Hi all,
I prepared a case study during the 3rd semester of MBA. I have given an example of a real case study. It actually shows how strategic HRM can act as a turnaround strategy for any organization. Let me know if it helped you in any way.
From India, Mumbai
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5I prepared a case study during the 3rd semester of MBA. I have given an example of a real case study. It actually shows how strategic HRM can act as a turnaround strategy for any organization. Let me know if it helped you in any way.
From India, Mumbai
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PPT was very useful, and I am currently in my 3rd semester of MBA. For the next semester, I have to do a project that needs to be commenced from January 2009 to April 2009. Please suggest some topics for the project.
From India, Madurai
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From India, Madurai
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Dear Shweta.. Is it possible to do project in the same topic "SHRM" in any organisation. ??
From India, Madurai
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From India, Madurai
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Dear Shweta,
I have checked your PPT, and here are my observations:
a) Slide No. 9 and 10 reference what happened in the year 1999, but Slide No. 11 jumps to 2005 without mentioning how "innovation" as a competency was executed.
b) In the year 2000, the company decided to embed "innovation" as a core competency. How was this done? What kind of training was provided to the staff? How many innovative ideas were generated, and how many were implemented? How was the product range changed? Where are the facts and figures?
c) When the company sought to instill an innovation culture, what resistance did the management face, and how was it handled? Were any changes made in the recruitment policy to emphasize hiring more innovative staff?
d) If I replace the word "HR" with "Marketing," the entire presentation could pass for strategic marketing. This is because the presentation, although labeled for HRM, lacks mention of people issues (except for downsizing the workforce by 10% in 1999). The facts and figures presented seem to align more with marketing than HR.
Ok...
Dinesh V Divekar
Bangalore - 560 094
From India, Bangalore
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I have checked your PPT, and here are my observations:
a) Slide No. 9 and 10 reference what happened in the year 1999, but Slide No. 11 jumps to 2005 without mentioning how "innovation" as a competency was executed.
b) In the year 2000, the company decided to embed "innovation" as a core competency. How was this done? What kind of training was provided to the staff? How many innovative ideas were generated, and how many were implemented? How was the product range changed? Where are the facts and figures?
c) When the company sought to instill an innovation culture, what resistance did the management face, and how was it handled? Were any changes made in the recruitment policy to emphasize hiring more innovative staff?
d) If I replace the word "HR" with "Marketing," the entire presentation could pass for strategic marketing. This is because the presentation, although labeled for HRM, lacks mention of people issues (except for downsizing the workforce by 10% in 1999). The facts and figures presented seem to align more with marketing than HR.
Ok...
Dinesh V Divekar
Bangalore - 560 094
From India, Bangalore
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Dear Shweta,
I have checked your PowerPoint presentation, and here are my observations:
a) Slide No. 9 and 10 refer to the events of 1999, while Slide No. 11 jumps to 2005 without detailing how "innovation" as a competency was implemented.
b) In 2000, the company decided to establish "innovation" as a core competency. How was this achieved? What training was provided to the staff? How many innovative ideas were generated and implemented? Were there any changes in the product range? Where are the supporting facts and figures?
c) When the company aimed to foster an innovation culture, what resistance did the management encounter? How was this resistance managed? Were there modifications in the recruitment process to attract more innovative personnel?
d) By substituting "HR" with "Marketing," the presentation could easily pass as a strategic marketing presentation. The content lacks discussion on people-related issues, except for mentioning a 10% workforce downsizing in 1999. The data and information presented seem more suitable for a marketing presentation rather than an HR-focused one.
Dinesh V Divekar
Management and Behavioral Training Consultant
Bangalore - 560 094
+91 9900155394
"The limit of your words is the limit of your world."
Absolutely correct questions raised by Mr. Dinesh. When I read this article, I shared the same sentiment. It seems the PPT creator may have chosen not to disclose the exact strategy in public but instead aimed to motivate others without revealing the strategy. Even this does not appear to be a marketing strategy.
My questions align with Mr. Dinesh's inquiries: What efforts were made to achieve this level of success? How did they identify the best talent and performance?
Did they alter their recruitment process?
Did they revamp their performance management system?
Were various training programs implemented for skill enhancement and goal achievement?
How many innovative ideas were received?
How many were beneficial and put into practice?
Which department played a crucial role?
How did management handle resistance?
Did they adopt new technologies?
Did they expand their workforce?
What were the risk factors, and how were they managed?
There are numerous questions that need answers, and I am eagerly awaiting responses from the thread starter.
From India, Pune
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I have checked your PowerPoint presentation, and here are my observations:
a) Slide No. 9 and 10 refer to the events of 1999, while Slide No. 11 jumps to 2005 without detailing how "innovation" as a competency was implemented.
b) In 2000, the company decided to establish "innovation" as a core competency. How was this achieved? What training was provided to the staff? How many innovative ideas were generated and implemented? Were there any changes in the product range? Where are the supporting facts and figures?
c) When the company aimed to foster an innovation culture, what resistance did the management encounter? How was this resistance managed? Were there modifications in the recruitment process to attract more innovative personnel?
d) By substituting "HR" with "Marketing," the presentation could easily pass as a strategic marketing presentation. The content lacks discussion on people-related issues, except for mentioning a 10% workforce downsizing in 1999. The data and information presented seem more suitable for a marketing presentation rather than an HR-focused one.
Dinesh V Divekar
Management and Behavioral Training Consultant
Bangalore - 560 094
+91 9900155394
"The limit of your words is the limit of your world."
Absolutely correct questions raised by Mr. Dinesh. When I read this article, I shared the same sentiment. It seems the PPT creator may have chosen not to disclose the exact strategy in public but instead aimed to motivate others without revealing the strategy. Even this does not appear to be a marketing strategy.
My questions align with Mr. Dinesh's inquiries: What efforts were made to achieve this level of success? How did they identify the best talent and performance?
Did they alter their recruitment process?
Did they revamp their performance management system?
Were various training programs implemented for skill enhancement and goal achievement?
How many innovative ideas were received?
How many were beneficial and put into practice?
Which department played a crucial role?
How did management handle resistance?
Did they adopt new technologies?
Did they expand their workforce?
What were the risk factors, and how were they managed?
There are numerous questions that need answers, and I am eagerly awaiting responses from the thread starter.
From India, Pune
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