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The case captures the origin and initial years of two restaurants Mirchi & Mime and Madeira & Mime, which exclusively employed Speech and Hearing Impaired persons (SHI) as servers (often called “waiters” in India). It documents how the restaurants were set up, captures significant incidents during this initial period and the impact of these incidents on the working of the restaurants. Further, it describes the challenge of opening a fine dining restaurant and a gastropub staffed exclusively by SHI persons as servers. The case narrates the reactions and impact on the SHIs and their families, co-workers within the outlets and the customers visiting these outlets. Finally, the case lists the recognition received by the organisation and outlines plans for the immediate future.

Social science, Organizational behaviour.

The case is intended for bachelor or master level students as a part of HRM and OB curriculum and in particular organizational culture and change management topics as well as talent selection and innovation issues in the organization.

Adform, a fast-growing global ad-tech company, is well-known in the market as a workplace that nurtures creativity and innovation. Recently recognized as the Aon Employer of the Year 2016 in the Baltic States by OVC, the company strives to maintain the position and remain an attractive place to work at. However, when both the sector and the company is growing fast, it becomes a challenge to sustain corporate culture and implement shared values in daily activities. Creative and innovative employees are in high demanded in the whole ad-tech sector and competition for the best professionals is inevitable. The key issues Anna, head of HR Strategic initiatives, is facing to present are as follows: How to attract and retain the best talent in a highly competitive labour market? How to maintain corporate culture that promotes innovative thinking when the company is growing fast and the sector is developing even faster? How to manage conflicts between personal and corporate values when employees are in high demand in the market? The case is structured from three different perspectives – newly employed professional Simon, experienced Adformers Ingrid and Martin, and Human Resources department specialists Anna and Sandra – everyone has different challenges and issues to solve; however, they share common values and beliefs, which form a sound base for decision-making and prove the importance of corporate culture as a strong management tool at Adform.

Expected learning outcomes are as follows: to understand major components of corporate culture and its role in an organisation, to gain practice in assessing corporate culture and its types; to understand the role of corporate culture in attracting and retaining talented employees to help company grow and develop; and to recognize challenges a company may encounter sustaining a strong corporate culture in a fast-growing sector and to analyse means of strong culture maintenance.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS: 6: Human Resource Management.

PT. Bank Central Asia, Tbk. (BCA), the largest national private bank in Indonesia, won an award for the Best Bank at the Euromoney Awards for Excellence (Asia) 2014. During the same event, in several categories, haloBCA^TM and BCA employees also won several awards. Previously, a number of awards were received by BCA such as: Best Indonesia Local Private Bank in 2010, Contact Center World Champion in 2012 and 2013, and Best Mega Contact Center in Asia Pacific Region in 2014. BCA is currently facing a problem of an aging population. Since the economy crisis facing the country in 1998, BCA has recruited fewer employees. The company resumed recruiting in 2010. BCA’s human resource (HR) profile in 2013 showed that nearly half of BCA’s permanent employees were aged 45 years or older, 40 per cent of whom have been working for more than 20 years. At the time of their retirement, the Bank faces the potential of losing a significant number of employees from three different generations. BCA has raised its efforts to recruit new talent. However, recruitment is not easy, as BCA wants its new employees to continue maintaining BCA’s heritage, building the Bank to become an Indonesian company that they can be proud of. How have these values, which have been a common belief, a foundation to work passionately and the glue that bonds the Bank’s employees, executives and owners, been communicated outside of the BCA and have been used to attract the future successors of BCA in Indonesia?

Master Degree in Human Resources Management or MBA Program.

PT Bank Central Asia Tbk (BCA), which was established on February 1957, is Indonesia’s largest lender by market value and the second largest bank by assets. The bank has experienced a remarkable recovery from the Asian Financial Crisis in the late 1990s when the Indonesian banking system became almost bankrupt. It provides both commercial and personal banking services through its 1,000-plus branches across the country. As the largest national private bank, BCA is a well-known bank in Indonesia. BCA is managing more than 12 million customer accounts, processing hundreds of millions of financial transactions and fulfilling the needs of individual and corporate customers through various products and services. BCA Automatic Teller Machines (ATMs) are located virtually and BCA’s Electronic Data Capture (EDC) machines are available at many merchants both in big cities or small towns across Indonesia’s archipelago. However, for a nation with a population of more than 240 million spread out over 34 provinces, the presence of BCA is still deemed unevenly distributed. In the next 10 years, BCA has no plan yet of expanding outside of Indonesia. BCA put its attention on developing its market in Eastern Indonesia. Funding sources, which usually becomes an issue for expanding companies, are not a source of concern for BCA. BCA is currently facing a problem of an aging population. Since the economy crisis facing the country in 1998, BCA has recruited fewer new employees. The company had recently resumed recruiting in 2010. BCA’s HR profile in 2013 showed that nearly half of BCA’s permanent employees were 45 years of age or older, 40 percent of whom have been working for more than 20 years. At the time of their retirement, the Bank faces the potential of losing a significant number of employees from three different generations. Currently, BCA has raised its efforts to recruit new talent and its future leaders through various programs, such as: BCA Development Program (BDP), one of the most acknowledged management trainee programs in the Indonesian banking industry, provides intensive and rigorous training to selected new recruits to ensure development of BCA key talents and future leaders. HR business partners that actively visit campuses in the eastern region of Indonesia. Socialization programs in state and private universities. Job fairs, Web recruitment, internships and employee referrals, job opportunity advertisements posted at BCA branch offices located near universities and in the leading mass media. Utilization of recruitment consultant services, especially to find candidates with specific qualifications. Utilization of communication media printed (poster, flyer, booklet, banners) and electronically. Provision of scholarships to high school graduates with excellent academic records but facing financial difficulties. However, recruitment is not easy for BCA because – like other well-known companies in Indonesia – the Bank only recruits the best people based on the prospective employees’ hard and soft competencies. BCA’s aim to project a positive perception toward its employees as “a fun workplace with family-oriented atmosphere, and commitment about employees’ development” has yet to strongly resonate in Indonesia’s labor market. BCA wants its new employees to continue maintaining BCA’s heritage, building the Bank to become an Indonesian company that they can be proud of. How have these values, which have been a common belief, a foundation to work passionately and the glue that bonds the Bank’s employees, executives and owners, been communicated outside of BCA and have been used to attract the future successors of BCA in Indonesia? How should BCA obtain a large number of qualified talent pools through an effective Employer Branding strategy?

By the end of discussing the case, the learner will be: conceptually: able to explain what is meant by employer branding, internal and external approach and able to explain the relationship of employer branding with business strategy, talent management strategies and HR management functions as a whole; practically: able to identify and analyze BCA Recent Condition – able to explain the BCA brand image in the eyes of public/external/job seekers in Indonesia and internal/current employees of BCA – able to identify strategies that BCA does to recruit potential job seekers – and able to explain the influence of innovative products and services that BCA has currently on BCA employer branding; able to identify BCA goals/needs; able to identify the characteristics, needs and preferences of BCA target group of workers, concerning to the latest issues arise such as: Gen Y and AEC (ASEAN Economic Community); able to evaluate the effectiveness of BCA employer branding strategy and communications and to identify the problems faced by BCA related to employer branding; able to generate ideas related to the improvement of BCA employer branding strategy and programs – what message to be branded (company unique employee value propositions – tangibles and intangibles) – what program to be implemented (internal and external) – and how is the integrated marketing communication strategy (segmenting-targeting-positioning, channels).

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS:6: Human Resource Management.

Aster Retail (AR) is the retail pharmacy division of the Aster Dr Moopen's Healthcare (ADMH) Group. The group delivers healthcare services across the Middle East, India and the Far East, with a portfolio of hospitals, clinics, diagnostic centres and retail pharmacies. AR, under the leadership of Chief Executive Officer (CEO) Jobilal Vavachan, is well known for its people-centric approach, unique culture and innovative human resource (HR) practices. AR has won multiple awards for HR practices, service quality and business performance. In a recent corporate restructuring (2018), “Aster Primary Care” was carved out by combining the group's Clinics and Retail businesses. This case discusses the evolution of AR's HR journey and the challenges associated with integrating culturally diverse businesses without compromising the values of ADMH and its promise, “We'll Treat You Well.”

After completion of this case study, students/managers will be able to analyze reasons for the labor unrest at Wistron Corporation’s Indian manufacturing plant; examine the implementation of labor regulations applicable to the employment of contract workers by Wistron Corporation; infer the problems associated with rapid expansion in the workforce; analyze the labor regulatory challenges faced by Wistron Corporation; and demonstrate problem-solving skills.

The focus of this case study was the crisis faced by Apple’s contract manufacturer  –  Wistron Corporation due to labor unrest, riots and violence in its production facility located near Bangalore in India. This case study discussed the CEO’s dilemma in resolving the crisis and regaining the confidence of stakeholders, namely, the contract employees, Apple Inc. and the State Government of Karnataka. To give the readers an overview of the crisis – this case discussed in detail the underlying reasons for the labor unrest such as a rapid increase in manpower, unilateral increase in working hours without extra pay, unjustified pay cuts, understaffed and underqualified human resources (HR) department, ill-equipped attendance and payroll system. It also gave an overview of mistakes in labor management that could be avoided by a manufacturing firm. The case also discussed the pressure faced by the Wistron CEO due to probation and a new business freeze by Apple Inc. This case study is suitable for understanding the complexities of labor laws and the legal complications that can arise when a corporation disregards local labor laws while operating in foreign countries.

The case is best suited for postgraduate and executive MBA students studying labor law, industrial psychology and HR management in commerce and business management streams. The authors suggest that the instructor should inform students to read the case study before attending the 90-min session. It can be executed in the classroom after discussing the theoretical concepts.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

The case describes how a leader simultaneously addresses various aspects of business and people management to achieve a turnaround. The actions taken by the leader to get rid of the non-functional practices, nurture the existing practices, and create new strategies and processes to accomplish business growth are described. The leader reshapes the organisational culture in partnership with the human resource department. The case can be used to show the different leadership styles (transactional and transformational) and tactics for managing change-partnering with HR to revamp people practices, cherry-pick and develop the right talent, etc.

The case study will encourage reflection on the challenges that organisations face in attracting, engaging and retaining knowledge workers that are critical to their performance and growth. It is set in the context of innovative, high-tech organisations whose success is heavily dependent on the performance of information technology (IT) professionals, a specialised and heavily demanded workforce.

The case study depicts the struggle of Manoel Almeida, Descomplica’s chief technology officer, to reverse the scenario of demotivation and high turnover among IT employees and to attract new talent. The case study addresses the themes of knowledge worker attraction, engagement and retention, with a focus on IT professionals.

This case study is designed for undergraduate and graduate education programmes/courses.

Teaching notes are available for educators only.

CSS 7: Management science.

Bryan Preston, CEO of the Back Office Cooperative, leads several large human service providers through the process of building a shared-services platform to leverage scale and efficiencies. This successful collaboration matches the business case for restructuring against the constraints of mission-driven enterprises.

The case seeks to demonstrate how collaboration, scalability, and leadership interact in a nonprofit organization to produce desirable outcomes from which other organizations, leaders, and resource providers might learn.

The case deals with the application of marketing research for launching a new product in the market place. The company was planning to enter the Fast Moving Consumer Goods (FMCG) market in India with its new product Cerenity. Cerenity was a toilet seat sanitizer for women who frequently use public restrooms. The case describes the exploratory study conducted by the research team. The team used different qualitative marketing research tools such as focus groups, in-depth Interviews and participant observations.

IFCI Limited-a non-banking financial corporation in India was struggling with issues of negative Capital Adequacy Ratio and high non-performing assets till 2007. The company had not done any business for a decade until 2007. July, 2007 was the time when Atul Rai joined the company as the CEO. This case revolves around the various strategic initiatives taken by Rai and his team to help the firm turnaround. The main focus of the case is on the implementation of some of the key strategic decisions. The case gives opportunity to review IFCI's strategy and make recommendations for future expansion.