HRM0040 Mandatory Cost to Enhance Savings

HUMAN RESOURCE MANAGEMENT RESOURCE HUMAN HUMAN RESOURCE MANAGEMENT RESOURCE HUMAN

HUMAN RESOURCE MANAGEMENT RESOURCE HUMAN

HUMAN RESOURCE MANAGEMENT RESOURCE HUMAN HUMAN RESOURCE MANAGEMENT RESOURCE HUMAN

1 www.ibscdc.org On-Site Medical Clinics: Perks or Teaching Note Available • To understand how Google has been Productivity Boosters? Struc.Assig. Available successful in making its employees brand ambassadors. This case study helps in analysing how Keywords companies can derive benefits from a Industry Internet search and Navigation On-Site Medical Clinics, On-Site clinics, Reference No. HRM0040 mandatory cost to enhance savings. The Company Doctors, Health Insurance, case also helps in understanding the Year of Pub. 2009 Employee Health, Medical Costs in the Teaching Note Available importance of On-Site clinics in the era of US, Outsourcing Healthcare Management exorbitant medical costs, ever escalating Struc.Assig. Available healthcare-related expenses of the Keywords employees and companies and enables a discussion on whether this model is Employees as Brands: The Case Google, Brands, Employees, HRM, Culture, sustainable. Or will it meet the fate of its of Google Motivation, Compensation, Employee predecessor – the Company Doctor, Retention, Talent Management, Best abandoned during 1960s. This case is written primarily to raise an practices, work culture, Organisational interesting arguement over a simple, yet, culture, Innovation For many observers, 'On-Site' medical thought-provoking concept – how can clinics are the refined version of Company human resources be leveraged as a source Doctor – a practice that has long been out of competitive advantage? Illustrated fashioned by high maintenance costs. through the example of Google, this case Microsoft: Reshaping HR However, for the HR executives, 'On-Site' raises many intriguing issues. In a span of a Strategies medical clinics are a novel concept that decade, Google has emerged as a Founded in the year 1975, Microsoft is the improves the morale of the employees and technological powerhouse with two worldwide leader in software, services and for top managers, this is a cost item which extraordinary innovations, ‘search’ and solutions. Employees at Microsoft are has the potential to boost revenues. ‘adwords’, to its credit. The company recognised as the intellectual fuel and are However, in essence, it is a basic healthcare attributes this enviable rise to glory to its provided with various benefit plans and facility provided by the companies to most valued assets – the Google employees. resources, which are designed to retain them. employees and their dependents in the Since its inception, the company has Lisa Brummel, who joined as the chief of factory premises. Companies through constantly hired only the best talent in human resources at Microsoft, in the year setting up On-Site medical clinics want to the industry, preferring creativity to work 2005, started reshaping the company’s HR control the soaring medical costs, improve experience. Striving to attract and retain strategies. She began to innovate the HR the productivity of the employees besides bright and inspiring employees, Google system and tailored it to meet the needs of enhancing the quality of treatment for the focused on motivating its employees by individual employees. The case helps to employees. The On-Site medical clinics creating a challenging yet fun-filled work analyse the importance of innovation in model provides better returns for the environment coupled with a wide array of HR practices of an organisation. The case companies on employee health-related perks ranging from free food and a gym to also offers a backdrop to debate whether investments compared to any other employee stock options. Additionally to the reshaped HR strategies of Microsoft existing model. Some healthcare experts foster innovativeness, Google has adopted help to satisfy, retain and motivate the advice that On-Site medical clinics should the ‘70/20/10’ model, to encourage employees at Microsoft. not be confined only for controlling the Googlers to spend 20% of their work time medical costs and improving the on a project of their choice. These efforts productivity of the employees but also paid off and Google emerged as the most Pedagogical Objectives focus on improving personal health and sought after place to work for two • To analyse the significance of employees creating community awareness on disease consecutive years (2007 and 2008). in a knowledge-based industry prevention and management. This model, However, can a company that has focused hailed by one and all, however, has its on small teams and individual interaction • To analyse how companies attract the Achilles Heel – safety and security of with all employees cope up with the same best-knowledge workers and retain employees' health records from the when its meteoric climb to success has employees in a competitive managers. The possibility of managers captured the interest of many competitors? environment using personal medical records of The appreciation of Google’s • To analyse the HR practices at Microsoft employees for undue benefits can neither achievements has been accompanied by be ruled out nor can be overlooked. increasing apprehensions about the long- • To analyse the reshaped HR practices term sustainability of Google’s informal implemented by Lisa Brummel Pedagogical Objectives and fun-filled culture. Whether Google’s success is a result of its much hyped work • To analyse whether the new HR Strategy • To analyse the significance of On-Site culture or vice versa, continues to be an helps to satisfy, motivate and retain medical clinics to the companies in the unresolved enigma. employees at Microsoft. times when medical costs are ever Industry Software Services increasing in the US Pedagogical Objectives Reference No. HRM0039C Year of Pub. 2008 • To analyse how the On-Site medical • To analyse the role and essence of HR Teaching Note Available clinics reduce the medical costs and management across different industries Struc.Assig. Available improve the productivity of employees and their contribution in building • To debate whether On-Site medical successful organisations Keywords clinics model will be a successful • To analyse factors contributing to Microsoft; HR Strategies; Reshaping HR Healthcare model or it will be withdrawn Google’s meteoric rise in a short span of Stratgies; Google; Lisa Brummel; like Company Doctor. time Knowledge-based industry; Comparitive Analysis; Steve Ballmer; Mini-Microsoft Industry Health Care • To examine Google’s HR practices and Blog; mymicrosoft 1.0; HRM Case Studies; Reference No. HRM0041 debate on the replicability and Next Generation Work Place Year of Pub. 2009 sustainability of these practices 2 www.ibscdc.org

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HUMAN RESOURCE MANAGEMENT RESOURCE HUMAN HUMAN RESOURCE MANAGEMENT RESOURCE HUMAN Innovative HR Practices at innovative breakthroughs in the experiencing closures affecting thousands MANAGEMENT RESOURCE HUMAN Southwest: Can they be technology front, but is also known for its of employees, KDHPCL with 13,000 Sustained? unique culture and innovative Human employees could not only recover within Resource (HR) policies. In a survey a year the loss of $ 24 million run up by With 35 consecutive years of profitability, conducted by BusinessWeek magazine, Tata Tea, but could also register a post tax the Dallas-based Southwest Airlines had Google was the most sought after company surplus of $ 50,000 as on March 31st 2006. been the most successful low-fare, high by college students, MBAs, women, However, when Tata Tea went onto frequency and point-to-point carrier in the engineers, and diverse individuals. Google implement a similar model in the North US. Southwest is known not only for its ranked 1st on the 10th annual ‘100 Best India Plantation Operations, it met with innovation in operations but also for its Companies to Work For’ list of Fortune, a considerable resistance. The case discusses HR practices which were nurtured by its well-known international business about the crisis that was facing the tea long-standing CEO, Herbert D. Kelleher. magazine. HR practices at Google is named industry in India, the role played by Tatas He developed a culture aimed at fun and ‘People Operations’, which is designed to in the formation of the KDHPCL and the employee satisfaction. He also devised underline the fact that it is not a mere challenges faced by the employees of South numerous employee-oriented administrative function, but ensures to build Indian Plantations Operations in organisational practices, training and a strong employee-employer relationship. accomplishing this unique business model. motivational programs. His fun loving way Google’s HR practices clearly reveal the of treating employees and charismatic impressive results of the company’s Pedagogical Objectives: leadership qualities made him a supreme approach, which help in increasing hero among them even after he stepped employee productivity. The case facilitates • To understand the crisis facing the Indian down from the CEO post in 2001 and discussion on whether the ‘Best Place to tea industry and to debate on measures became its chairman. But in May 2008, Work For’ culture at Google is to really required to regain its lost leadership Kelleher announced that he will step down attract and motivate the employees or if position in world markets from the post of chairman. Following the it is with a business motive. • To analyse the case and find out the announcement, the entire airline industry reasons behind the success of KDHPCL is skeptical about the sustainability of Pedagogical Objectives Kelleher’s innovative HR practices at • To identify the causes behind a similar Southwest. The case discusses how a leader • To analyse how employees help a model facing resistance while being influences the HR practices of a firm with company in differentiating itself from implemented in the North his own leadership style. It also allows for its competitors in knowledge-based • To debate and identify whether the same discussion on whether it is the right move industries model can go forth in the North or an for a company to follow HR practices • To analyse how companies attract the alternative scheme needs to be developed which are highly influenced by a leader. best-knowledge workers and retain there. employees in a competitive Pedagogical Objectives environment Industry Beverage Reference No. HRM0036B • To trace out the distinguished HR • To analyse the innovative HR practices Year of Pub. 2008 practices of Southwest Airlines and the 'Best Place to Work For' culture Teaching Note Available • To discuss Herb Kelleher’s role in at Google Struc.Assig. Available Southwest’s HR practices • To analyse the future implications of Keywords Google’s HR practices in the long run. • To analyse the positive impact of Employee buyout; plantation agriculture; Southwest’s HR practices on its Industry IT Industry Tata Tea; Tea Industry; Employee operational and financial performance Reference No. HRM0037C motivation; private incentive; HRM Case • To evaluate a leader’s role in influencing Year of Pub. 2008 Study; agribusiness model HR practices of a company. Teaching Note Available Struc.Assig. Available Industry Airline Industry Keywords Reference No. HRM0038C Schultz’s Return to Starbucks: To Year of Pub. 2008 Google; HR Practices; Innovative Work Fend off Rivals? Teaching Note Available Culture; Benefit Packages; Retention; In January 2008, eight years after quitting Struc.Assig. Available Recruiting Machine; Competition for as the CEO of Starbucks, Howard Schultz Keywords talent; Knowledge-based industries; HRM again took over Jim Donald as the CEO of Case Studies; Workplace Design; Employee Starbucks. It was a challenge for Schultz to Southwest Airlines; Herbert D. Kelleher; Benefits turnaround an ailing company which he Charismatic Leader; US airline industry; had earlier run as a profitable coffee retail Southwest’s Business Model; Best HR giant. The main focus of Schultz was to practices; HRM Case Studies; Southwest Tata Tea and the Employee Buy improve Starbucks’ sales in the US by sprit; Motivational Programs; Innovative; Out Model providing higher customers satisfaction, Fun work Culture; Kelleher; Gary Kelly slowing down the pace of opening new (Kelly); Coolen Barrett (Barrett); HR The case discusses about the employee buy outlets, streamlining management and Dilemma out business model adopted by Tatas on accelerating expansion. It was felt though their exit from plantation business in their that reassuming the role of CEO may not southern plantations operations in Munnar solve the underlying problems at Starbucks. Google's HR Practices: A district of Kerala in India. Tata Tea had Strategic Edge? sold off 17 tea estates in the south to the Pedagogical Objectives: company formed by its employees named Google, based in Mountain View, California, Kanan Devan Hills Plantation Company • To understand the role of leadership in is the world’s most popular search engine. Pvt. Ltd. (KDHPCL). In sharp contrast to the success of a company The company was not just known for its the situation in the tea industry 3 www.ibscdc.org • To understand the challenges in replacing Keywords against a cost cutting strategy to shore up a successful CEO profits. Instead, he focuses on human Trade Unionism; Global Trade Unions; resource (HR) management to turn the • To understand the role of a CEO in the Trade Unions and Globalisation; Labour ailing company around. Eckert performance of a company. laws; Amicus; Transport and General commissions a global internal survey to Workers Union ( T&G); United Steel Industry Food and Beverage industry understand what Mattel has been doing right Workers; Trade Union Movement; HRM and what it has been doing wrong from the Reference No. HRM0035B Case Study; Trade Unions in Developing Year of Pub. 2008 perspective of workers. He tries to unify Economy; Trade Unions in Developed the workforce by creating tangible Teaching Note Available Economy; Evolution of Trade Unions Struc.Assig. Available development programmes to generate a more skilled and competitive workforce Keywords and establish metrics to understand how Howard Schultz; Jim Donald; openeing new Costco's Employee Loyalty the workforce is performing. He also sets outlets; competition; McDonalds; Strategies up a systematic succession strategy to retain Leadership; succession planning; Coffee; Mattel’s homegrown talent. Costco Wholesale Corporation (Costco), instores experience; HRM Case Study; the seventh largest global retailer (as of commoditization of brands; sliding sales; Pedagogical Objectives: 2007), stands out in the crowd as an iconic brand; Michael Dell; Romance and exceptional retailer, which adopts • The case discusses Mattel’s human theatre distinctive employee welfare strategies. resource (HR) strategy and debates what The company develops programs and Mattel has been doing right and what it employee benefits that motivate its has been doing wrong from the Formation of Global Trade employees and strives to create an perspective of workers environment that fosters employee Unions: Prospects and • It outlines Mattel’s new HR development loyalty. While offering excellent Challenges programme which aims at generating a employees benefits is not viewed very more skilled and competitive workforce Globalisation has become a cliché of a favorably by the investment community, and establishes metrics to understand modern economy. The flexibility created Costco's CEO, Jim Sinegal, firmly believes how the workforce is performing by open trade between countries has a direct that keeping employees satisfied and loyal impact on the labour force with changing will result in profitability for the • The case also outlines the company’s labour market practices. The moment has organisation in the long-run. This is in stark succession strategy to retain Mattel’s arrived, when, the trade union movement contrast to the HR policies followed by homegrown talent. has to spearhead towards a global front. Wal-Mart, the world's largest retailer and The global trade union movement analysts doubt if Costco's HR policies will Industry Toys & Games showcases an intercontinental presence actually pay-off. Reference No. HRM0032P with a single voice. However, the history Year of Pub. 2007 of international trade unionism had been Pedagogical Objectives: Teaching Note Not Available marked with adversities such as division Struc.Assig. Not Available and closure. On April 8th 2007, a stepping • To understand the various employee Keywords stone for the 21st century global union strategies followed by Costco was laid, when Amicus of the UK and Mattel; Workforce strategy; Toys and • To discuss whether in the prevailing Transport and General Workers' Union Games; Barbie; Hot wheels; Fisher-price; competitive retailing scenario, a (T&G) of the UK and Ireland signed an Robert Eckert; Supply chain; HRM Case successful retailer has to focus on agreement with United Steelworkers Study; Human resources management; creating stakeholder value or (USW) operating in the US, Canada and Performane management system; Talent shareholder value. the Caribbean to form a transatlantic management system; Leadership; Mattel's union. This proposed union faces a Industry Retail turnaround; Toy commerce; Inventory Herculean task of organising international Reference No. HRM0033C management solidarity among the labour force. Whether Year of Pub. 2008 the transatlantic trade union will rise to Teaching Note Available the occasion or not is to be seen. Struc.Assig. Available Labour Unrest at Toyota: The Keywords Decision Dilemma Pedagogical Objectives Human Resource Management; HRM Case Toyota Motor Corporation (TMC), the • To understand the trade union Study; Employee Loyalty; Employee world’s second largest automobile movement across the globe Benefit Strategies; HR Model; Firms of manufacturer, had entered into the Indian • To analyse the role of trade unions in a Endearment(FoE); Cult Stock market in 1997 through a joint venture rapidly globalising world with Kirloskar Group. The new entity was called Kirloskar Motor Private Limited • To analyse the prospects and challenges Mattel’s Workforce Strategy (TKM). TKM established its manufacturing in the formation of a truly global trade facility at Bidadi near Bangalore in the union. Mattel, the world’s largest toy company Indian state of Karnataka. The case deals Industry Not Applicable designs, manufactures, markets, and with the labour unrest in the Bidadi plant. Reference No. HRM0034C distributes a wide variety of toys and games The workers of the plant went on strike, Year of Pub. 2008 in 150 countries. CEO Jill Barad’s (Barad) which was followed by a lockout by the Teaching Note Available growth-by-acquisition strategy has misfired company. The conciliation process failed Struc.Assig. Available and the company has posted hefty losses. to resolve the dispute. Hence, the Robert Eckert (Eckert), who replaces government, in order to maintain its Barad as the CEO in May 2000, has decided investor-friendly image, prohibited the

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HUMAN RESOURCE MANAGEMENT RESOURCE HUMAN HUMAN RESOURCE MANAGEMENT RESOURCE HUMAN strike. On receiving the news, the company flow backs. GM management declared its packages to all of its 75,000 unionized blue- MANAGEMENT RESOURCE HUMAN lifted the lockout, but placed the condition plan expecting to reduce 30,000 blue-collar collar workers in the US. This case deals that workers resuming duty will have to jobs by Jan.1, 2007 which was about two with the details of employee separation sign a good conduct declaration. The years ahead of schedule. On Monday, 26th plan of Ford Motors vis-à-vis GM. It also declaration stated that the workers would, June, 2006 GM’s management announced unfolds how this initiative can be henceforth, maintain discipline in the plant that 35,000 workers had already opted to strategically beneficial in Ford’s turnaround and ensure full production. The union leave the company voluntarily, surpassing plan and also enlightens HR aspects of this agreed to call off the strike, but declined to initial targets and allowing the automaker Early Separation Plan. sign the declaration. The company, to increase its targeted savings to US $8 however, strictly mentioned that if the billion annually by the end of 2006. The Pedagogical Objectives: workers did not sign the declaration, they overwhelming response of the employees would not be allowed to enter the plant. for the accelerated separation plan • To discuss the automobile industry According to the union representatives, if surprised many people, including GM’s • To analyse the restructuring strategy of both the parties remained rigid on their management Ford and GM stands, it would again lead to lockout. TKM management was in a dilemma over Pedagogical Objectives • To discuss the different phases of Ford’s handling the situation. The case discusses employee separation plan in detail, the dispute between the TKM • To analyse the problems faced by the management and the workers’ union and world’s largest automobile maker • To debate on Ford’s turnaround strategy through job cut of its employees. the developments with respect to it. It will • To understand the efforts made by GM help the students to discuss on the possible to turnaround itself Industry Automobile ways of resolving the dispute by the Reference No. HRM0029K management. • To get an overview of the global Year of Pub. 2007 automobile industry Teaching Note Not Available Pedagogical Objectives • To debate whether GM’s efforts would Struc.Assig. Not Available • To discuss about the issues of labour unrest pay off. Keywords at Toyota’s Bidadi plant Industry Automobile Ford; General Motors (GM); HRM Case • To discuss about the government’s Reference No. HRM0030K Study; Corporate downsizing; Manpower intervention to resolve the dispute Year of Pub. 2007 rationalisation; Early separation; White- Teaching Note Not Available collar; Blue-collar; Turnaround; North • To discuss on the initiatives taken by Struc.Assig. Not Available America; Redundancy; Flagging business; Toyota Motor Keywords UAW; Alan Mulally; Job cut • To debate on Toyota’s decision dilemma. General Motors (GM); Organisational Industry Automobile restructuring; Manpower McDonald’s: Revamping Its Poor Reference No. HRM0031K rationalisation;HRM Case Study; Early Year of Pub. 2006 separation; Delphi flow backs; Voluntary Employer Image Teaching Note Not Available retirement; Accelerated separation; McDonald’s is a leading fast-food giant in Struc.Assig. Not Available Detroit; Lay-off; Other post employment the world. Since the 1980s, the company Keywords benefits fund (OPEB); Pension and benefit has been in the eye of the storm as a poor fund; Automobile industry; The employer and for exploiting workers. The Toyota Motor Corporation; Kirloskar International Union, United Automobile, company faced several protests, boycotts, Group; Toyota Kirloskar Motor; Strike; Aerospace and Agricultural Implement pickets, strikes, lawsuits and campaigns. Lockout; Conciliation process; Workers of America (UAW); International In June 2003, a popular publication, Misconduct; Disciplinary action; Union of Electronic, Electrical, Salaried, Merriam-Webster’s Collegiate Dictionary Suspension; HRM Case Study; Dismissal of Machine and Communication workers of included a word, ‘McJob’ and defined it as a labour; Labour court; Trade Union; America (IUE-CWA); Blue-collar ‘low-paying, unskilled, dead-end job’. It was Industrial dispute; Industrial peace and also mentioned that such jobs were pre- harmony dominantly found in the fast-food industry. Corporate Downsizing: The Ford Being the world’s largest fast-food and GM Approaches company, McDonald’s initiated a campaign GM's Employee Separation Plan: to redefine ‘McJob’ in 2005. The campaign Overwhelming Response from Ford, the third largest US based automobile focused on dispelling the misconception Employees company (after GM and Toyota) planned among people about McDonald’s image as to retrench its manpower in US in 2006. a bad employer. A poster campaign in June General Motors Corporation (NYSE:GM), This announcement came after couple of 2006 highlighted the company’s the world’s largest automaker was founded months of GM’s manpower investment in people status, flexible in 1908 in Flint, Michigan of US. In 2006 rationalization. Where GM mainly working hours for parents, competitive GM was in a horrible tangle as the company concentrated on cutting the blue collar jobs, pay, promotion options and health lost $10.6 billion in the previous year Ford planned to cut 14,000 white collar benefits. Despite all these efforts, critics (2005). To counter this GM had initially jobs in North America as it tried to turn continued to call a ‘McJob’ an un- planned for organizational restructuring. around its flagging business. It had also stimulating, low-paid job with few As a part of the organizational planned to close 16 factories by 2007, opportunities to grow. It was also pointed restructuring the company planned 30,000 instead of shutting 12 by 2012 as previously out that the company had a high staff job cuts and close down of 12 plants by announced. Ford expected these measures turnover rate. It remained to be seen if the 2007. The plan of manpower reduction would help it to reduce annual costs by fast-food giant’s efforts to revamp its comprised with the hourly workforce about $5bn (£2.65bn) by the end of 2007. image as a good employer would pay off. reduction of 6,500 hours in 2005 and Earlier in 2006 Ford announced it would estimated replacements, including Delphi offer redundancy and early retirement 5 www.ibscdc.org Pedagogical Objectives Pedagogical Objectives Creative Employee Involvement, in the face of stiff Resistance to Change offered • To understand the HR issues in the fast- • Managing human resource in an by large traditional organisations food industry organiastion • To learn about the strategies for the • To study the problems faced by • Understanding the challenges of training survival and renewal of organisations employees at McDonald’s human resources. • To develop an understanding about • To analyse the efforts of McDonald’s in Industry IT different kinds of stress experienced in changing its image as a poor employer Reference No. HRM0027A organisational roles Year of Pub. 2007 • To understand whether the initiatives Teaching Note Not Available • To illustrate how ISO 9000 taken by McDonald’s would help change Struc.Assig. Not Available Implementation leads to System its image as a poor employer. Improvement Keywords Industry Fast-Food Retailing • To understand how ISO 9000 Reference No. HRM0028B HRM Case Study; Tata Consultancy Implementation works as a Stress Year of Pub. 2007 Services; TCS; IT Industry; India; human Leveler in the organisation Teaching Note Not Available resources; Training; Recruitment; Attrition; Struc.Assig. Not Available Learning and Development; Technopark; • To demonstrate how a Contingency diversified talent pool; initial learning Variable alters the relationship between Keywords program; leadership development program the given independent and dependent Fast-Food; Exploitation; Workers; Flexible variables working hours; low-paid jobs; McDonald’s; • To understand how ISO 9000 HRM Case Study; McJob; Image; Revamp; ISO 9000 Implementation: Can Implementation emerges as a Structural Protests; Burger King; Wendy’s; Ray Kroc; System Improvement Lower role Intervention for Organisational McExploitation Stress? Development. Based on the professional experience and Industry Indian Public Sector Manufac. Tata Consultancy Services: true incidents, the case relates to a public Reference No. HRM0026B Year of Pub. 2006 Building talent pool sector manufacturing industry that flourished in the protected Indian market. Teaching Note Not Available In 2007, Tata Consultancy Services (TCS) After liberalisation of the economy, Struc.Assig. Not Available one among the leading global information survival of the company came under threat Keywords technology consulting, services and business due to fierce global competition. The process outsourcing organisations, had over company implemented ISO 9000, the Structural Theory; OB; Contingency 62,000 employees worldwide and had international standard for quality Theory; Resistance to Change; Managing aggressive plans to raise its head count management system, to streamline the Change; HRM Case Study; Role Stress; OD; further. systems, processes and procedures for OD Process; Work Redesign; System improving the quality of products and Improvement; Structural Intervention; TCS gave utmost importance to its human services. Successful implementation of ISO Employee Involvement; Operations; resource functions and considered 9000 resulted in system improvement. TQM; ISO 9000; Strategic Management; recruitment as an ongoing process. TCS Since systematic working reduces Impact of Globalisation; Public Sector employed directly from campus as well as difficulties encountered in role Downfall; Public Sector Revival; Strategy had off-campus recruitments. The performance, it was expected that ISO for Survival and Turnaround company has been investing more than 6 9000 implementation would result in per cent of its annual revenues in training, lowering the stress experienced in learning and development. In 1997, it set organisational roles. Role stress was Talent Management: The GE up a state-of-the-art training centre, measured, before and after ISO 9000 ‘Technopark’ at Thiruvananthapuram implementation, followed by statistical Way which offered training to new recruits and analysis of the pre and post ISO 9000 TCS staffers at various levels. As many companies were expanding their samples. Contrary to the expectation, the operations on a global scale, human talent ‘Technopark’ provided the employees with relationship between system improvement three kinds of training programmes- assumed prime importance under such and role stress had manifested itself in three expansion. An increasing number of technology, attitudes and management. different ways, presenting a dilemma. The TCS had a Manpower Allocation Task companies had started focusing on case illustrates how the change was nurturing and retaining its talents. General Committee (MATC) which determined the successfully managed to arrest the career path for employees. Electric (GE) was a leading global downtrend for the company. conglomerate with varied businesses. The The attrition rate at TCS in 2006 was company had more than 315,000 10.6% which was the lowest in the Indian Pedagogical Objectives employees and its operations were spread software and IT industry. But as TCS over 100 countries. In 2006, Fortune • To understand about the rise and fall of continued to expand globally, it faced the magazine placed GE on the top of the list public sector; how globalisation challenge of grooming and retaining a of the ‘500 most admired companies’ and challenged its survival diversified talent pool. Also with rising Financial Times rated it as the ‘most manpower requirement, TCS was • To understand how the right kind of respected company’. Such recognition was increasingly hiring non-technical science leadership by a functional head in the due to GE’s innovative talent management graduates, which posed a challenge for it organisation can enable the process of practices. The case discusses the changing to groom and bring them on a common organisational renewal paradigm of GE’s human resource platform philosophy and its present day innovative • To demonstrate how change can be talent management practices. It states how successfully implemented through the systematic process of recruitment and selection had helped GE in picking the right 6 www.ibscdc.org

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HUMAN RESOURCE MANAGEMENT RESOURCE HUMAN HUMAN RESOURCE MANAGEMENT RESOURCE HUMAN person for the right job. Its training and Keywords and sales at SAS had seen continuous MANAGEMENT RESOURCE HUMAN development processes were so formulated growth for almost three decades. The to impart the right measure of technical Employer Branding; Tata Group; Ratan reason for all these was the company’s focus and managerial skills to its employees. Its Tata; JRD Tata; Corporate Branding; on managing the creativity in employees compensation packages were developed to TBEM; TCS; Tata Steel; Tata Motors; and reducing the hassles that employees provide incentives for superior Balanced Score Card; Brockbank Model; faced while at work. SAS encouraged performances and align the employees’ and Tata Work Levels; Performance Ethics; creativity, emphasized on an egalitarian the share holders’ interests. The Quality of Work Life; Emploee Retention. atmosphere and also had day care and company’s policies were also directed health care centers, recreation facilities and towards providing support to the flexible working hours for its employees. employees so that they could take care of Non-compete Clause - Microsoft The case discusses the HR strategies their families. Sues Google Over Hire adopted by SAS and highlights its policy of creating satisfied employees to create Pedagogical Objectives Microsoft, one of the worldwide leaders in satisfied customers. software, services and solutions that helped • To discuss the Talent Management people and businesses had started The case provides ample scope for strategies of GE. introducing non-compete clause in service discussion on whether SAS’ successful contracts after quite a few of its employees policies and strategies can be adopted by • To discuss the changing HR philosophies left its services to join Google, a pioneer other companies across the world, where and policies of GE’s CEOs. in web search technologies. The case in attrition has been a cause of grave concern. • To discuss the various HR tools used at point was the first instance when Microsoft GE. took matters to court. Pedagogical Objectives

Industry Conglomerate This case examines the relevance of the • To discuss about best practices in HRM Reference No. HRM0025K non-compete clause in IT industry in view and success story of SAS of the rapidly changing scenario. The case Year of Pub. 2006 • To highlight the reasons for low attrition traces the proceedings of a lawsuit filed by Teaching Note Not Available rate in SAS. Struc.Assig. Not Available Google and Kai-Fu-Lee for violating the non-compete agreement that Lee had Industry Software Business Intelligence Keywords signed with Microsoft. Reference HRM0022C Year of Pub. 2005 Talent management; General Electric(GE); Pedagogical Objectives Teaching Note Not Available Jeffrey Immelt; CrotonvilleManagement Struc.Assign. Not Available Training School; Recruitment and • The relevance of Non –compete clause selection; Action learning; Six Sigma; in service contracts in IT industry Keywords Vitality Curve; 9 Block; Accomplishment • To analyse the growing IT industry and SAS Institute; Human asset management; analysis; Stock appreciation rights; Change need of introducing work norms. Employee retention; Creative capital; acceleration process; Work out; Attrition management; Employee benefit Compensation management; Performance Industry Software Services and schemes; Employee training and appraisal. Solutions motivation; Egalitarian work culture; Reference HRM0023C Customer satisfaction; Customer retention; Year of Pub. 2005 Best HR practices; Forbes’ Best companies Tata: The Most Admired Brand Teaching Note Not Available ; Best companies for working mothers; Struc.Assign. Not Available Business Intelligence software provider. The Tata Group had grown into one of the Keywords top 100 global brands and the most admired Indian company mainly by adopting some Microsoft; Google; Non-compete clause; of the best HR practices. It had evolved Non-compete agreement; Non- The Tata Group: HR Challenges various HR models and methodologies competition agreement; Non-compete The Tata Group, one of the largest and which enabled it to achieve this, thereby covenant; Order; Employment contract; most respected business conglomerates in carrying forward the legacy of its founders. Lawsuit; Employee. India, had an outstanding heritage of This had helped the group in its expansion adopting some of the best HR practices. and growth. It remained to be seen if the Over the years, the Group had expanded group could maintain its brand values while rapidly and a common HR platform was growing as a global company. Human Asset Management at SAS – A Success Story needed across the group. A Group HR The case documents the best practices and Strategy was formulated and implemented HR initiatives adopted by the group. Human resource management had been a across the group, with great success. With great success at SAS Institute, the world’s many Group companies expanding globally, largest privately held software solutions executing the HR policies across the Pedagogical Objectives provider, based at Cary, North Carolina. various entities would be a challenge. It Since inception, the company designed remained to be seen if the Tata Group would • To discuss the best practices and HR innovative methods and benefit packages maintain the founding ethics and values in initiatives adopted by the group to retain employees. Attrition was always its quest for growth and global expansion. maintained at less than 5% at SAS, while • To discuss how companies can use good The case allows for discussion on challenges HR practices to build a successful brand. the industry average was about 20%. For every vacancy announced by SAS, there faced by large conglomerates in adopting Industry Conglomerate was an overwhelming response from standardized HR policies. It also allows Reference HRM0024C prospective employees. The customer discussion on issues pertaining to employer Year of Pub. 2006 retention was also high at SAS and was branding and how the brand equity could be Teaching Note Not Available reflected in the 98% subscription renewal sustained in a globalised scenario. Struc.Assign. Not Available of SAS’ software by its clients. The profit 7 www.ibscdc.org Pedagogical Objectives Employee attrition in IT/BPO forth the issue: whether they work to live or live to work? • To discuss Tata’s HR initiatives as a model Sector: Cost and Consequences employer There was a heavy exodus of employees Pedagogical Objectives • To discuss how the Tata brand equity from one organisation to another especially could be sustained in its quest for growth in the IT/BPO sectors in India and the • To discuss about the effect of 24/7 work across the globe and if the brand would biggest challenge for the HR managers were culture in the US to retain employees. suffer dilution in its pursuit for growth. • To understand the implications of the 24/7 work culture on individuals Industry Business House The battle for head hunting had become fierce and the organisations adopted all Reference HRM0021C • To understand the alternatives adopted possible means to recruit the available Year of Pub. 2006 by various companies against the 24/7 talent pool. The rampant practice of Teaching Note Available work culture in the US. Struc.Assign. Not Available poaching and bulk recruitment with lucrative offers was important catalysts to Industry Not Applicable Keywords accelerate the high attrition rates. The Reference No. HRM0018B mushrooming placement consultancies and Employer Branding; Tata Group; Ratan Year of Pub. 2005 job web websites had played a big role as Tata; JRD Tata; Corporate Branding; Teaching Note Available catalyst too. Formulation of amicable TBEM; TCS; Tata Steel; Tata Motors; Struc.Assig. Not Available retention strategy was a good option but, Balanced Score Card; Brockbank Model; there was no clear cut formula to devise keywords Tata Work Levels; Performance Ethics; the strategy. A particular strategy could Quality of Work Life; Employee Work time; work hours; organisational; work for few organisations and could fail Retention. culture; technological change; leisure; for others. health hazards; family life; flextime; shifts; Therefore, was the employee supposed to alternative work pattern; job sharing; women; full-time; part-time; leave. Google’s HR Dilemma shoulder the entire blame for attrition? In the years to come; it would be really Google’s high growth rate is creating new interesting to see how the answer to this HR challenges for the company. Google question would evolve. HR at Genentech – A Veritable has built a culture where a well-chosen elite Paragon accommodates flexibility, shifting roles Pedagogical Objectives and, above all else, urgency. As Google grows Genentech, Inc. is a leading biotechnology in size and strength, it is a challenge to • To discuss about the Indian IT sector company that discovers, develops, maintain the pace of innovation and and how outsourcing has changed the manufactures and markets human convey a sense of empowerment to trend in Indian software industry pharmaceuticals for significant unmet medical needs. The company has Google’s engineers and product managers. • To understand the reasons for attrition headquarters in South San Francisco, There is a risk of the organisation losing and ways to improve the turnover rate California and is traded on the New York its dynamism and becoming more in Indian IT-ITES sector. bureaucratic. The case discusses Google’s Stock Exchange under the symbol DNA. recruitment process, its efforts to entice Industry IT BPO Genentech Tops the Fortune’s 2006 “100 the best talent in the industry, its unique Reference No. HRM0019B Best Companies to Work For.” This case work culture and its efforts to maintain Year of Pub. 2006 discusses in detail the nature of the pace of innovation. Can the fast Teaching Note Not Available biotechnology industry and the role of growing company also develop an Struc.Assig. Not Available human resources in the industry. The case inventive streak in human resources as it further details the work life at Genentech keywords competes for an increasingly tight supply and the role of its culture, recruitment and of search-programming talent? IT/BPO Sector; MNC; Employers concern; benefits offered in making the company a Employees perspective; initiatives of chosen place to be worked for. Pedagogical Objectives retention; reasons for attrition; cost of turnover; Employees’ psychology; Sagar Pedagogical Objectives • The case traces Google’s HR policy, Chakraverty; HR Challenge. recruitment, work atmosphere and its • To discuss the nature of the efforts to manage innovation biotechnology industry • It also discusses Google’s efforts to 24/7 Work Culture in the US: • To elucidate the work culture at maintain the feel of a small team, the Working to Live or Living to Genentech. innovative edge and the challenges it Work? Industry Biotechnology faces in the process. Reference No. HRM0017B The case focuses on the increasing work Industry Online Company Year of Pub. 2006 pressure and the demands of the job for Reference No. HRM0020P Teaching Note Not Available employees working 24/7 in the US. The Year of Pub. 2006 Struc.Assig. Not Available 40 hour weeks once thought to be the path Teaching Note Not Available to glory are now practically considered part keywords Struc.Assig. Not Available time. Family, health and leisure - time for Biotechnology industry; Human resources; keywords things critical to human flourishing is being squeezed by longer hours of work. Though work life; organizational culture; values; Google; HR; Team; Innovation; Supply of the trend of alternative work schedules in recruitment; interview process; diversity; talent; Search programming; Recruitment the US is on a rise still the competition in employee benefits; HR challenges; process; Work atmosphere; Stock options; the fast globalizing world economy communication system; health care Employee retention programme; Data- demanded long working hours. This 24/7 facility; flexible work; time; campus based discussions; Hiring; Business. work culture amongst the Americans puts recruitment. 8 www.ibscdc.org

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HUMAN RESOURCE MANAGEMENT RESOURCE HUMAN HUMAN RESOURCE MANAGEMENT RESOURCE HUMAN Grooming Future Leaders: The was tremendous, retaining the workforce school; campus connect; corporate MANAGEMENT RESOURCE HUMAN Infosys Way was a significant challenge and the industry training center; over-all development. suffered from high attrition rates. Also the The case highlights the leadership dynamic nature of the industry required its development initiatives at Infosys workforce to upgrade frequently in “J-THREE” (Japan’s Big Three Technologies (Infosys), one of the most technology and skills. Infosys Technologies reputed IT companies in India. Infosys Limited, one of India’s biggest IT & Automakers) in US: From Leadership Institute (ILI) established in software companies provided IT services, Japanese Style to American 2001 was fully dedicated to this initiative solutions and consultation globally and Style and every year over 100 potential leaders employed over 49,000 employees Many Japanese companies operating in the were groomed. There was a systematic worldwide. Infosys has remained successful US prefer to hire Japanese executives in selection process to shortlist candidates for over the years in keeping the attrition rate senior management positions than the three year leadership development lower as compared to the industry average Americans since their style of management program at ILI. The interventions and and has been recognised world over for its differs. However, of late, the J-Three leadership development program was based efforts in training its employees. on the ‘nine-pillar’ model and formulated (Japan’s Big Three Automakers - Toyota, incorporating the best practices in This case discusses and describes in detail Honda and Nissan) have been hiring many leadership development followed by how Infosys trains its employees, specially American executives for senior successful global companies. the fresh recruits. The selection criteria of management positions for their operations Infosys and various stages of its in America. The fact that both the According to a study in 2002, it was recruitment process have been identified. management styles differ, presents a estimated that by 2006 most global The 14 ½ week rigorous training module challenge to these companies as to how organizations would lose 40% of their top for freshers which Infosys conducts at best they can integrate both the styles. executives. The case also discusses the Infosys U, one of the largest corporate The case examines the various differences leadership development initiatives training centers in the world has been between both the styles of management undertaken by many global and Indian described. The training module and also analyses the reasons behind companies. On August 20th 2006, N.R. encompasses both technical and soft skills J-Three’s preference of Americans over Narayana Murthy, the co-founder of training and gears the fresher for a the Japanese. Infosys, who turned 60, the retirement age challenging career. Infosys imparts at Infosys, stepped down from the post of continuous training to its employees based Pedagogical Objectives Chairman. How successful the leadership on specific requirements as they progress development initiatives at Infosys would in their career paths. It was rated as the • To discuss the growth of the ‘J-Three’ be in grooming future leaders who could fit ‘Best Employer in India’ in 2001 and 2002 (Japan’s Big Three Automakers) in the into the shoes of its founders? by leading Indian business magazines and US automobile market as the world’s best in employee training • To understand the differences between Pedagogical Objectives and development by The American Society American and Japanese styles of for Training and Development for management • To discuss the leadership development consecutive three years 2002, 2003 & initiatives undertaken by Infosys and 2004. These and various such recognitions • To analyse whether the growth of other global and Indian IT & software have been the testimony of Infosys’s Japanese automobile companies in the companies commitment towards its employees. US has been the result of Japanese style • To highlight the ‘nine-pillar’ model at of management Infosys Pedagogical Objectives • To analyse the rationale behind Japanese • To debate how successful the leadership • To emphasise the importance of companies hiring American executives development initiatives at Infosys would continuous training in an organisation • To discuss the problems the companies be in grooming future leaders. at various hierarchical levels especially would face in integrating both the styles in the IT and software industry Industry Information Technology & of management Software • To discuss the spin-offs of massive • To discuss as to what would be the most Reference No. HRM0016A investments in training employees, appropriate style that J-Three should Year of Pub. 2006 particularly the fresh recruits. adopt given their aggressive growth plans Teaching Note Not Available Industry IT & Software industry in the US. Struc.Assig. Not Available Reference No. HRM0015A Industry Automobile keywords Year of Pub. 2006 Reference No. HRM0014 Teaching Note Not Available Year of Pub. 2006 Infosys; India; Narayana Murthy; Infosys Struc.Assig. Not Available Leadership Institute; human resource Teaching Note Not Available management; leadership development; keywords Struc.Assig. Not Available Nine pillar model; training and Infosys; India; Narayana Murthy; software keywords development; mentoring; best practices; industry; recruitment; training; interventions; overall development; Management styles; Competitive development; demand; software attrition. advantage; Keiretsu; Decision making by professionals; attrition rate; up-gradation; consensus; Relationship management; technology; skills; human resource; Lifetime employment; Product behavioral competencies; technical development; Leadership; Impact of Infosys Technologies: Training competencies; technical training; culture; Change management; Recruitment; for Retaining behavioral training; soft skills; e learning; Toyota; Honda; Nissan. quality process training; personal The annual demand for the software and effectiveness; Infosys leadership institute; IT professionals in India had skyrocketed Infosys U; global business foundation since the last two decades. While demand Culture Change Management 9 www.ibscdc.org Programme (CCMP) at partnerships; Culture; Training; Learning; However, he was not successful and to Cyberabad Police Challenges for CCMP. turnaround the fortunes of the company Commissionerate, Government Anne Mulcahy (Mulcahy), a Xerox of Andhra Pradesh, INDIA veteran, was appointed as the new CEO in Peter F. Drucker – Business 2001. Mulcahy brought about several organisational changes, which resulted in In 2003, for the first time in India, the Management and Beyond Cyberabad Police Commissionerate steady increase in the company’s profits. initiated ‘Culture Change Management Peter Drucker is phenomenal. He is widely Programme’ or CCMP. The programme recognised as the ‘father of modern Pedagogical Objective faced age-old inertia from the police management’. He has inspired countless personnel who had been trained to follow number of management practitioners, • To discuss the organisational change the service manuals developed in the 19th entrepreneurs and academicians of nearly brought by Anne Mulcahy, which resulted century by the erstwhile British rulers. The eight disciplines. His authority on in Xerox’s turnaround. manuals were developed with a specific ‘management’ is so comprehensive that Industry Photocopier intention to use the police as an oppressive many CEOs of Fortune 500 companies Reference No. HRM0011 force and alienate it from the Indian masses think, ‘when in doubt, consult Druckez’. Year of Pub. 2006 to maintain the British stranglehold on This case is intended to serve as an Teaching Note Available India. The CCMP was adopted to ensure introduction to Peter Drucker’s Struc.Assig. Available quality policing in the Cyberabad management philosophy and his views on Commissionerate by making the police contemporary and emerging societies. The keywords people-friendly and improving the working case attempts to cover Drucker’s seminal Xerox Corporation; Need for turnaround; environment at the police stations. Under thoughts on various management Palo Alto Research Centre; Business the programme, Cyberabad Police dimensions and discusses the two sets of strategy; Small Office Home Office embarked on a vision of achieving fundamental assumptions regarding (SOHO); Document centre; Accounting excellence in service delivery and management, as a discipline and a practice, mis-statements; Cost reduction; improving the image of police through and why Peter Drucker came out with a Organisational change; Bankruptcy; enhanced practices, supervision new set of assumptions. Securities and Exchange Commission; procedures, decentralisation of power, Employee retention; Six Sigma; Output creation of a system to enforce Pedagogical Objectives management solutions; Strategy and general accountability apart from changing the role management. and functions of the police in the society. • To discuss the management fads and the The transformation entails redesigning and need to give up the ‘one solution fix it redefining of workflow processes and all’ mentality ushering in an attitudinal change among Hiring the CEOs: The Changing • To discuss the merits of Peter Drucker’s the police personnel. CCMP has yielded new set of assumptions regarding Paradigms quite a few tangible results with much of management when compared with the the potential yet to be realised. For years, companies like GE (General two old assumptions. Electric Inc.), Unilever and McDonald’s had been grooming internal candidates to Pedagogical Objectives Industry Not Available take on the responsibility of CEO’s (chief Reference No. HRM0012 • To understand the historical context of Year of Pub. 2004 executive officers). At the same time, Indian police system Teaching Note Not Available many other companies were finding that Struc.Assig. Not Available the experience of their top management • To understand how a very important arm candidates was not preparing them for the of a government machinery can be keywords jobs they were expected to fill. With the corporatized in terms of articulating a increasing rate of failure among top vision, setting goals/objectives, Peter Ferdinand Drucker’s philosophy; executives, more and more companies were measuring the performance vis-à-vis the Management by objectives; Theory and looking for outside candidates to manage goals, etc. practice of management; Management the business enterprise successfully. The thinkers; Fundamental assumptions; • To elucidate the importance of ‘Quality’ turnaround of IBM (International Business Business management; Core competence; Machines Corporation), under the leadership in any Change Management Information based organisation; Evolution Programme leadership of Louis Gerstner, an outsider, of management; Management balanced was one of the best examples. By 2004, • To delve into Customer Relationship score cards; Management fads; Knowledge the trend had been to prefer an outsider Management in public utility services. society; Taylor; Gilbreths; Gantt; Weber; rather than an internal candidate for the Fayol; Mayo; Maslow; McGregor; Skinner; top positions. But research studies showed Industry Not Applicable Lewin; Likert; Argyris. that the internal candidate at the top Reference No. HRM0013 position was likely to perform better than Year of Pub. 2006 an outsider. With the rising accountability Teaching Note Not Available Xerox’s Turnaround: Anne to the shareholders and falling supply of Struc.Assig. Not Available Mulcahy’s “Organizational able managers, the pressure was tremendous keywords Change” on the directors of a company to select the right candidate. Change management; Resistance to Once a leader in the copier industry, Xerox change; Indian policing; Culture Change Corporation was losing market share due Pedagogical Objective Management Programme (CCMP); Vision; to increase in competition from Japanese mission and goals; Attitude change; companies. Rick Thoman, an ex-IBM • To discuss the changing trends in CEO Corporatisation; Cyberabad Police executive, was brought in 1999 to bring an recruitment. Commisionerate; ISO certification; First outsider’s perspective to the company and Industry Not Applicable ISO certified Police Station; Community to return the company to profitability. Reference No. HRM0010 10 www.ibscdc.org

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Year of Pub. 2005 MANAGEMENT RESOURCE HUMAN HUMAN RESOURCE MANAGEMENT RESOURCE HUMAN Pedagogical Objectives keywords MANAGEMENT RESOURCE HUMAN Teaching Note Available • To discuss the human resource practices Information Technology enabled services Struc.Assig. Not Available of Allen & Co. in India; Indian BPO (business process keywords outsourcing) sector; Call centres in India; • To discuss the role of relationship Employee attrition in Indian call centres; Recruitment; CEO (chief executive marketing in the making of a firm. Reasons for attrition in Indian call centres; officer); Internal succession; Recruiting Stress in Indian call centres; Work related outsiders; Jack Welch of GE (General Industry Banking and Financial Services disorders in Indian call centres; Top Indian Electric Inc); Unilever; McDonald’s; Coca- call centres; Manpower versus revenues of Cola; Douglas Ivester; Jacques Nasser Reference No. HRM0008 Year of Pub. 2004 Indian call centres; Retention strategies in (Ford); Richard Thoman; Louis Gerstner Indian call centres; Rewards and recognition of IBM (International Business Machines Teaching Note Not Available Struc.Assig. Not Available to retain call centre employees; Innovative Corporation); Steve Jobs (Apple approaches towards employee retention. Computers); C Michael Armstrong; Giorgio keywords Armani; Walt Disney Co.; Michael Eisner Allen & Co.; Investment banking; High networth individuals; Asset management Indian Call Centers (A): Rising companies; Sun Valley conference; Employee Attrition BP: Evolution of a New Corporate Relationship managers; Herbert A Allen; Culture Venture capital financing; Money This is the first of a two-case series (204- management; People as profit centres; 132-1 and 304-389-1). In 2004, call BP (British Petroleum) has traversed a long Relationship marketing; Entrepreneurship; centres were the fastest growing segment path from being a typically old-fashioned of the Indian Information Technology British company in the 1970s and 1980s, Employee compensation; Investment management. enabled services (ITES)-BPO (Business to a modern, aggressive corporate entity. Process Outsourcing) sector with historic By 2004, BP has become the second largest growth rates of 112% in revenues and company in the world with operations in about 75% in employees. The competitive more than 70 countries. Indian Call Centers (B): advantage that India enjoyed was the Addressing Employee Attrition combination of a huge pool of technically Pedagogical Objective This is the second of a two-case series (204- qualified English speaking graduates who • To discuss the transformation of BP’s 132-1 and 304-389-1). The Indian call were willing to work for lower pay than organisational culture that has helped centre industry faced the problem of their counterparts in the US or the UK. transform it into the world’s biggest increased employee attrition; 30-35% in However, the Indian companies now faced energy company. 2003, compared to 20-25% and 10% in the problem of increasing attrition among 2002 and 2001 respectively. The major its workforce – 30-35% in 2003, from 20- Industry Energy and Utilities causes for attrition included lack of job 25% in 2002 and 10% in 2001. This Reference No. HRM0009 enrichment, erratic work timings, work problem, if left unchecked could seriously Year of Pub. 2004 load, work-related stress and ailments, etc. affect India’s competitive advantage of Teaching Note Available high quality, low-cost service offering. Struc.Assig. Not Available Pedagogical Objectives keywords Pedagogical Objectives • To discuss the various strategies BP (British Petroleum); Corporate culture; employed by the Indian companies to • To discuss the challenges being faced by Organisation culture; Work culture; check the high levels of attrition Indian call centres with the emergence Restructuring; BP transformation; Change of attrition problems and whether or not in culture; Project 1990; Performance • To discuss attrition as a consequence of this would affect India’s current contracts; Parallel fast track; Corporate the high growth in the industry competitive advantage governance; Liberal work culture; • To evaluate the current retention • To discuss the issues related to Knowledge sharing initiatives; BP’s strategies and to suggest new ideas compensational and non- knowledge management framework. compensational factors of attrition and • To discuss on the widespread opinion which of these needs greater attention that the nature of the job is such that in retention strategies the current breed of employees are not Allen & Co.: People as Profit motivated to stay for long, thereby • To discuss if the inherent nature of the Centers discuss whether this problem could be job is causing attrition in call centres, mitigated if the nature and processes of Allen & Co., one of the leading investment then what should be done by the jobs are altered bankers specialises in forging long-lasting companies to reduce attrition. and lucrative relationships with the • To discuss whether the same problem Industry Information Technology corporate leaders. Ever since its inception, could surface in smaller cities, where Enabled Services (ITES) the firm believed in people and their companies are setting up offices Reference No. HRM0006 capabilities. Allen & Co.’s unique business perceiving an increased job loyalty. Year of Pub. 2004 proposition was its operating style that Teaching Note Available Industry Information Technology treated the senior bankers of the firm as Struc.Assig. Available ‘profit centres’. With this unique Enabled Services (ITES) relationship marketing, the company was Reference No. HRM0007 keywords Year of Pub. 2004 able to strike many historical deals that Information Technology enabled services made it the leading broker in the Teaching Note Not Available Struc.Assig. Not Available in India; India BPO (business process entertainment and technology sector. outsourcing) sector; Call centres in India; Employment in Indian call centres;

11 www.ibscdc.org Employee attrition in Indian call centres; losses following the September 2001 • To discuss the events that consistently Reasons for attrition in Indian call centres; terrorist attacks, Southwest was successful added to the synergy of the team. The growth of call centres in India; in posting modest profits. Moreover, when Functions of a call centre; Categorisation the major carriers started laying off Industry Software Consulting of Indian call centres; Stress in Indian call thousands of employees, Southwest kept Reference No. HRM0003 centres; Work-related disorders in Indian recruiting. Many credited this competitive Year of Pub. 2004 call centres. edge of the company to its founder Herb Teaching Note Available Kelleher, who had instilled a unique culture Struc.Assig. Not Available of ‘fun at workplace’. He strongly believed keywords Employee Retention in Indian that a happy workforce was a productive workforce and hence put his employees MindTree Consulting; Team building; Best BPO Industry: The New Initiatives ahead of even the customers. employers in India; SEI-PCMM level 5; The Indian BPO (business process Subroto Bagchi; Business plan; Social responsibility; People function; MindTree outsourcing) industry faced an attrition rate Pedagogical Objective houses; Most admired management team; of 30% to 40%, costing the industry Rs. 300 crore in recruitment and training. To discuss the following issues: (1) Hewitt’s study; Ashok Soota; MindTree’s Added to these were the costs of failed Southwest’s faith in human resources class values. service levels. The total loss due to attrition (HR) as a means for competitive advantage; (2) the concept of HR was estimated to be 25% of the annual branding for one to be an employer of revenue. A synergy between incentives, Ricardo Semler’s Employee choice; (3) the importance of higher education programmes, career organisational culture in shaping HR Empowerment Strategies at growth programmes, selection of right practices; (4) Southwest’s empowerment Semco person for the right job and changes in the and individuality processes; (5) if having Antonio Curt Semler founded Semco in Sao organisation environment helped fun at work was a great motivator, why organisations in bringing the attrition rate Paulo, Brazil in 1953. The company was is that we have not heard many such primarily into the production of marine under their control to some extent. But all success stories at higher levels; and (6) these efforts had cost implications. The machinery. After his son, Ricardo Semler, compare and contrast Southwest’s became the chief executive officer, Semco high cost involved in employees’ retention management style with that of other was eroding the cost competitiveness of diversified into other businesses like companies such as SAS Airlines, Semco, banking, environmental services and Indian BPO companies. People Express, etc. e-business. Ricardo desired to change Semco into a democratic organisation for which Pedagogical Objectives Industry Airlines Reference No. HRM0004 he adopted the philosophy of employee • To discuss the efficiency of the measures Year of Pub. 2004 empowerment. Ricardo was against the undertaken to curtail employee attrition Teaching Note Available autocratic style of management, and was in the Indian BPO industry Struc.Assig. Not Available for participative management. Under Ricardo, Semco’s revenues rose from $35 • To discuss the alternative measures to keywords million in 1990 to $160 million in 2003. curtail the attrition without eroding the Semco soon came to be known as the Southwest Airlines; People management; cost competitiveness. ‘unusual kind of workplace’. Herb Kelleher; Corporate culture; Industry Business Process Outsourcing Southwest spirit; Competitive advantage Reference No. HRM0005 through people; Southwest’s recruitment Pedagogical Objectives Year of Pub. 2004 policy; Training; Graveyard video; Spirit • To discuss the role of top management Teaching Note Available weaver. in employee empowerment Struc.Assig. Not Available • To discuss how Ricardo Semler’s belief keywords Team Building at MindTree in employment empowerment helped him in developing his business and made BPO (business process outsourcing); Consulting Recruitment and training; Attrition rate; Semco a preferred place to work. Compensation, bonus; incentives; Career MindTree Consulting, now a big name in Industry Marine Industry Machinery plan and growth; Job rotation and the IT industry in India, was awarded the Manufacturing enrichment; Promotion and motivation; prestigious SEI-PCMM level 5 in the year Reference No. HRM0002 Higher education; Employee turnover; 2003. It was also among the top three best Year of Pub. 2004 Employee retention initiatives; Human employers list of the Hewitt study in India. Teaching Note Available resource management; Pay package; Subroto Bagchi, now the COO and Struc.Assig. Not Available employee compensation; HCL President of US operations, sowed the seeds Technologies; GTL; Tracmail; Vertex for the company in 1998 that was formally keywords India; Wipro Spectramind; Progeon; launched in August 1999. Employee empowerment; Brazil; Marine Daksh; Psychometric tests. machinery; Democratic organisation; Pedagogical Objectives Ricardo Semler; Leadership; Organisation • To discuss how Bagchi and Krishna structure; Autocratic management; Semco; Southwest Airlines: Generating Kumar, the founders of the company Participative management; Maverick; Competitive Advantage through could build the team of like-minded Matrix organisation; Unusual kind of Human Resources Management people to start the next generation workplace; Brazilian economy; software service company delivering Organisational change. Texas-based Southwest Airlines was knowledge-based services to its considered the most successful airline customers company in the US. While the entire US airline industry was reeling under heavy

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HUMAN RESOURCE MANAGEMENT RESOURCE HUMAN HUMAN RESOURCE MANAGEMENT RESOURCE HUMAN Karoshi MANAGEMENT RESOURCE HUMAN The Japanese word ‘karoshi’ means ‘death from overwork’. The first reported case of karoshi was in 1969. The victim, a 29- year-old male married worker in the shipping department of Japan’s largest newspaper succumbed to a stroke. In the 1980s, deaths of several high-ranking business executives still in the prime of their lives were reported. Since then the ‘karoshi’ phenomenon has drawn media and public attention in Japan. In 1982, a Japanese doctor labelled this phenomenon ‘karoshi’. By the 1990s ‘karoshi’ had become a buzzword. The National Defense Council for the Victims of Karoshi estimated that annually about 10,000 workers were victims of karoshi. Most of the victims died of heart failure and a few were driven to suicide. The main reason for the incidence of karoshi was the disproportionately long working hours in Japan, which is rooted in the very nature of the Japanese Production Management system itself.

Pedagogical Objectives • To discuss the business implications of the karoshi phenomenon, the need for a change in the working hours and whether there is a need to change the nature of the Japanese Production Management system • To discuss the flaws in HR Practices of Japanese companies.

Industry Not Applicable Reference No. HRM0001 Year of Pub. 2003 Teaching Note Not Available Struc. Assign. Not Available Keywords Karoshi; Dentsu; Oshima; Death from overwork; Overwork; Suicide; Overtime; Workaholism; Unpaid overtime; Stress; Globalisation; Bubble economy; Japanese Production Management; Toyota; Kaisen.

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