Ivey Publishing

Managing Performance Through Training and Development

Saks, A.M., Haccoun, R.R.,5/e (United States, Nelson, 2010)
Prepared By Eunika Sot,
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Training and Development Process

Anne Snowdon, Alexander Smith, Kevin Bernard, Hannah Standing Rasmussen

Product Number: 9B14M053
Publication Date: 7/10/2014
Revision Date: 7/10/2014
Length: 14 pages

Cancer Care Ontario, the organization that oversees cancer treatment in Ontario, is challenged with establishing an innovative approach to reducing wait times for breast cancer and prostate cancer therapy across Ontario after wait times increased to more than two months. The special advisor on cancer issues to the Ontario Minister of Health and Long-Term Care needs to report his recommendation to Cancer Care Ontario’s board of directors, who manage all regional cancer centres in the province. The major challenge is to balance the needs and values of all the various stakeholders, while developing short-, medium- and long-term solutions to the wait list dilemma.

Teaching Note: 8B14M053 (9 pages)
Industry: Health Care Services
Issues: Health care; stakeholder; performance management; privatization; Canada
Difficulty: 4 - Undergraduate/MBA

Srinivasan Tatachari

Product Number: 9B14C002
Publication Date: 3/12/2014
Revision Date: 3/7/2014
Length: 7 pages

This case traces the various events that happen in the organizational journey of a newcomer to the corporate world. It is based on the real-life incidents of a new employee in a leading information technology (IT) services company, Xciting, in India. Xciting is one of India’s top IT and IT-enabled services companies, with offices around the globe. With revenues in excess of $6 billion in 2010 and a global headcount of around 100,000, Xciting is a popular and reputable company in the global software services industry.

The case covers the initial year of the employee’s work with Xciting, following college graduation. She undergoes a training period with examinations in order to determine an appropriate work domain and relocation destination within India. She experiences organizational culture shock and location anxiety, and must respond to difficult co-workers and cancelled projects. In September 2011, with the first yearly review approaching, she reflects on her journey at Xciting and has to decide on what she wants to do with her career. Is there a mismatch between her expectations and those of Xciting?

Teaching Note: 8B14C002 (7 pages)
Industry: Information, Media & Telecommunications
Issues: Socialization; social identity; newcomer; India
Difficulty: 5 - MBA/Postgraduate

Ranjeet Nambudiri, K.R. Jayasimha

Product Number: 9B08C020
Publication Date: 11/17/2008
Revision Date: 5/1/2009
Length: 25 pages

The case describes existing performance management systems at a leading business school in India, the National Institute of Management - Central India campus (NIM CI campus). The institution, which is ranked among the top 20 business schools in India, is facing critical issues of attracting and retaining faculty members. The director of the NIM CI campus has implemented a unit based performance measurement and incentive system, which has worked favorably and enabled the institute to recruit top academicians. However, the management committee believes that the system has outlived its utility and desires to replace it with more robust systems that are less vulnerable to misuse. The faculty members, however, support retention of the existing system. The key teaching objective of this case is to understand performance management systems from the perspectives of different stakeholders and develop a framework that meets all objectives of performance management. The case enables users to understand all steps in performance management and examine shortcomings at each stage. The role of incentive systems, both as a tool to enhance individual performance and as a management control mechanism, is also discussed. The case provides users an opportunity to evaluate the strategic significance of performance management.

Teaching Note: 8B08C20 (13 pages)
Industry: Educational Services
Issues: Management of Professionals; Incentives; Performance Measurement; Educational Administration
Difficulty: 5 - MBA/Postgraduate

Chapter 2:
Organizational Learning

Rohit Nishant, Thompson S.H. Teo, Mark Goh, Sameer Agarwal

Product Number: 9B14E018
Publication Date: 8/29/2014
Revision Date: 8/28/2014
Length: 10 pages

Leading analytics firm, Insights Global Analytics, handled many analytics processes and projects requiring extensive domain and statistical expertise. Employees with prior analytics experience had skill-sets that could be utilized for other projects. Analysts and consultants working on business research projects had strong domain knowledge about various technological trends. However, sometimes one team did not know about the rich skills possessed by another team. To build a knowledge-sharing culture that would facilitate the incubation of new ideas, spread different skills across the organization, break the silos among teams and promote free exchange of ideas among employees the company decided to implement a knowledge management (KM) program. A team was appointed with the challenge of selecting an appropriate cost-effective technology that would achieve the objective of fostering a knowledge-sharing culture.

Teaching Note: 8B14E018 (9 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Analytics; technology selection, knowledge sharing culture; India
Difficulty: 4 - Undergraduate/MBA

Syed Salman Ahmad, Santosh Kumar, Sheetanshu Mishra

Product Number: 9B13C010
Publication Date: 5/7/2013
Revision Date: 5/6/2013
Length: 7 pages

This case revolves around the experiences of an MBA student at an Indian business school. The student is dynamic, capable and intent on high achievement, but his pursuit of recognition eventually hampers his and his team’s learning and performance. The case is based on an event that happens within a course on organizational behaviour where the student makes a major mistake in his analysis of a case due to his need to demonstrate his competence and validate himself. This hurts his and his team’s performance on an assigned task. After the event, the student and his team members reflect on the events that led to this mistake. They also take the Myers-Briggs Type Indicator (MBTI) and the Fundamental Interpersonal Relations Orientation - Behavior (FIRO-B) assessments to determine their personality preferences and interpersonal needs that might have influenced the team’s functioning.

Teaching Note: 8B13C010 (26 pages)
Industry: Educational Services
Issues: Personality motivation; perception decision-making; group dynamics leadership; learning performance; India
Difficulty: 4 - Undergraduate/MBA

Hari Bapuji, Paul W. Beamish

Product Number: 9B08M010
Publication Date: 2/21/2008
Revision Date: 5/18/2017
Length: 14 pages

On July 30, 2007 the senior executive team of Mattel under the leadership of Bob Eckert, chief executive officer, received reports that the surface paint on the Sarge Cars, made in China, contained lead in excess of U.S. federal regulations. It was certainly not good news for Mattel, which was about to recall 967,000 other Chinese-made children's character toys because of excess lead in the paint. Not surprisingly, the decision ahead was not only about whether to recall the Sarge Cars and other toys that might be unsafe, but also how to deal with the recall situation. The (A) case details the events leading up to the recall and highlights the difficulties a multinational enterprise faces in managing global operations. Use with Ivey case 9B08M011, Mattel and the Toy Recalls (B).

Teaching Note: 8B08M10 (28 pages)
Industry: Manufacturing
Issues: Supply Chain Management; Offshoring; Outsourcing; Product Quality; Product Recall; Multinational Enterprise Stakeholders; the United States and China
Difficulty: 4 - Undergraduate/MBA

Chapter 3:
Learning and Motivation

Debolina Dutta, Matthew J. Manimala

Product Number: 9B14C034
Publication Date: 7/28/2014
Revision Date: 7/28/2014
Length: 15 pages

Tata Motors, a leading automobile manufacturer in India, pro-actively responded to the changing competitive environment and redesigned its human capital strategy. As part of the new strategy, huge investments were made in revamping the learning and development function for Tata Motors employees. Multiple initiatives were launched to promote a learning culture, which also earned the company international recognition in the learning and development community. The challenge for Tata Motors is to evaluate the effectiveness of these initiatives in terms of their relative advantages and their ability to develop a learning culture in the organization. Effectively capturing and measuring these parameters is crucial for justifying future investments in learning and development.

Teaching Note: 8B14C034 (13 pages)
Industry: Manufacturing
Issues: Learning and development; training return on investment; learning culture; human capital strategy; India
Difficulty: 4 - Undergraduate/MBA

Ann C. Frost, Kevin Hewins

Product Number: 9B09C008
Publication Date: 1/27/2010
Length: 11 pages

Ruffian Kelowna, one of 19 British Columbia Ruffian Apparel locations, is underperforming. Recent management turnover and low unemployment in the region have left Kelowna short-staffed and in need of a new store manager to take over for the interim manager. Both sales and performance results are far below acceptable levels, and the store appears to be floundering. The newly hired B.C. regional manager for Ruffian Apparel is looking into the problem and needs to report back to Vancouver with his recommendations. This case can be used to demonstrate how different theories of motivation might apply to goal-setting and compensation plans. The case illustrates how an inappropriate or poorly structured compensation plan and motivational goals can lead to ineffective and detrimental results. Students who immediately attribute the problems of the case to the lack of a store manager will fail to explore the potential for increasing employee motivation and productivity across the board.

Teaching Note: 8B09C08 (5 pages)
Industry: Retail Trade
Issues: Staffing; Compensation; Pay for Performance; Motivation
Difficulty: 3 - Undergraduate

Joseph J. DiStefano, Tom Gleave

Product Number: 9A99C022
Publication Date: 7/9/1999
Revision Date: 1/14/2010
Length: 13 pages

The president must determine how to increase business development at the feedmill. The challenge facing him is to have the feedmill's managers adopt attitudes and behaviours that are consistent with a market driven enterprise. This is no easy task considering that the feedmill is a former state-owned enterprise which did not strive to achieve independent profitability.

Teaching Note: 8A99C22 (14 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: China; Change Management; Motivation; Employee Training
Difficulty: 4 - Undergraduate/MBA

Chapter 4:
The Needs-Analysis Process

Anne Snowdon, Hannah Standing Rasmussen

Product Number: 9B11D014
Publication Date: 1/31/2012
Revision Date: 2/6/2014
Length: 16 pages

Riverside District Memorial Hospital is a small rural hospital that must work within an operational budget that is determined by the Ministry of Health and Long Term Care. This case identifies the emergence of concerns for patient safety related to medication administration, and the challenges of ensuring that professional services are maintained by the pharmacy department to serve patients admitted to hospital. The chief nursing executive must decide what steps should be taken to reduce medication errors, in the context of the complex relationships at Riverside.

Teaching Note: 8B11D014 (8 pages)
Industry: Health Care Services
Issues: Health Care; Technological Change; Operations Analysis; Pharmacy; Drug Administration; Hospitals; Canada
Difficulty: 3 - Undergraduate

Hari Bapuji, Balaji Koka

Product Number: 9B11M069
Publication Date: 8/26/2011
Length: 20 pages

In August 2010, Phaneesh Murthy, chief executive officer of iGATE Global Solutions, was reflecting on the strategic options before him with regard to the future of iGATE. The options were two-fold. Should iGATE continue to focus on its traditional markets of North America and the European Union, or should it change track to focus on India? The U.S. and E.U. markets had been growing at less than four per cent since 2008, and this would likely continue until 2013. However, iGATE had developed a product tailored to the specific needs of customers in the developed world who were facing the economic downturn. Known as iTOPS, it was showing the promise of adding to both the top line and bottom line of iGATE.

The IT-enabled services market in India was growing at an average of 14.5 per cent for the period of 2008-2013. The promise of top-line growth had drawn many global business process outsourcing (BPO) companies to India. iGATE would be just another player in India with plain vanilla offerings and no differentiation. The domestic market was competitive. The commoditization of its BPO products and services had, of course, opened up an opportunity to develop a product tailored to Indian needs, but iGATE had no such offering in the pipeline. It was in this context that Murthy wondered what strategy he should pursue: iTOPS or India?

Teaching Note: 8B11M069 (12 pages)
Industry: Information, Media & Telecommunications
Issues: Business Policy; Competitive Strategy; Information Technology; Business Process Outsourcing; India
Difficulty: 4 - Undergraduate/MBA

Chapter 5:
Training Design

Shashank Shah, Ajith Sankar, David J. Sharp

Product Number: 9B13C036
Publication Date: 12/18/2013
Revision Date: 12/18/2013
Length: 22 pages

The executive director, human resources, at Hindustan Unilever Ltd., a market leader in the Indian fast moving consumer goods sector and the Indian subsidiary of the major multinational, Unilever Ltd., is concerned that the company may be losing its position as the “dream employer” for graduates from the top Indian business schools from which it recruits its management personnel. The shifting demographic profile of employees and their changing expectations have already resulted in changes in the company’s employment model. These include on-the-job training and classroom and e-learning program facilities at all levels of the organization and at all stages of one’s career; mentoring by senior management; communication of vision and goals throughout the company, especially through regular meetings with the CEO; a focus on corporate social responsibility; and an emphasis on work-life balance, such as offering sabbaticals and providing health and recreation facilities at the new headquarters. While the company has changed its traditional employment value proposition, in a highly competitive and talent-scarce job market, can it continue to be relevant in order to attract and retain the best talent in the country?

Teaching Note: 8B13C036 (6 pages)
Industry: Manufacturing
Issues: Employee expectations; Indian FMCG sector; India
Difficulty: 5 - MBA/Postgraduate

June Cotte, Seung Hwan (Mark) Lee

Product Number: 9B07C029
Publication Date: 6/15/2007
Length: 5 pages

The recently hired human resources (HR) director had to come up with a program that would meet the needs of transferring knowledge from older, more experienced project consultants to the junior and newly hired inexperienced associates. The HR director designed a program called the Mentoring Management Project for Professionals (MP^2). The program met with great resistance from all levels of the organization, which made the development and the implementation process more difficult. The MP^2 program was implemented on a trial basis and after four months, due to mixed results, the HR director was more confused than ever. He had three days left to prove to the executive board that the program is worth the cost, the time and the resources to implement.

Teaching Note: 8B07C29 (6 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Employee Training; Career Development; Employee Retention; Change Management
Difficulty: 2 - Intro/Undergraduate

James A. Erskine, Michael LeBoldus

Product Number: 9B03C016
Publication Date: 5/1/2003
Revision Date: 10/17/2009
Length: 5 pages

Bombardier Aerospace is a division of Bombardier Inc., the world's third largest airframe manufacturer. The manager of ground based training operations at the flight training school discovers an inconsistency in the relocation policy. Investigating the policy further, he feels the definition of the policy is not clear and therefore not fair to all employees. He must decide whether he should try to change the policy, and consider the consequences.

Teaching Note: 8B03C16 (4 pages)
Industry: Manufacturing
Issues: Employment Equity; Personnel Management; Human Resources Management; Benefits Policy
Difficulty: 4 - Undergraduate/MBA

Chapter 6:
Off-the-Job Training Methods

Samish Dalal, Rajiv Agarwal

Product Number: 9B12C046A
Publication Date: 10/17/2012
Revision Date: 2/21/2017
Length: 3 pages

The case presents a role play between a buyer and a seller who must negotiate a price for a perishable but rare commodity. The case covers the dilemma faced by buyers and sellers when they are in possession of limited information but must still attempt to negotiate a best-case scenario for themselves. This case involves the seller and is used with The Cinnamon Case: Sales Negotiation (Role Play) - (B) The Buyer.

Teaching Note: 8B12C046 (13 pages)
Industry: Wholesale Trade
Issues: Negotiation; bargaining; price fixing; India
Difficulty: 5 - MBA/Postgraduate

Chapter 7:
On-the-Job Training Methods

Jane M. Howell, Ken Mark

Product Number: 9B14C040
Publication Date: 9/5/2014
Revision Date: 9/4/2014
Length: 6 pages

Four managers at Jones Schilling, an Asia-based retailer, are preparing to coach their Gen Y employees on how they can better contribute to the firm’s performance. Each of these managers needs to coach an employee with distinct issues.

Teaching Note: 8B14C040 (20 pages)
Industry: Retail Trade
Issues: Change management; leadership; difficult conversations; Generation Y; strategy; China
Difficulty: 5 - MBA/Postgraduate

Lyn Purdy, Nick Kuzyk

Product Number: 9B12C007
Publication Date: 2/13/2012
Revision Date: 2/13/2012
Length: 8 pages

John Cooper had spent the last five years working for Standard Holdings, an early-stage business development and private equity arm of the Standard Group of Companies (Standard). The job was one he took immediately after graduating from business school, and he took the position of business analyst to capitalize on the chance to work with Alan Kirkpatrick, an accomplished and well-respected entrepreneur and founder of Standard. During his years at Standard, Cooper had benefitted greatly from Kirkpatrick’s rich mentorship and devotion to the optimal development of professional relationships. Cooper acquired the confidence to fully exploit his potential and subsequently was invited to participate in many unique experiences and developed relationships with all of Standard’s key stakeholders. Cooper could not help but feel he was being groomed for a senior leadership position much earlier than expected. After receiving an interesting phone call from a recruiter, Cooper wondered how to achieve his goal of career fulfillment and began by investigating other opportunities available to him within Standard and, alternatively, incorporating his own independent consultancy.

Teaching Note: 8B12C007 (5 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Mentoring; Career Choices; Managing Professionals; Employee Development; Consultancy; Canada
Difficulty: 4 - Undergraduate/MBA

Jane M. Howell, Ken Mark

Product Number: 9B11C005
Publication Date: 1/24/2011
Revision Date: 3/18/2011
Length: 3 pages

This role-play case follows the Performance Coaching case involving Darcy Gallagher. You are the new general manager of the Elmwood Group and four weeks ago you conducted a performance review with your direct report, Darcy Gallagher, who is a sales manager, and outlined three leadership gaps that Gallagher needed to address. The purpose of this new meeting is to discuss Gallagher’s career aspirations at Elmwood Group. In advance of your meeting, Gallagher has submitted his career development plan to you and he aspires to be a vice president at Elmwood, which is unrealistic. In this career coaching discussion, Gallagher needs a reality check about his career plan, and his capability and motivation to develop the strong skills in leading and developing people that are required in leadership roles.

Teaching Note: 8B11C005 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Candid Feedback; Career Coaching; Development Plan; Coaching a High Performer
Difficulty: 4 - Undergraduate/MBA

Chapter 8:
Technology-Based Training Methods

Glenn Brophey, Cristobal Sanchez-Rodriguez , Derek Stacey, David Hemsworth

Product Number: 9B11E010
Publication Date: 10/25/2011
Revision Date: 12/10/2012
Length: 14 pages

In market-leading firms, software development is often undertaken by in-house teams to address specific information systems (IS) needs — in part because nothing that fits specific needs is commercially available. These projects often end up taking longer than planned and exceeding ever-growing budgets.

In this case, in-house software development of an information system for Canadian Shield Insurance was finally nearing completion (over budget and behind schedule), and the beta-testing phase and some initial training sessions had begun. Not all the first impressions were positive, so when the director became aware of a recently introduced commercial offering that seemed like a very attractive alternative, he faced a dilemma: should he abandon the developed project, which amounted to five years of work and over $1 million, for a different system that might be a better option? The protagonist in the case had done a preliminary functional comparison of the in-house information system and the commercial offering, and he recognized that the new alternative might hold some significant advantages for the firm. The potential negative implications for his career and the careers of the people he worked alongside during the development project caused him to think about whether or not he should be informing others within the firm about the commercial alternative and, if he did, what position he should take.

Teaching Note: 8B11E010 (11 pages)
Industry: Finance and Insurance
Issues: Information Technology Strategy; Business Process Re-engineering; Balanced Scorecard; Software Development
Difficulty: 4 - Undergraduate/MBA

Chapter 9:
Training Delivery

John F. Graham, Leo J. Klus

Product Number: 9A92J010
Publication Date: 9/7/1994
Revision Date: 4/1/2010
Length: 12 pages

A manager at the Bell Institute for Professional Development, has just finished developing the Profit Orientation Seminar and is about to train individuals to deliver it to over 50,000 Bell employees. She must consider the issuers of training and development, managing change and evaluating the success of the training program.

Teaching Note: 8A92J10 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Performance Evaluation; Management of Change; Employee Training; Industry Analysis
Difficulty: 2 - Intro/Undergraduate

Chapter 10:
Transfer of Training

Steven D. Charlier, Martin M. Brennan

Product Number: 9B13C022
Publication Date: 8/8/2013
Revision Date: 7/10/2013
Length: 17 pages

A management consultant has been hired to fix the morale issues at a branch of SkillsForTomorrow (SFT) in Harrisburg, Pennsylvania, United States. SFT is a government-sponsored organization tasked with helping at-risk young adults gain vocational training toward preparing them for a successful work career. Several factors appear to be influencing the morale of the SFT management team. Unfortunately, some of these factors point directly to the sponsor of the consulting project, the executive director at SFT Harrisburg. The consultant must identify the root causes of the management discord and derive a solution that can help solve the various issues. At the same time, the consultant will need to consider the political and interpersonal aspects of the consulting relationship between herself and the executive director in crafting and presenting a solution.

Teaching Note: 8B13C022 (10 pages)
Industry: Public Administration
Issues: Teams; conflict; communication; consulting; United States
Difficulty: 4 - Undergraduate/MBA

Marina Apaydin, Hend Mostafa

Product Number: 9B12M047
Publication Date: 5/9/2012
Revision Date: 4/23/2012
Length: 12 pages

Olympic Group (OG) was an Egyptian white goods giant that made products such as water heaters, fans, and cookers. In 1997, OG decided to buy IDEAL, a large state-owned white goods firm. Being a monopoly in its markets, IDEAL had a strong brand name and market share, which made it very attractive for OG. Also, the products that IDEAL produced — refrigerators and washing machines — complemented OG’s products. A year after the acquisition, OG had to deal with several issues such as integrating the employees of the two companies, boosting employees’ productivity, changing IDEAL’s brand image, and improving IDEAL’s products. Accordingly, within the next month, the CEO had to decide whether to start by changing IDEAL’s brand image or integrating the employees of the two companies. He also had to consider how and when to integrate the employees of the two companies without affecting overall performance. What methods should he use to boost the employees’ productivity, especially at IDEAL? What areas needed to be worked on in order to improve the IDEAL brand image without affecting its market share? What changes in IDEAL’s products were required to sustain its competitiveness and market share?

Teaching Note: 8B12M047 (10 pages)
Industry: Manufacturing
Issues: Acquisition; Growth; Employee Integration; Brand Repositioning; HR Management; Home Appliances; Egypt
Difficulty: 4 - Undergraduate/MBA

Ilan Alon, Kimberley Howard

Product Number: 9B09C015
Publication Date: 7/16/2009
Length: 9 pages

In late May 2009, Albert Bohemier, CEO of Survival Systems Limited (SSL), located in Dartmouth, Nova Scotia, paced the deck of the training pool at Survival Training Simulation Theatre wondering how best to transition the company to new leadership. During the past five years, attempts at succession planning had been unsuccessful. As the leader of the company for over 25 years, Bohemier was ready to retire, but there were many aspects of succession planning to consider. Bohemier's personal criteria for incoming leadership were threefold: it had to be good for SSL's existing clients, a positive move for the company as a whole and good for the current team.

Teaching Note: 8B09C15 (6 pages)
Industry: Educational Services, Manufacturing
Issues: Succession Planning; Organizational Change; International Business
Difficulty: 4 - Undergraduate/MBA

Chapter 11:
Training Evaluation

Joo Yong Lowe, Fumiyuki Kosugi, Teng Hwee Ng, Andre Chun Mun Wai

Product Number: 9B13C004
Publication Date: 10/8/2014
Revision Date: 10/8/2014
Length: 16 pages

Yamato Transport Co., Ltd. innovatively used the field cast model of housewives as part-time employees to meet the increasing delivery demands of morning peak-load hours. The housewives provided Yamato with a cost-efficient source of human resources and the nimbleness to adjust its staff deployment to respond reliably and quickly to customers’ needs. A series of recruitment, training, and compensation and appraisal processes was designed for the field cast model.

The case outlines the challenges with the implementation of the field cast model and the decision facing Yamato’s managers of whether to expand it throughout the company’s Japanese operations. Yamato’s managers were largely satisfied with the progress of the field cast model; although field casts made up less than 2 per cent of the delivery manpower at Yamato, they played a crucial role in improving customer satisfaction levels and lowering parcel delivery costs. However, the implications of the expansion plan were multi-dimensional. At an operational level, the inconsistency in the field casts’ performance could be magnified as the number of field casts continued to increase over the coming months. As well, the sales drivers might struggle to cope with the additional responsibility to train and supervise field casts. More broadly, the sustainability of the field cast model was unknown because of Japan’s changing social structure. In addition, with the improvement of the global economy since 2010, the supply of part-time employees was threatened by competition from alternative employment opportunities.

Teaching Note: 8B13C004 (6 pages)
Industry: Transportation and Warehousing
Issues: Human resource management; change management; diversity in the workplace; women in management; Japan
Difficulty: 4 - Undergraduate/MBA

Paul W. Beamish, Donna Everatt

Product Number: 9B00M003
Publication Date: 3/29/2000
Revision Date: 1/8/2010
Length: 13 pages

AWARD WINNING CASE - This case was one of the winning cases in the 2001 Regional Asia-Pacific Case Writing Competition. The newly hired director of human resources for a large golf and country club near Beijing, China has just presented her human resources plan to the company founder. At issue is whether this plan - in terms of recruiting, training and development, rewards and benefits - was directionally correct and implementable.

Teaching Note: 8B00M03 (8 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: China; Performance Evaluation; Human Resources Management; Management Training; Work-Force Management
Difficulty: 4 - Undergraduate/MBA

Henry W. Lane, Daniel D. Campbell, David T.A. Wesley

Product Number: 9A98C009
Publication Date: 6/4/1999
Revision Date: 1/25/2010
Length: 17 pages

Executives of a telecommunications corporation are wondering what they can learn from an experience to develop managers to run expanding Latin American operations. The corporation signed a letter of intent to purchase control of a leading telecommunications provider in Mexico with 2,300 employees. Senior executives knew that one of their most pressing issues would be finding the right people to manage their Latin American operations. The 14 managers sent to Mexico to manage the corporation were double the number then being prepared for that type of assignment. The executives must consider the issues encountered by this team of expatriates and their families as they try to adapt to life in Mexico.

Teaching Note: 8A98C09 (9 pages)
Industry: Information, Media & Telecommunications
Issues: Intercultural Relations; International Business; Human Resources Management; Employee Training
Difficulty: 5 - MBA/Postgraduate

Chapter 12:
Costs and Benefits of Training

Atul Teckchandani, Nathaniel Fischer, Gregory LaRosa, Rebecca Monroy, Rishi Patel, Rana Toudiee, Aurelia Zylbermine

Product Number: 9B14C038
Publication Date: 9/3/2014
Revision Date: 9/3/2014
Length: 7 pages

GoodJobz was a non-profit organization that funded its job training and education programs by re-selling donated goods through its retail stores. The organization helped train over 11,000 people in 2012 and hoped to double that number within five years. To do so, the vice-president of marketing and community development believed that the organization should adopt a “giver” culture. After making significant progress in instilling a giver culture within his own department, he shifted his focus to another department: Business Services. However, the vice-president of business services hindered any efforts to do so. The vice-president of marketing and community development was faced with the challenge of how to handle this crisis.

Teaching Note: 8B14C038 (7 pages)
Industry: Social Advocacy Organizations
Issues: Giver culture; persuasion; leadership; organizational alignment; United States
Difficulty: 4 - Undergraduate/MBA

Zunaira Saqib

Product Number: 9B12C032
Publication Date: 7/10/2012
Revision Date: 7/3/2012
Length: 4 pages

The case is about a non-profit organization located in Manchester, England. As a regional association helping smaller voluntary organizations and groups survive and grow, the organization itself depends on fundraising and donations and runs on project-based funding. The projects normally run for three to five years. Hiring and training new employees every two to three months is common. Due to project timelines, employees leave as soon as they find another job. Many complain about the lack of development opportunities within the organization. The chief executive officer has seven people working for him and needs to make a plan to retain his employees for the whole life of each project. For this purpose, he has decided to devise training and development programs for them. There are different options available for this purpose, each with pros and cons. Considering scarce funding, small project tenure, and his goal to provide fair opportunities for all, he must decide which option best fits his organization’s needs and resources.

Teaching Note: 8B12C032 (8 pages)
Industry: Social Advocacy Organizations
Issues: Nonprofit Organizations; Training and Development; Human Resources Management; United Kingdom
Difficulty: 4 - Undergraduate/MBA

Chapter 13:
Training Programs

Albert Wöcke, Christine Yiannakis

Product Number: 9B10M059
Publication Date: 7/29/2010
Length: 15 pages

The case deals with the evolution of a socially based business that provides education and work-preparedness to underprivileged people in South Africa. The case takes place in South African townships and involves the formation of a firm that provides poor African people with tools to help them become ready for and gain employment, or start their own business. The Ebio business model requires close community involvement and an understanding of African culture. The entrepreneur and his team have proven the concept works but now have to scale up the enterprise. He has to decide how to expand his team, what the cost of attracting additional team members will be and whether they will fit into his unique business model.This case has been used in MBA entrepreneur courses and executive education courses for social entrepreneurs to illustrate the difficulties in commercializing a socially based firm.

Teaching Note: 8B10M59 (8 pages)
Industry: Social Advocacy Organizations
Issues: Partnership; Cross Cultural Management; Entrepreneurial Business Growth; Social Entrepreneurship; GIBS
Difficulty: 4 - Undergraduate/MBA

Diana E. Krause, Reiner Piske

Product Number: 9B07C041
Publication Date: 1/4/2008
Length: 17 pages

The owner of a company with production plants in various regions in the world wants to standardize the methods of personnel selection for the Asian-Pacific region (APAC). A new system of personnel selection has to be developed for middle management positions in APAC. The owner delegates this task to a cross-functional, multinational project team that operates in Hong Kong headed by a human resources (HR) executive and expatriate from Germany. In terms of the new personnel selection system, he has two opposing goals in mind: the new personnel selection system should be highly specific for a particular country and simultaneously valid for different countries. A series of issues must be resolved in order for the project to be successful. Some of these issues are related to the personnel selection system; the job requirements to be assessed, the modules it must include, the stages and methods of each module, and the implementation of the system across countries in APAC. Other issues are interpersonal, such as the cultural differences and the heterogeneous perspectives that exist among the team members, and a conflict between the HR executive and the owner.

Teaching Note: 8B07C41 (9 pages)
Issues: Cross Cultural Management; Aptitude Diagnostics; International Personnel Selection; Teamwork
Difficulty: 4 - Undergraduate/MBA

Mikhail Grachev, Peggy C. Smith, Mariya A. Bobina

Product Number: 9B03C008
Publication Date: 2/27/2003
Revision Date: 10/17/2009
Length: 14 pages

GTI is Global Traffic Inc., a U.S.-based sign manufacturer. The vice-president of the company is asked to recommend a human resources strategy for possible entry in the Russian market. He must develop a plan for expatriate assignment, the selection and compensation of personnel and the training needs, as well as outline the organizational culture.

Teaching Note: 8B03C08 (6 pages)
Industry: Manufacturing
Issues: Expatriate Management; Compensation; Management Training; Cross Cultural Management
Difficulty: 4 - Undergraduate/MBA

Chapter 14:
Management Development

Vidhi Chaudhri, Asha Kaul

Product Number: 9B14C020
Publication Date: 5/22/2014
Revision Date: 5/15/2014
Length: 10 pages

In 1999, IBM India became a wholly owned subsidiary of IBM Corporation and established a presence in 14 cities across the country. True to its integrated philosophy of corporate citizenship, as the parent company expanded business operations to growth markets around the world, it rolled out citizenship initiatives in those markets. In 2011, IBM International Foundation awarded a grant of US$100,000 to IBM India for Smarter Villages, an India-specific project whose goal was to bring rural Indian villages to technological parity with cities by setting up supply chains and introducing micro financing and other services to create opportunities for an increase in farmer incomes. IBM India management hoped that, if successful, the project could be embedded in the organizational fabric of the global company and thus would reflect its own responsible leadership. The question was whether it would be possible to inculcate a spirit of stakeholder engagement and inspire volunteerism among the company’s young workforce.

Teaching Note: 8B14C020 (7 pages)
Industry: Information, Media & Telecommunications
Issues: corporate citizenship; corporate culture; employee engagement; responsible leadership; India
Difficulty: 5 - MBA/Postgraduate

Margaret Sutherland, Verity Hawarden

Product Number: 9B12A039
Publication Date: 8/3/2012
Revision Date: 8/16/2012
Length: 10 pages

HIGHLY COMMENDED CASE - African Business Cases Runner-up, 2012 European Foundation for Management Development (EFMD) Case Writing Competition. This case chronicles the origins and growth of Sorbet, a chain of beauty salons targeting upper income women in South African metropolitan areas. Owner Ian Fuhr identified an opportunity to redefine the beauty salon experience in South Africa by offering customers a service unlike anything in the industry. He carefully managed human resources to motivate employees and grow the client base. To complement this, the company started an external beauty therapy school to improve staff and train potential employees. In addition, Fuhr stressed the importance of growing brand awareness and carefully adjusted the company’s sales mix to maximize all potential profit margins, all while developing a customer-centric culture. By 2011, two new businesses had been launched under the Sorbet brand (wellness services; event management). Such expansion plus regional diversification options all had to be considered while keeping service quality levels high.

Teaching Note: 8B12A039 (12 pages)
Industry: Retail Trade
Issues: Brand Positioning; Brand Personality; Brand Awareness; Brand Management; Human Resources Management; Marketing Strategy; Employee Branding; Employee Participation; South Africa
Difficulty: 5 - MBA/Postgraduate

Jana Seijts, Paul Bigus

Product Number: 9B11C017
Publication Date: 9/8/2011
Length: 17 pages

Tracy Chan, managing director of the Student Learning and Writing Services (SLWS) at St. Charles University in Calgary, Alberta, was faced with a difficult situation. Her newest employee, Michael Hinske, had just e-mailed her a list of faculty members he had contacted to educate on the SLWS writing program offered to graduate students. Chan quickly noticed that the faculty names were of individuals who had already been contacted. There was no indication that Hinske had made any attempt to discuss the program with other faculties on campus. Since joining the team six months earlier, Hinske’s mandate for the academic year had been to create a series of writing workshops and liaise with different faculties on campus. Chan needed a plan of action before confronting Hinske about his inability to fulfill his job requirements, including his failure to create new contacts between the graduate writing program and faculties on campus.

Teaching Note: 8B11C017 (5 pages)
Industry: Educational Services
Issues: New Employee; University Administration; Job Requirements; English-language Training
Difficulty: 4 - Undergraduate/MBA

Chapter 15:
Training Trends and Best Practices

Alison Konrad, Ken Mark

Product Number: 9B14C024
Publication Date: 10/15/2014
Revision Date: 10/15/2014
Length: 7 pages

In July 2009, C&F Consulting, Inc., based in Toronto, sends a team of five brand strategists to work with a client in China on marketing and advertising for a car brand specific to the North American market. The team, consisting of four men and one woman, often meet for dinner after their day’s work, which consists of conducting a crash course in North American-style marketing for the Chinese client’s cohort of new recruits. The woman feels that one of the men on the team treats her with great disrespect, bordering on sexual assault. If she brings up the issue, will all four of her male colleagues take offence? Will they gossip about her at the office and isolate her at work? What might be the impact on her career if she is perceived as anti-social or thin-skinned? How will her superiors react to her accusations? What is the definition of sexual assault in Canadian law, and can she pursue a civil case against her alleged assailant although the acts happened in a foreign country?

Teaching Note: 8B14C024 (6 pages)
Industry: Information, Media & Telecommunications
Issues: Gender issues; sexual harassment; leadership; coaching; difficult conversations; Canada
Difficulty: 4 - Undergraduate/MBA

Zsuzsanna Kispal-Vitai

Product Number: 9B11C049
Publication Date: 3/7/2012
Length: 7 pages

A young entry-level employee starts work in the hotel industry in Eastern Europe. The case describes her experiences and shows the HRM practices in the particular hotel in which she works. The issue for analysis is less whether or not the employee should stay or leave this hotel, which has minimal pay and poor working conditions, and more the overall nature of human resources (HR) operations at this service organization, with regard to ethics and sustainability.

Teaching Note: 8B11C049 (12 pages)
Industry: Other Services
Issues: Hotel Management; Human Resource Management; Job Satisfaction; Ethics; Motivation; Eastern Europe
Difficulty: 5 - MBA/Postgraduate

Michael A. Roberto

Product Number: 9B11C035
Publication Date: 10/18/2011
Length: 19 pages

On the night of April 20, 2010, a series of explosions rocked the Deepwater Horizon oil rig in the Gulf of Mexico. Gas in the Macondo well had surged upward unexpectedly, causing a mix of drilling mud and seawater to spew uncontrollably into the air, much like a volcanic eruption. Eleven crew members died during the explosion. The nation mourned their loss, and people watched as BP struggled to contain the environmental damage. Millions of barrels of oil spilled into the Gulf of Mexico in the weeks that followed. The federal government relied on BP to manage the accident’s aftermath, in part because government officials lacked the expertise required to stop the spill. Meanwhile, BP downplayed its responsibility for the failure. As the firm failed repeatedly to stop the spill, the public became angry. This industrial disaster became the largest offshore oil spill in U.S. history.

The case provides a detailed description of the events leading up to this catastrophe. Readers examine the key decisions that BP and its partners made as they drilled this well. They discover the alternative choices that could have been made and learn about the disagreements that took place (as well as those that failed to surface). Moreover, the case provides an opportunity to examine how BP’s history and organizational culture shaped the way those decisions were made. The case describes how Tony Hayward and his predecessor, John Browne, led the firm and shaped the culture during the past two decades. In addition, the case explains how the regulatory environment and political forces shaped decision-making in the oil industry. The case concludes by examining the aftermath of the accident, particularly BP’s public relations miscues as it tried to manage the crisis.

Teaching Note: 8B11C035 (18 pages)
Industry: Manufacturing
Issues: Decision Making; Safety; Organizational Change; Risk Analysis; Ethics; Oil Industry; United States
Difficulty: 3 - Undergraduate

Lyn Purdy, Ken Mark

Product Number: 9B01C004
Publication Date: 5/18/2001
Revision Date: 12/15/2009
Length: 3 pages

The newly promoted director of sales and marketing at CXP, a publishing company, has just inherited an employee conduct issue. In her previous position she became aware that a sales representative was having sexual relations with the company's clients, but the company's president was dealing with the issue. In her new role she discovers that issue still persists and this employee now reports to her. She realizes that this was a 'hot issue' and needed to determine the best way to handle the situation. There was more to consider than just dealing with the employee, there was the company's relationship with their clients and she did not want to put this in jeopardy.

Teaching Note: 8B01C04 (6 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Career Development; Organizational Behaviour; Ethical Issues; Employee Training
Difficulty: 4 - Undergraduate/MBA