Human Resource Management – MBA2027

Group Assignment: Students to submit the case study analysis poster by selecting any one
case out of 5 cases and do a group presentation.
Assignment: Group Assignment: Case Study Analysis Poster and Presentation
Assignment Overview
1. Objective:
o To develop critical thinking, teamwork, and presentation skills through the
analysis of real-world scenarios.
o To creatively represent the findings and insights of the selected case study in a
poster format.
2. Task:
o Student groups are given below. No changes in the group members.

o Each group will choose one case out of the five provided by the instructor.

o Analyze the selected case in detail and create:

 A poster that visually summarizes the analysis.

 A 10-minute presentation of the case study findings.

Assignment Guidelines
1. Poster Submission:
o The poster should be done on a black chart. After completing the chart, scan
the chart and convert it to PDF and send it to Ms. Pranathi on or before 15 th
May, 2025.
o It should include the following sections:

 Title: Title of the case study.

 Introduction: Brief overview of the case.
 Key Issues Identified: Highlight major problems/challenges in the
case.
 Analysis: Apply relevant frameworks or theories to analyze the case.
 Recommendations: Provide well-supported solutions or strategies.
 Conclusion: Summarize key takeaways.
 Visuals: Use graphs, charts, and images to enhance clarity and appeal.
 2. Group Presentation:
o Time limit: 10 minutes (7 minutes for presentation + 3 minutes for Q&A).

o Each member of the group must contribute to the presentation.

o Use slides, videos, or other multimedia to support the oral presentation.

Evaluation Rubrics and Marking Scheme (20 Marks)

A. Poster Evaluation (10 Marks)
1. Content (4 Marks):
o Clarity and depth of the case study analysis.

o Relevance of identified issues and recommendations.

2. Visual Design (3 Marks):

o Creativity and aesthetic appeal.

o Effective use of visuals (charts, graphs, images).

3. Structure and Organization (3 Marks):

o Logical flow and layout.

o Adherence to poster guidelines.

B. Presentation Evaluation (10 Marks)

1. Content Delivery (4 Marks):
o Clear explanation of the case study and insights.

o Use of examples to support analysis.

2. Team Collaboration (3 Marks):

o Equal participation of all members.

o Coordination and teamwork during the presentation.

3. Engagement and Q&A (3 Marks):

o Audience engagement through effective communication.

o Ability to handle questions confidently and logically.

Marking Scheme Breakdown

Criteria Poster (10 Marks) Presentation (10 Marks) Total Marks

Content 4 Marks 4 Marks 8 Marks

Visual Design/Delivery 3 Marks 3 Marks 6 Marks

Structure/Teamwork 3 Marks 3 Marks 6 Marks

Total 10 Marks 10 Marks 20 Marks

Key Points for Success

 Ensure the analysis is well-researched and supported by data.
 Design the poster to make complex ideas easy to understand at a glance.
 Practice the presentation as a group to ensure smooth transitions and time
management.

CASE STUDIES

Case Study 1: Employees’ Welfare and Social Security at GreenLeaf Enterprises

Introduction: GreenLeaf Enterprises, a global manufacturing company with over 10,000
employees, has long prided itself on its commitment to employee welfare. However, in recent
years, the company faced increasing complaints from employees about the inadequacy of
welfare programs, particularly those for lower-level workers. The HR team recognized that
these complaints, along with increasing turnover rates, pointed to a need for significant
improvement in the company's approach to welfare and social security.
Challenges:
 Disparities in employee benefits across various levels of the company.
 Lack of access to comprehensive healthcare, particularly for lower-wage employees.
 A perceived disconnect between the company’s welfare offerings and the actual needs
of employees, especially in the face of rising healthcare costs and mental health
concerns.
 Insufficient communication about the available benefits and their access points,
leading to confusion among employees.
Actions Taken:
1. Comprehensive Welfare Review: The HR team conducted an internal audit of
existing employee benefits, comparing them to industry standards and employee
 feedback. They identified key areas of improvement such as healthcare benefits,
mental health support, and employee assistance programs (EAPs).
2. Integrated Welfare Package: A more holistic and integrated welfare package was
introduced, including health insurance, mental health counseling, flexible working
hours, and child care support.
3. Standardized Benefits: The company standardized the benefits across all
departments and levels, ensuring that all employees, from factory workers to senior
management, had access to similar healthcare and social security programs.
4. Increased Transparency: The HR team launched an internal portal where employees
could easily access information about their benefits, including step-by-step guides to
accessing healthcare, claiming benefits, and understanding pension plans.
5. Regular Welfare Communication: The company introduced regular welfare
briefings and newsletters to keep employees informed about changes or additions to
the welfare programs. Employee surveys were used to gather feedback on the
effectiveness of these changes.
Results:
 Employee Satisfaction: Surveys showed an increase in employee satisfaction
regarding the company’s welfare offerings. Employees reported feeling more
supported in both their personal and professional lives.
 Decreased Turnover: Turnover rates, particularly among lower-level employees,
declined as a result of the enhanced welfare benefits.
 Improved Productivity: Employees who previously faced health issues due to
inadequate healthcare and stress-related conditions showed a notable improvement in
productivity and attendance.
 Increased Trust in Management: Employees felt that their well-being was genuinely
prioritized, which led to a higher level of trust in the company and its leadership.
Questions:
1. What were the primary factors contributing to the dissatisfaction with GreenLeaf’s
previous welfare and social security programs?
2. How did GreenLeaf’s HR team ensure that the new welfare programs aligned with the
actual needs of employees?
3. Evaluate the effectiveness of standardizing welfare benefits across different levels of
the company. What potential challenges could arise from this approach?
4. How can GreenLeaf measure the long-term impact of its welfare programs on
employee retention and productivity?
 5. Discuss the importance of communication in welfare and social security programs.
How did transparency and employee engagement impact the success of these
initiatives?

Case Study 2: Training & Development at FutureTech Solutions

Introduction: FutureTech Solutions, a fast-growing technology company, recognized the
importance of continuously developing the skills of its workforce to stay ahead of the
competition. The company faced several issues, including high employee turnover, the
evolving nature of the technology industry, and a lack of alignment between training
programs and business needs. The HR team was tasked with revamping the training and
development strategy to address these issues.
Challenges:
 Lack of alignment between training content and the company’s evolving business
needs.
 High turnover among technical staff, attributed partly to inadequate professional
development opportunities.
 Insufficient engagement in traditional training programs, with employees reporting
that training sessions were often not relevant to their specific roles.
Actions Taken:
1. Comprehensive Training Needs Assessment (TNA): FutureTech launched an
extensive TNA process, including surveys, one-on-one interviews with department
heads, and feedback from employees. This helped to identify key areas where
employees lacked the necessary skills to support the company’s growing
technological demands.
2. Role-Specific Training: Based on the TNA findings, FutureTech redesigned its
training programs to be more role-specific, focusing on skills that were directly
relevant to employees’ day-to-day responsibilities. This included advanced coding
skills for developers and soft skills for customer-facing employees.
3. Blended Learning Approach: The company adopted a blended learning model that
combined online e-learning modules with in-person workshops. This flexible
approach allowed employees to learn at their own pace while still benefiting from
hands-on, practical training.
4. Continuous Feedback and Evaluation: After the implementation of the new training
programs, FutureTech introduced regular performance evaluations to assess the
effectiveness of the training. The feedback from these evaluations was used to adjust
and improve training content on an ongoing basis.
 5. Leadership and Mentorship Programs: To address turnover among technical
employees, the company introduced mentorship programs, pairing senior technical
staff with newer hires. This allowed for on-the-job learning and better retention of
talent.
Results:
 Increased Employee Competency: Employees showed measurable improvements in
their technical abilities and overall job performance, leading to enhanced product
quality and service delivery.
 Reduced Turnover: Turnover rates among technical staff decreased by 25%, with
employees reporting higher satisfaction due to the investment in their personal
development.
 Higher Engagement: Engagement in training programs increased, with employees
reporting that the new, role-specific training was more aligned with their career goals
and daily tasks.
 Better Alignment with Business Needs: The new training programs helped
FutureTech align its workforce skills with the evolving needs of the business,
enabling the company to stay competitive in a fast-paced industry.
Questions:
1. How did the lack of alignment between training programs and business needs
contribute to employee dissatisfaction and turnover at FutureTech?
2. Evaluate the role of the TNA process in helping FutureTech identify training gaps.
What methods could be used to further improve this process?
3. Discuss the effectiveness of the blended learning model implemented at FutureTech.
What are the advantages and limitations of this approach?
4. How did the mentorship program address both employee development and retention
issues? What other strategies could FutureTech employ to retain technical talent?
5. Assess the importance of continuous feedback and evaluation in training programs.
How can FutureTech improve its feedback mechanisms to ensure long-term success?

Case Study 3: Human Resource Planning at NovaTech Inc.

Introduction: NovaTech Inc., a leading producer of electronic components, faced rapid
expansion over the past few years, which led to several human resource challenges. The
company’s leadership realized that a more strategic approach to HR planning was required to
meet their growing needs and ensure they had the right talent at the right time.
Challenges:
  Difficulty in forecasting future workforce requirements due to the fast pace of
industry changes.
 Imbalance in workforce distribution, with an overemphasis on certain roles (e.g.,
production workers) and a shortage of critical skills (e.g., R&D specialists).
 High turnover rates in critical roles, particularly in R&D and management positions.
Actions Taken:
1. Workforce Planning Strategy: NovaTech HR developed a strategic workforce
planning model, which used predictive analytics to forecast future workforce needs
based on business goals, market trends, and technological advancements.
2. Succession Planning: The company introduced a formal succession planning
program for leadership and key roles. This ensured that potential leaders were
identified and developed early in their careers.
3. Talent Pool Development: NovaTech worked on developing a talent pool by offering
internships and co-op programs in collaboration with universities. This helped to
ensure a steady stream of qualified candidates for specialized roles.
4. Employee Retention Programs: In response to high turnover rates in critical roles,
the company introduced retention strategies, including higher compensation packages,
career development opportunities, and improved work-life balance policies.
Results:
 Improved Forecasting: The predictive analytics model enabled NovaTech to
anticipate workforce needs and plan more effectively for recruitment and training.
 Reduced Turnover: Turnover in critical roles decreased significantly, especially in
R&D, as employees were offered more opportunities for growth and recognition.
 Enhanced Talent Pool: The company successfully built a strong pipeline of future
talent through its internship programs, which led to a smoother recruitment process
and reduced time-to-hire.
Questions:
1. What were the core challenges NovaTech faced in its HR planning process, and how
did they impact the company’s ability to meet its workforce needs?
2. How did NovaTech’s predictive analytics approach to workforce planning improve its
ability to forecast future talent needs? What are the potential risks of relying on such
data-driven methods?
3. Evaluate the effectiveness of the succession planning program introduced by
NovaTech. What impact did it have on leadership development and employee
retention?
 4. Discuss the role of talent pool development in NovaTech’s HR planning strategy. How
can the company ensure the sustainability of its talent pipeline?
5. How can NovaTech further enhance its HR planning to align with future industry
trends and technological changes?

Case Study 4: Training Need Assessment at NextGen Technologies

Introduction: NextGen Technologies, a fast-growing software development firm, noticed a
significant gap between the skills employees possessed and the skills required for their
increasingly complex projects. The HR team realized that a more structured approach to
Training Needs Assessment (TNA) was necessary to better align employee capabilities with
business goals.
Challenges:
 Difficulty in assessing the skills gaps across various departments.
 Limited resources to conduct large-scale training programs.
 Employees expressed frustration over irrelevant or outdated training programs.
Actions Taken:
1. Conducting a Comprehensive TNA: The HR team implemented a robust TNA
process that involved employee surveys, interviews, and feedback from managers to
assess skill gaps. A detailed skills matrix was created for each department to identify
areas that needed attention.
2. Role-Specific Training Programs: Based on the findings of the TNA, the company
designed role-specific training programs for employees. These programs targeted
critical skills in areas such as software development, project management, and client
communication.
3. Ongoing Feedback Mechanisms: To ensure that training programs remained
relevant, the company set up an ongoing feedback loop where employees could
provide input on training content and delivery methods.
4. Use of External Experts: NextGen brought in external subject matter experts to
deliver specialized training, ensuring that employees received high-quality, up-to-date
knowledge in their respective fields.
Results:
 More Relevant Training: Employees reported that the new, role-specific training was
more relevant and applicable to their daily tasks.
 Improved Performance: Post-training assessments showed a significant
improvement in employee performance, particularly in technical areas such as
software development and system design.
  Increased Employee Engagement: Employee engagement with training programs
rose sharply, as employees felt more involved in their professional development and
valued by the company.
Questions:
1. What challenges did NextGen face in conducting an effective Training Needs
Assessment? How did these challenges impact employee development and
performance?
2. How did the role-specific training programs address the skill gaps identified in the
TNA? What could be improved in this approach?
3. Evaluate the effectiveness of the feedback loop in ensuring that training programs
remained relevant to employee needs. How can NextGen improve this process?
4. Discuss the value of using external experts for specialized training. What are the
advantages and limitations of this approach?
5. How should NextGen Technologies measure the long-term success of its training
programs in terms of organizational performance and employee satisfaction?

Case Study 5: Performance Appraisal at XYZ Financial Group

Introduction: XYZ Financial Group, a leading investment firm, faced mounting criticism
regarding its performance appraisal system. Employees complained of biased evaluations,
unclear criteria, and lack of constructive feedback. As a result, employee motivation and
performance were negatively affected. The HR department took proactive steps to revamp the
performance appraisal system to ensure it was fair, transparent, and aligned with
organizational goals.
Challenges:
 Subjectivity and bias in performance evaluations.
 Inconsistent performance metrics across different departments.
 Lack of clear feedback and development goals for employees.
Actions Taken:
1. Introduction of 360-Degree Feedback: The company introduced a 360-degree
feedback system, where employees received input not only from their managers but
also from peers and subordinates. This helped to provide a more holistic view of an
employee’s performance.
2. Standardized Metrics: XYZ Financial Group developed a set of clear, measurable
performance metrics tailored to each department, ensuring that all employees were
evaluated on the same criteria.
 3. Training for Managers: The HR team conducted workshops for managers to help
them deliver constructive feedback and set clear, achievable goals for their teams.
4. Continuous Feedback and Development: The company moved from an annual
review system to a continuous feedback model, where employees received regular
feedback throughout the year, allowing them to address performance issues in real
time.
Results:
 Improved Performance Evaluation: Employees felt that the 360-degree feedback
system provided a more accurate and fair assessment of their work, leading to
increased motivation.
 Clearer Development Paths: The new system allowed employees to set clearer
development goals and track their progress over time, improving job satisfaction.
 Enhanced Employee-Manager Relationships: Managers developed stronger
relationships with their teams, as regular feedback helped to foster trust and
communication.
Questions:
1. What were the key issues with XYZ Financial Group's previous performance
appraisal system, and how did they affect employee motivation and productivity?
2. How effective was the introduction of 360-degree feedback in addressing biases in
performance evaluations? What are the challenges associated with this system?
3. Evaluate the impact of standardized performance metrics on the objectivity of the
appraisal process. How could XYZ Financial Group further refine these metrics?
4. Discuss the role of manager training in improving the performance appraisal process.
How did this benefit both managers and employees?
5. How does continuous feedback contribute to employee development? What are the
potential downsides of moving away from an annual performance review model?

Case Study 6: Transforming Employee Capabilities through Training and Development

Introduction
XYZ Corporation, a leading multinational firm in the technology sector, faced a significant
challenge in upskilling its workforce to keep pace with rapid technological advancements.
The company’s existing training programs were outdated, and employees struggled to meet
new skill requirements. To address this, the HR team devised a comprehensive training and
development strategy.
Background
The organization had a diverse workforce of over 10,000 employees across different
geographical locations. With increasing automation and AI integration, the company needed
to ensure that its workforce could adapt to new roles. The HR department initiated a strategic
revamp of its training and development processes.
Training Initiative
XYZ Corporation adopted a multi-tier training approach, which included:
 Skill gap analysis: Identifying competencies that employees lacked.
 Customized e-learning modules: Online training programs tailored to different
departments.
 Mentorship programs: Senior employees guiding new hires and underperforming
staff.
 Workshops and certifications: Encouraging employees to attend external
workshops.
Outcomes and Challenges
While the initiative improved productivity, it also faced resistance from employees reluctant
to undergo training. Some senior employees perceived it as a threat to their job security.
Questions
1. Analyze the resistance faced by employees towards training programs and propose
strategies to overcome it.
2. How should XYZ Corporation measure the ROI of its training initiatives?
3. Evaluate the effectiveness of mentorship programs in the technology sector.
4. How can HR ensure that training aligns with evolving industry demands?
5. Discuss the ethical implications of making training mandatory for all employees.

Case Study 7: Strategic Human Resource Planning at ABC Manufacturing Ltd.

Introduction
ABC Manufacturing Ltd. faced a sudden increase in demand due to market expansion.
However, the company struggled with inadequate workforce planning, leading to
overburdened employees and operational inefficiencies.
Background
Despite having a strong market presence, ABC Manufacturing lacked a robust HR planning
mechanism. The company relied on ad-hoc hiring, which resulted in skill mismatches and
high employee turnover.
HR Planning Strategy
The HR team implemented the following measures:
 Workforce forecasting: Predicting future labor needs based on demand trends.
 Succession planning: Identifying potential leaders for critical roles.
 Flexible workforce management: Using contract workers during peak seasons.
 Technology-driven recruitment: Utilizing AI for resume screening.
Outcomes and Challenges
While workforce planning reduced employee burnout and improved operational efficiency,
inaccurate demand forecasting occasionally led to workforce redundancies.
Questions
1. How should HR balance workforce planning with business uncertainty?
2. Evaluate the ethical implications of hiring contract workers for peak seasons.
3. Discuss the role of AI in improving HR planning efficiency.
4. Propose methods to reduce skill mismatches in strategic workforce planning.
5. How can ABC Manufacturing align HR planning with long-term business goals?

Case Study 8: Performance Appraisal and Employee Motivation in DEF Financial

Services
Introduction
DEF Financial Services implemented a 360-degree performance appraisal system to foster
employee development. However, employees expressed dissatisfaction with the feedback
process, leading to low morale.
Background
The firm had traditionally used an annual performance review but shifted to a continuous
feedback model. However, employees felt that subjective biases influenced ratings, affecting
their career progression.
Performance Appraisal Process
 360-degree feedback: Employees received feedback from peers, managers, and
clients.
 Objective-based evaluations: Performance tied to quantifiable KPIs.
 Real-time feedback tools: Software-driven feedback mechanisms.
 Training for appraisers: Educating managers on unbiased assessments.
Outcomes and Challenges
While the new system improved transparency, employees were skeptical about its fairness.
Some believed that managerial biases still influenced feedback.
Questions
1. How can HR mitigate biases in a 360-degree performance appraisal system?
2. Should performance appraisals be linked to compensation? Justify your answer.
3. Evaluate the psychological impact of frequent feedback on employee motivation.
4. Discuss the role of AI in making performance appraisals more objective.
5. How can DEF Financial Services ensure continuous improvement in its appraisal
process?

Case Study 9: Compensation Management and Employee Retention in GHI Retail

Introduction
GHI Retail, a large chain of supermarkets, experienced high employee turnover due to
dissatisfaction with its compensation structure. The HR team needed to redesign its
compensation model to improve retention.
Background
GHI Retail’s compensation plan included fixed salaries with limited incentives. Competitor
firms offered better benefits, leading to talent attrition. Employee exit interviews revealed
dissatisfaction with pay structures and lack of performance-based rewards.
Compensation Strategy
 Market benchmarking: Adjusting salaries based on industry standards.
 Variable pay components: Performance-linked bonuses.
 Non-monetary benefits: Health insurance, flexible work schedules.
 Employee stock options: Offering shares to retain top talent.
Outcomes and Challenges
The revised compensation strategy improved retention, but it also increased payroll costs.
Balancing employee satisfaction with financial sustainability became a key challenge.
Questions
1. How should HR design a compensation plan that balances employee satisfaction with
company profitability?
2. Evaluate the impact of non-monetary benefits on employee retention.
 3. Should pay transparency be implemented in organizations? Justify your stance.
4. Discuss the role of financial incentives in motivating retail employees.
5. How can GHI Retail align compensation management with long-term business
growth?

Case Study 10: Employee Engagement and HR Policies at JKL Healthcare

Introduction
JKL Healthcare, a mid-sized hospital chain, faced declining employee engagement levels.
High stress and lack of work-life balance led to burnout, affecting patient care quality.
Background
The HR team identified factors contributing to disengagement, including long working hours,
lack of career growth, and inadequate recognition programs.
HR Engagement Strategy
 Flexible work schedules: Introducing rotational shifts.
 Career development initiatives: Leadership training for healthcare workers.
 Recognition programs: Employee of the Month awards and public appreciation.
 Wellness initiatives: On-site counseling and stress management workshops.
Outcomes and Challenges
Employee engagement improved, but some initiatives, such as rotational shifts, faced
resistance from senior staff who preferred fixed schedules.
Questions
1. How can HR ensure sustained employee engagement in high-stress industries?
2. Evaluate the effectiveness of non-financial recognition programs in healthcare.
3. Should healthcare organizations prioritize employee well-being over profitability?
Justify your answer.
4. Discuss the ethical considerations of enforcing work-life balance policies.
5. How can JKL Healthcare measure the long-term impact of engagement initiatives?