution for Connect: The Knowledge Network (B)
Complete Case details are given below :
Case Name :      Connect: The Knowledge Network (B)
Authors :           Joan Winn
Source :             North American Case Research Association (NACRA)
Case ID :            NA0B19
Discipline :        Human Resource Management
Case Length :    05 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Supplementary Material to Product # NA0119

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Case Solution for CONNECT: The Knowledge Network (A)
Complete Case details are given below :
Case Name :      CONNECT: The Knowledge Network (A)
Authors :           Joan Winn
Source :             North American Case Research Association (NACRA)
Case ID :            NA0119
Discipline :        Human Resource Management
Case Length :    12 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 1992, Maureen Clarry and Kelly Gilmore quit their jobs to start CONNECT: The Knowledge Network, an Information Technology Consulting company. Maureen and Kelly did not take a salary for the first six months of operation, and expected to keep expenses down by working out of their homes. When both women became pregnant, they had to redefine their business model and find a suitable office space. They found an old Victorian house with a separate building to serve as an on-site daycare center and proceeded to create a family-friendly office environment. They focused their business strategy on building a network of consultant “partners” to provide data warehousing and information systems consulting to large companies in the Denver area. In 1998, as companies attempted to expand their workforce in an increasingly tight job market, CONNECT added permanent-placement to their temporary-placement services. This new service line required an increase in CONNECT’s workforce, and within a year, CONNECT expanded from 8 to 20 employees. The economic downturn of 1999-2000 prompted CONNECT to refocus the business once again, forcing a layoff of some long-time staff as well as its recently hired recruiters. This case chronicles the process that Maureen and Kelly and the entire staff of CONNECT went through in making the difficult downsizing decisions.

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Case Solution for The Proposed Merit Pay Program: Should the Winners Take All?
Complete Case details are given below :
Case Name :      The Proposed Merit Pay Program: Should the Winners Take All?
Authors :           Thomas R. Miller
Source :             North American Case Research Association (NACRA)
Case ID :            NA0032
Discipline :        Human Resource Management
Case Length :    07 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Dr. Jeff Foreman, Professor and Chair of the Marketing Department at Carroll State University, had just left a meeting with the Dean of the College and other department chairs about the upcoming salary increase program. Since pay increases had been small in recent years, Foreman was quite pleased that there would be four percent merit money this year, in addition to the previously announced two percent across-the-board (ATB) increase. The ATB raise would be effective in July, and the merit pay would be implemented the following January. At the meeting, the Dean of the College informed the chairs that the merit-pay policy was subject to change, in order to reward the highest performing faculty. He stated that at a recent meeting with the Provost, the idea of a more “aggressive” approach to rewarding top-performing faculty members was discussed. This approach, it was advanced, would help the University retain its most productive and most mobile faculty members – those who had the talents to really advance the programs of the school. Subsequent discussion at the chairs’ meeting was animated, and they expressed a variety of opinions about the advisability of the proposed changes in the merit-pay policy. As the meeting ended, the Dean asked each of the chairs to study the proposal and make a recommendation about the pay plan with a justification, noting that the group would meet again to make a policy decision for the College. Back in his office, Professor Foreman reviewed the existing policy on salary increases, salary information on his faculty, and their performance ratings for the last three years. He thought about the philosophy underlying the aggressive approach to compensation and the implications of rewarding only the top performers. But he also wanted to look at the actual impact of the proposed change on the salaries of his faculty members. What would it do to salary differentials? How would it affect faculty motivation?

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Case Solution for Governance and Talent Management in a Professional Services Firm
Complete Case details are given below :
Case Name :      Governance and Talent Management in a Professional Services Firm
Authors :           Yuliya V. Ivanova, Joan Winn
Source :             North American Case Research Association (NACRA)
Case ID :            NA0044
Discipline :        Human Resource Management
Case Length :    14 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Academy for Professional Development (APD) was launched in 1993, shortly after Perestroika and the turbulent time of Soviet disintegration. With the support of the Soros Foundation and a local Ministry of Privatization, APD became the most prestigious professional business education and consulting firm in the country. Assembling and training a “team of talents” is always difficult, more so in this case because of the nature of local business practices, the proliferation of professional service firms competing for business and state-director clientele, and the lure of opportunities in more stable environments. As APD gained experience in business education and consulting, different directors implemented new programs and brought different styles of management. As the organization experiences turnover of its professional staff, its founder and Chairman of the Board is concerned about the role he should take as the organization matures.

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Case Solution for Governance and Talent Management in a Professional Services Firm
Complete Case details are given below :
Case Name :      Governance and Talent Management in a Professional Services Firm
Authors :           Yuliya V. Ivanova, Joan Winn
Source :             North American Case Research Association (NACRA)
Case ID :            NA0078
Discipline :        Human Resource Management
Case Length :    14 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Academy for Professional Development (APD) was launched in 1993, shortly after Perestroika and the turbulent time of Soviet disintegration. With the support of the Soros Foundation and a local Ministry of Privatization, APD became the most prestigious professional business education and consulting firm in the country. Assembling and training a “team of talents” is always difficult, more so in this case because of the nature of local business practices, the proliferation of professional service firms competing for business and state-director clientele, and the lure of opportunities in more stable environments. As APD gained experience in business education and consulting, different directors implemented new programs and brought different styles of management. As the organization experiences turnover of its professional staff, its founder and Chairman of the Board is concerned about the role he should take as the organization matures.

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Case Solution for Cooperation for Advancement Rehabilitation and Education (CARE): Leadership in Social Sector Organizations
Complete Case details are given below :
Case Name :      Cooperation for Advancement Rehabilitation and Education (CARE): Leadership in Social Sector Organizations
Authors :           Arif Butt, Humaira Butt, Shezeen Hemani
Source :             North American Case Research Association (NACRA)
Case ID :            NA0092
Discipline :        Human Resource Management
Case Length :    22 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case documents the history and development of philanthropic work in providing quality education by CARE (Cooperation for Advancement Rehabilitation and Education) under the leadership of its chairperson, Seema Aziz. Seema started CARE in 1988 as a small voluntary effort to help the flood victims of the Sheikhupura town, Lahore (Pakistan) and later directed the organization’s focus towards providing quality education to underprivileged children. After over a decade of efforts which led to the establishment of 6 CARE owned schools and adoption of 20 schools from the Government of Punjab, Seema was faced with an important decision which would shape the future of CARE. In September 2002, the government of Punjab offered CARE to adopt another 140 government schools. The offer had left Seema at a crossroads as accepting the offer would achieve CARE’s mission by accelerating the process of spreading education. However, it would invite challenges associated with managing a rapidly growing organization, providing for additional funds and other organizational resources, and establishing a professional and well motivated Human Resource base to support the expansion decision which would have to be taken within a few months. On the other hand, refusing the government’s offer would enable Seema to take CARE through a gradual process of growth ensuring control over policymaking and implementation, minimizing risks related to financial sustainability, building organizational and human resource capacities and above all preparing leadership capabilities necessary for a growing organization. For Seema it was indeed a tough decision. She felt that as she contemplated the offer to prepare CARE to take up the challenge, thousands of children lost hope for basic education and an opportunity to live like the privileged part of the society. While Seema’s heart was truly tempted to take up the government’s offer, her mind was well aware that she must choose her options wisely.

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Case Solution for Improving Customer Service in Sunpharma Pharmacies
Complete Case details are given below :
Case Name :      Improving Customer Service in Sunpharma Pharmacies
Authors :           Katarina Lackova, Michaela Polakova, Joan Winn
Source :             North American Case Research Association (NACRA)
Case ID :            NA0207
Discipline :        Human Resource Management
Case Length :    20 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Sunpharma Group, a chain of pharmacies in Slovakia, had recently come under new ownership, and the new CEO recognized the need for better customer service in order for the company’s expansion strategy to be successful. The company had, as its stated strategic goal, “to be a long time favorite and most in-demand pharmacy renowned for world class professionals, comprehensive services, and individual approach.” Typical pharmacy training only addressed physiological and pharmacological concerns, so it was up to the company to address customer service needs for its pharmacists and technicians. Results from a “mystery shopper” project, which investigated the quality of services in pharmacies in standard situations, highlighted the lack of interpersonal skills among pharmacy staff. This case describes the first steps undertaken by the Human Resources department to analyze work behaviors and identify training needs. The student is asked to design a training program for the company that the HR manager can present to the CEO.

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