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13+ HR Case Studies: Recruiting, Learning, Analytics, and More

Reposting a piece from the blog over at Lighthouse Research because I know not all of you subscribe over there!

While much of the work we do at Lighthouse Research & Advisory focuses on quantitative research studies, we do a fair amount of qualitative research as well. We’ve collected case studies over time (and continue to) that highlight interesting approaches and examples of innovation within human capital management. The list below offers a wide variety of industries, examples, and flavors for you to learn from.

Want to see another topic or example not listed here? Comment below and and I will see what we can do to find that for you!

Wal-Mart, Automation, and Compassion Training

Walmart’s Fastest Growing Line of Business is Delivering Experiences

The Motley Fool: Blending Talent Management and Engagement

Motley Fool: The Coolest Talent Processes You’ve Never Heard Of

Chipotle: How Internal Mobility Reduced Turnover by 64%

Internal promotion-how Chipotle reduced turnover by 64%

Adtran: Using Hackathons for Employer Branding, Employee Development, and Retention

Using Hackathons for Branding and Retention

Stout Advisory: Performance Management, Peer Feedback, and Employee Engagement

How to Radically Change Your Performance Management Practice [Podcast]

H&R Block: Seasonal Hiring, Strategic Recruiting, and Hiring Manager Communications

Patagonia: measuring the roi of hr programs, hr strategy, employee perks and benefits.

Measuring the ROI of HR Programs is Critical: Here’s How Patagonia Does It

Hot Chicken Takeover: Employee Benefits, Corporate Culture, Leadership, and Social Responsibility

Can a Business Grow Competitively While Doing Social Good? [Podcast]

AlliedUniversal: Talent Acquisition, Employee Referrals, and High-Volume Hiring

How Does AlliedUniversal Hire 90,000 Workers a Year? Referrals and PURPOSE [Podcast]

Duie Pyle: Remote Worker Engagement, Blue Collar Challenges, and Competitive Recruiting

Talent Lessons from the Transportation Industry [Podcast]

Ohio Living: Core Values, Company Culture, and Employee Recognition

We’re Only Human 39: Ohio Living Serves 70,000 Clients Annually with Core Values

Cox Enterprises: HR Analytics, Business Impact, and Strategy

We’re Only Human 53: How to Partner with Your Talent Analytics Team

McDonald’s: Learning Measurement, Business Impact, and ROI

Southwest airlines: corporate culture, employee perks, and employee engagement.

We’re Only Human 40: How Southwest Airlines Lives and Breathes Corporate Culture

HJF: HR Technology Selection and Implementation, HR Leadership, and Modernization

We’re Only Human 55:The HR Leader’s First Year on the Job

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• September 26, 2022

Best HR Case Studies

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HR as a function has undeniable importance from a business management perspective. With the advancement in technology, 2022 saw a huge technological shift in this aspect of business management as well. Apart from digitizing all other business aspects, organizations have begun to incorporate technology and data into HR practices as well.

HR Analytics Case Studies with Business Impact and its benefits are listed below:

An american mnc reduces attrition using people analytics and forecasting.

Case: This American MNC is a client of PeopleStrong and is suffering from a high turnover of employees at five locations. The company intended to install analytics in order to evaluate the main drivers of attrition and do forecasting for their occurrence at different business locations.

Solution: An integrated tool for workforce analytics was created and implemented. This tool could capture attrition results and their drivers and do a forecasting based on trends.

Also Read:  Executive Development Program In Human Resource Management From XLRI Jamshedpur

Result: The forecasting report predicted that 500 of the 5000 employees were going to quit in the next 6 months. Better employee retention policies were designed which included rewards and incentives apart from better people strategies. Even though 250 people still left, the figure was 50% lower than the prediction.

Under Armour digitized employee recruitment and enhanced employee experience

Case: Under Armour, an American organization dealing with the manufacture of sports and casual apparel and footwear, is a global company. With more than 130 global outlets and 8500 employees, their ATS system received more than 30,000 resumes in a month. Thus, hiring was a cumbersome process for them as well as candidates applying for a job.

Solution: They engaged in a digital recruitment system called Hirevue. With Hirevue, managers could create interviews with candidates with the help of pre-recorded questions. This screening process helped managers call in only employees who met their requirements for webcam or mobile recorded interviews.

Result: Managers could now hire new employees much more quickly. There was a 35% reduction in time in the overall interview to the hiring process. Talent quality also improved.

These above case studies show the emerging trend of incorporating analytics in the HR function of business management . This can also be seen to have positive results in the recruitment and retention processes. 

Human resource management is quite a recent term. Employees are treated with a lot of respect and regard nowadays compared to earlier. There were times when workers were considered to be expendable and they had few rights. Working conditions were miserable and people had no say in how organizations are operated or in the way they were treated. The industrial revolution is what brought changes. Companies started realizing that keeping employees loyal was essential for running businesses smoothly.  

Caring For Employees During The Industrial Revolution

Courses for human resources certification online teach that before the industrial revolution there were hardly any large industries and a need for managing workers was not felt. Working conditions were dangerous for them and pay was hardly commensurate with what work they did. In the late 1900s, companies like the UK-based Cadbury and Jacob from Ireland appointed welfare officers. These firms introduced a system of payment during sick leaves and cheap housing for employees.

Also Read:  Executive Development Program In HR Analytics From XLRI

It was F W Taylor during the early twentieth century who introduced a system for managing staff. He believed that people could be trained to become experts in certain jobs. The famous carmaker Ford adopted his methods. Tools in manpower management like job analysis, employee selection procedures, and training methods were introduced during this period. Certain fast food organizations also adopted Taylor’s theories. His mistake was that he did not think people can get bored with doing the same job.

Employee Management During The World Wars

Two events that changed many things for us are the first and second world wars. Employee unions had been formed during the first world war. As men went to fight wars, women came to be seen more in workplaces. In your HR training certification by IIM Raipur , you will learn how companies had to think about managing workers and form new rules. Recruitment, dismissal, bonus, and absence from work came under the scope of manpower management.

Researchers like Elton May opined that factors like motivation, job satisfaction, leadership skills, and group dynamics could influence performance. The improvement in the economy after the war saw many firms adopting a more flexible approach to staff members. Big companies used employee benefits to lure and retain people. Personnel and welfare work was in full swing during the second world war, but it was done in a bureaucratic style as government-run firms influenced law-making.

The Post-War Scenario

The 60s were not good times for industrial relations as it was found that none of the entities involved in negotiation had skills to discuss issues of employees. As the decade came to an end, employment opportunities improved, and along with this, people management techniques began to be used. When you study human resources certification online courses you will know that terms like motivation, organizational behavior, and management training were heard more commonly.

Also Read:  Executive Development Program In Talent Management

In the seventies, much was talked about rewarding employees. The next two decades saw economies sliding and companies becoming less profitable. But it was also then that many organizations realized the importance of retaining people. They began looking at workers as an asset that must be taken care of if the firm wants to have an edge over competitors. Humans started to be regarded as resources that need to be effectively managed. Human Resource Management was born.

The Nineties To Now

It is no more only personnel management and administrative tasks for workforce heads. The HR training certification by IIM Raipur will tell you that it is more about employee engagement and development that people managers are tasked with now. Human resource departments are strengthening the culture in an organization and finding people who can fit that environment. They are also tasked with ensuring that every employee gets an opportunity to use his or her talents for the benefit of their companies.

Also Read:  Why is it Important to Study Human Resource Management?

HR managers are more focused on workers than on processes. This department is also gaining more importance as management’s realize a need to attract and retain the best talents available in the market. HR leaders find themselves among the C-suite as their role in getting the best out of employees is increasing. They must understand the needs of a more diverse, multicultural, and multigenerational workforce and ensure to fulfill them. Retention of good hands has assumed much importance nowadays.

The Future Of HR Management

  The human resources certification online courses will teach that it is not just enough to employ and retain people, but they must also be trained and developed. The speed at which new technologies emerge, there is a need to keep employees abreast of modern developments. HR managers must continuously update themselves with modern technology and arrange training programs to empower workers with new skills. The journey of staff members in an enterprise will be that of continuous learning.

Acquiring best talents and retaining them will remain the focus of any progressive organization. People managers will have to find innovative means to attract those who are equipped with the latest skills required for a job. Engaging with prospective employees through social media platforms will be practiced by more HR heads. There will be increased use of automation for screening resumes and conducting initial interviews. This will speed up the process and reduce costs.

HR departments will be trying innovative methods to improve employee experience in the company. They will find out the requirements of the new breed of recruits. Learning opportunities will be improved. Promotions and salary hikes will no longer be based on experience or seniority. New procedures for evaluating employees will be used. Getting HR training certification by IIM Raipur will teach new methods that are used by global enterprises for appraisal and rewarding.

Looking at the evolution of human resource management can show you that there has been a shift from looking at employees as only a means to achieve company objectives, treating them as individuals, and satisfying their needs. There is a realization that it is equally important to ensure that their goals are achieved and these objectives are in line with that of the organization. HR departments will play a more important role as retaining good talent becomes crucial. Combining the human force with machines and using that synergy will be highly important in the future.

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Top 10 HR Analytics Case Studies

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• HR Analytics

The power of data drives the fast-paced business world today. To stay abreast and ride the competition wave, it is important to harness the power of data. And HR Analytics is just the tool you need. It is a valuable tool to measure critical aspects of your organisation which impact its bottom line.

Whether you’re an HR professional, a business leader, or just someone curious about the role of HR Analytics in the workplace, this blog is for you. We’ll cover a range of industries and organizational sizes, showcasing the diversity of ways HR Analytics can be applied to drive results and also look at some HR analytics case studies.

Curious about how HR Analytics can drive business results? Well, look no further because, in this blog, we’ll be diving into the top 10 HR analytics case studies.

From boosting engagement to improving diversity, inclusion and productivity, these companies have achieved impactful results by leveraging HR data.

So sit back, grab a coffee, and get ready to be inspired!

Importance of HR Analytics in Modern Organizations

HR Analytics plays a critical role in modern organizations as it provides valuable insights into the people side of the business. With HR Analytics, organizations can track key metrics such as turnover, diversity and inclusion, and employee satisfaction, allowing them to identify areas for improvement and make data-backed changes.

Furthermore, HR Analytics can help organizations stay ahead of the curve by providing real-time insights into their HR practices, drives and campaigns, allowing them to respond quickly to emerging trends and challenges. Organizations can also design and implement more effective HR initiatives by leveraging HR data, such as  training and development  programs and talent management strategies.

In short, HR Analytics is essential for modern organizations looking to drive business results through their people. By providing a data-driven approach to HR, organizations can make informed decisions to improve employee outcomes and significantly impact the company’s bottom line.

The 3 Steps in an HR Analytics Strategy

In today’s data-driven business world, organizations increasingly turn to HR Analytics to drive impactful changes and improve their people strategies.

An effective HR Analytics strategy begins with a clear plan outlining the steps to achieve our goals.

Here are the three basic steps in an HR analytics strategy:

Problem Statement

The first step is to define the problem or challenge you are trying to solve. This involves identifying areas in your organization where we need insights, such as employee turnover, diversity and inclusion, or employee engagement.

A clear problem statement helps to focus efforts and ensure that your HR Analytics strategy aligns with your overall business objectives and goals.

Approach and Solution

The next step is to determine the approach we will use to gather and analyze HR data. This involves selecting proper HR metrics to track and the tools and technologies to determine how we will collect and store our HR data. Our approach should align with our organizational culture and objectives.

The final step is to analyze and interpret the results of our HR Analytics efforts. This involves evaluating the impact of our HR initiatives, drives or campaigns and identifying areas for improvement. Communicating the results of our HR Analytics efforts to stakeholders within the organization is the key to gaining buy-in and support for future initiatives. By regularly tracking and reporting on HR metrics, organizations can continue to improve their HR practices.

In conclusion, these three steps – problem statement, approach and solution, and results – form the foundation of an effective HR Analytics strategy.

By following this process, organizations can ensure that their HR Analytics efforts align with their business objectives and drive meaningful impact for their people and businesses.

HR Analytics is a powerful tool to help organizations make informed decisions about their HR or people strategies. By analyzing data related to employee behavior, organizations can identify trends and make changes that improve outcomes from employees.

Here we will discuss ten HR Analytics case studies demonstrating the impact of data-driven HR strategies. Here’s a list of the top 10 HR analytics case studies:

Reducing road traffic accidents

A transportation company used HR Analytics to reduce road traffic accidents among its drivers. By analyzing data related to driver behavior and providing appropriate training to them, the company was able to identify and address the root cause of accidents and improve safety on the roads for every one.

Achieving an optimum staffing level

A manufacturing company used HR Analytics to optimize its staffing levels, reducing turnover, curbing absenteeism and sabbaticals and improving employee engagement and satisfaction. The company used data to track key metrics such as employee satisfaction, productivity, engagement and attendance, allowing it to make informed decisions about staffing levels .

A/B Testing Employee Training

A technology company used HR Analytics to test the effectiveness of its employee training programs. By using A/B testing, the company was able to determine which training methods were most effective and made improvements to the same, ultimately improving employee performance and engagement and curbing absenteeism at the same time. If the employees feel that the company is interested in their career development, growth and overall well being, this sentiment shows on their attendance records and performance .

Sick days at E.ON

Next, on our list of top ten HR analytics case studies is E.ON.

E.ON, a leading energy company, used HR Analytics to reduce the number of employee sick days.

By analyzing data related to employee health, the company identified the root cause of employee absenteeism which was ill health and implemented targeted interventions to improve employee wellbeing.

Engagement at Clarks

Clarks, a leading footwear company, used HR Analytics to improve employee engagement and retention. By tracking key metrics such as employee satisfaction, absenteeism, sabbaticals and turnover, the company was able to identify areas for improvement and make changes that led to higher levels of employee engagement , retention, reduction in turnover and absenteeism which in turn  boosted employee and organisational performance .

Engagement at Shell

Shell, a global energy company, used HR Analytics to improve employee engagement and retention. By tracking employee satisfaction, absenteeism and turnover, the company was able to identify areas for improvement and implement targeted interventions, resulting in higher levels of employee engagement ,reduction in employee turnover and increase in their productivity and performance.

HR driving store performance

A retail company used HR Analytics to link HR practices with store performance. By tracking key metrics such as employee satisfaction, absenteeism, sick leave records and employee turnover, the company was able to identify the relationship between HR practices and store performance and make vital data driven changes in its people strategies.

Compensation and benefits at Clarks

Clarks deserves another spot in our top ten HR analytics case studies list because of it’s compensation and benefits.

Clarks used HR Analytics to optimize its compensation and benefits programs as compared to similar outfits in the industry. By analyzing data related to employee compensation and benefits, the company was able to make informed decisions about its programs and improve employee satisfaction and retention by improving compensation and benefits as compared to others in the same industry.

Opening a new office by Cisco

Cisco used HR Analytics to open a new office in a new location. By analyzing data related to employee locational preferences and commuting times, the company was able to make informed decisions about the venue of its new office .

Using automated listening during a hostile takeover and HR Analytics to understand employee sentiment during the  same and by tracking employee engagement and satisfaction, the company was able to identify areas of concern and address them, ultimately improving employee morale and outcomes and reducing the impact of the takeover on the company’s workforce.

In conclusion, these HR Analytics case studies demonstrate the real-world impact that data-driven HR strategies can have on employee outcomes and business results. A major takeaway from these HR analytics case studies is that by using HR Analytics, organizations can make informed decisions about their people strategies, ultimately improving employee satisfaction and driving business success.

4 Key Emerging Trends in the Future of HR Analytics

The future of HR analytics is likely to be shaped by a number of emerging trends and technologies. Here are a few key areas to watch:

The new emerging trends and technology that are going to shape the future of HR Analytics are listed below:

Greater emphasis on predictive analytics:

The emphasis is on using predictive analytics to forecast future trends and identify potential areas of risk or opportunity as business outfits strive to be more proactive and agile with respect to their HR decision-making.  Large volumes of data has to be analysed to identify patterns and trends, and using machine learning algorithms to make predictions based on historical data i.e . extrapolation of data.

Increased use of artificial intelligence: 

HR analytics is likely to be one of the areas that benefits the most as AI technologies continue to advance. Automatation of many  tasks can be achieved using AI  in HR analytics, such as data collection, cleaning, and analysis, freeing up HR professionals to focus on more strategic tasks. AI can also help identify and extrapolate data patterns and trends that might be difficult or impossible for humans to spot.

Focus on employee experience: 

As organizations seek to create more engaging and fulfilling workplace experiences for their employees, there is likely to be an increased emphasis on using HR analytics to measure and enhance the employee experience. This could involve analyzing data on employee satisfaction, engagement, retention and productivity or turnover and absenteeism using which  more effective training programs and policies can be designed.

Integration with other business functions: 

As HR analytics becomes more sophisticated and integrated with other business functions, it is likely to become an even more powerful tool for driving business performance to greater heights. This could involve integrating HR analytics with financial, marketing, or supply chain analytics, for example, to gain a more comprehensive view of organizational performance as a whole.

In conclusion, the future of HR analytics is likely to be characterized by greater use of advanced technologies like AI, a focus on strategic data-driven decision-making, and a more holistic approach to understanding and enhancing the employee experience.

In conclusion, the use of HR Analytics has become increasingly important in modern organizations as they strive to make data-driven decisions about their people strategies.

The top 10 HR Analytics case studies demonstrate the tangible impact of data-driven HR strategies on employee outcomes and business results. From reducing road traffic accidents to improving employee engagement and retention, these HR analytics case studies show how organizations can use HR Analytics to make informed decisions about their people strategies and drive business success.

By using HR Analytics, organizations can gain a deeper understanding of their workforce and make changes towards better competitive compensation and benefits packages , providing better training development opportunities for career growth and medical well-being, resulting in a more engaged, productive, and productive, and satisfied workforce.

We hope you found inspiration from our list of HR analytics case studies.

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A Guide to Human Resources Management Case Studies

Human Resource Management case studies provide valuable insights into the challenges faced by HR professionals in diverse workplaces. In this comprehensive guide, we will explore real-life examples of HRM in action, showcasing the strategies and solutions implemented to tackle various HR challenges.

Key Takeaways:

• Human Resources Management Case Studies offer practical insights for HR professionals.
• Real-life examples highlight strategies and solutions for overcoming HR challenges.
• Case studies showcase the importance of effective HR strategies in organizational success.
• Diverse scenarios demonstrate the application of HRM practices in different workplaces.
• Continuous learning and adaptation are crucial for HR professionals to stay effective.

The Changing Landscape of HRM

In the rapidly evolving global business environment, Human Resources Management (HRM) is constantly adapting to new trends and challenges. From the emergence of emerging markets to the digitalization of workplaces, HR professionals have had to navigate through various obstacles to effectively manage their workforce. One of the most significant challenges in recent times has been the global COVID-19 pandemic, which has necessitated swift and innovative HR strategies.

To gain a deeper understanding of how organizations have successfully managed these changes and optimized their HR practices, we will delve into a range of case studies. These case studies provide valuable real-world examples that HR professionals can analyze and apply in their own organizations. By studying these HR case studies , professionals can learn from the experiences of others, gaining insights into successful strategies and approaches.

Utilizing HR case studies for analysis allows us to discover how organizations have leveraged HRM to overcome obstacles and adapt to new circumstances. These real-life examples showcase the diverse ways in which organizations have effectively managed HR challenges, providing valuable lessons and strategies for HR professionals across industries.

Company XYZ, a multinational technology firm, faced challenges in attracting and retaining top talent due to the fast-paced nature of the industry. To address this, they implemented a strategic HR initiative that focused on creating a flexible work environment, providing opportunities for professional development, and offering competitive compensation packages. As a result, the company experienced a significant reduction in employee turnover and an increase in employee satisfaction and productivity.

This case study highlights how HR professionals at Company XYZ were able to adapt to the changing landscape of HRM by implementing innovative strategies. By analyzing such success stories, HR professionals can gain valuable insights into the strategies and practices that drive organizational success.

• HRM is constantly evolving to respond to new trends and challenges in the business world.
• Case studies provide real-world examples of effective HR practices in managing change.
• Successful organizations leverage HRM strategies to optimize their workforce and drive organizational success.

The Importance of Effective HR Strategies

Effective HR strategies are crucial for organizations to attract, retain, and develop top talent. By implementing strategic HR practices, companies can create a positive work environment that fosters employee engagement, productivity, and overall organizational success. In this section, we will explore case studies that highlight successful HR strategies implemented by companies across different industries, providing valuable insights for research and inspiration.

Case Studies: Success Stories in HR Management

Case Study 1: Company X

“Our HR strategy of prioritizing employee well-being and work-life balance has had a significant impact on our organizational culture. Through flexible work arrangements, wellness programs, and regular communication channels, we have seen a remarkable increase in employee satisfaction and productivity.”

Case Study 2: Company Y

“By investing in employee development and career progression, we have been able to attract top talent and retain key employees. The implementation of mentorship programs, training initiatives, and performance feedback systems has led to higher employee engagement and a stronger talent pipeline.”

Case Study 3: Company Z

“Our HR strategy focuses on promoting a diverse and inclusive workforce. Through targeted recruitment efforts, diversity training programs, and inclusive policies, we have successfully created a culture that celebrates and values diversity, leading to improved employee satisfaction and innovation.”

The Impact of Strategic HR Practices

These success stories demonstrate the tangible benefits of strategic HR practices. Organizations that prioritize effective HR strategies are better equipped to attract and retain top talent, foster employee engagement and satisfaction, and drive overall organizational success. By studying these case studies, researchers and HR professionals can gain valuable insights and inspiration to enhance their own HR practices and achieve similar levels of success.

By examining these HRM case studies for research and guidance, organizations can adopt successful strategies and adapt them to their unique contexts. The implementation of effective HR strategies is key to creating a thriving workplace culture that empowers employees, maximizes productivity, and ultimately drives the success of the organization.

Fundamental Concepts of HR Management

Before diving into Human Resources Management Case Studies , it is essential to have a solid understanding of the fundamental concepts that underpin HR management. This section will explore key definitions and concepts to provide a strong foundation for in-depth analysis of the case studies.

Definitions and Clarifications

Let’s start by clarifying some key terms:

• Management : Refers to the process of coordinating and overseeing organizational resources to achieve specific goals and objectives.
• Resources : In the context of HR, resources refer to the individuals who contribute to the organization’s success, including employees, contractors, and other stakeholders.
• Role of a Manager : A manager is responsible for planning, organizing, directing, and controlling resources to achieve organizational goals and objectives. In the HR context, managers focus on effectively managing human resources.
• Difference between Management and Administration : While the terms management and administration are sometimes used interchangeably, it is important to note the subtle distinctions. Management is concerned with the implementation of strategies and the coordination of resources, whereas administration involves the overarching policies, procedures, and regulations that govern the organization.

By understanding these fundamental concepts, we can delve deeper into the case studies and gain valuable insights into the challenges and solutions faced by HR professionals.

Inspiring Quote

“Management is doing things right; leadership is doing the right things.” – Peter Drucker

Key Definitions

Management Functions and Responsibilities

Effective management is essential for HR professionals in their role of overseeing an organization’s human capital. Understanding the four basic functions of management – planning, organizing, directing, and controlling – is critical for HRM success. Each function contributes to the efficient and effective management of human resources, ensuring organizational goals are met.

In addition to these management functions, HR managers have specific responsibilities that contribute to the overall success of the organization. These responsibilities include:

• Recruitment and selection of qualified candidates
• Employee onboarding, training, and development
• Creating and enforcing HR policies and procedures
• Ensuring legal compliance in all HR practices
• Managing employee relations and resolving conflicts
• Designing and administering compensation and benefits programs
• Developing and implementing employee engagement initiatives
• Overseeing performance management and evaluation processes

Furthermore, HR plays a vital role in the administrative cycle of an organization. HR professionals are responsible for managing and maintaining accurate HR records, handling payroll and benefits administration, and ensuring compliance with employment laws and regulations.

By effectively executing their management functions and fulfilling their responsibilities, HR professionals contribute to the development and success of an organization’s human resources, driving overall organizational performance and productivity.

Skills and Competencies in HR Management

The success of an HR manager relies on a combination of technical skills and personal qualities. Understanding and mastering these essential skills and competencies is crucial for effectively managing human resources in any organization. Here, we will explore the key characteristics that distinguish an effective HR manager and how they contribute to success in HR management.

1. Integrity

Integrity is the foundation of trust in any HR department. HR managers must demonstrate honesty, transparency, and ethical behavior in all aspects of their work. By upholding high ethical standards, HR managers cultivate a culture of integrity, ensuring fair and unbiased treatment of employees and fostering a positive work environment.

2. Flexibility

Flexibility is essential in an ever-changing business landscape. HR managers must adapt to evolving workplace dynamics, industry trends, and technological advancements. This includes being open to new ideas, embracing change, and continuously updating HR strategies to align with organizational goals and employee needs.

3. Resilience

HR managers often face challenging situations that require resilience and the ability to navigate complex issues. They must stay composed in difficult times, effectively manage conflicts, and find creative solutions to address HR challenges. Resilient HR managers are invaluable assets to organizations, as they can lead teams through change and uncertainty, ensuring continuity and stability.

4. Proactivity

Successful HR managers are proactive in identifying potential issues before they escalate. They anticipate future needs and create proactive strategies to address them. By staying ahead of the curve, HR managers can plan and implement initiatives that support employees’ growth, well-being, and overall job satisfaction.

“Proactive HR managers take a proactive approach to identify potential pitfalls early on, allowing organizations to prevent problems rather than just managing them when they arise.”

In addition to these personal qualities, HR managers must possess a range of technical skills to effectively manage human resources. Some of these skills include:

• Recruitment and selection
• Training and development
• Performance management
• Employee relations
• Compensation and benefits
• HR data analysis

To exemplify these skills and competencies, let’s take a look at a real-life HR case study:

By analyzing such HR case studies , aspiring HR professionals and organizations can gain valuable insights into the practical application of skills and competencies in HR management.

Now that we have explored the essential skills and competencies in HR management, it is clear that successful HR managers possess a unique blend of personal qualities and technical skills. These individuals play a vital role in driving organizational success by effectively managing human resources and fostering a positive work environment.

Employee Motivation and Engagement

Motivated and engaged employees are essential for organizational success. In this section, we will explore the crucial role of HR in motivating employees and fostering a culture of engagement. By examining real-life case studies, we will identify effective strategies and initiatives implemented by organizations to boost employee motivation and engagement.

Motivation through Recognition

Employee recognition is a powerful tool for motivating and engaging employees. Organizations that prioritize recognition programs create a culture of appreciation and reinforce desired behaviors. Case studies highlight the impact of tailored recognition programs on employee satisfaction, morale, and performance.

Professional Development and Growth

Providing opportunities for professional development and growth is another key driver of employee motivation and engagement. Organizations that invest in training, mentorship programs, and career advancement opportunities empower employees to enhance their skills and fulfill their potential. Real-life examples demonstrate how these initiatives contribute to higher employee satisfaction and loyalty.

Well-being Initiatives

Employee well-being initiatives play a vital role in nurturing a positive work environment and enhancing motivation. By offering wellness programs, flexible work arrangements, and promoting work-life balance, organizations prioritize the holistic well-being of their employees. Case studies highlight the positive impact of these initiatives on employee engagement, productivity, and overall satisfaction.

Effective Communication

Open and transparent communication is integral to fostering motivation and engagement among employees. Organizations that prioritize effective communication channels, including regular feedback, town hall meetings, and collaborative platforms, create an environment of trust and inclusion. Real-life examples demonstrate how improved communication positively influences employee engagement and overall organizational performance.

“Effective employee motivation and engagement are the cornerstones of a thriving organization. By examining real-life case studies, HR professionals and organizations can gain valuable insights into successful strategies and initiatives that fuel motivation and foster meaningful employee engagement.”

The case studies above demonstrate how organizations have successfully implemented strategies to motivate and engage their employees. By leveraging recognition, professional development, well-being initiatives, and effective communication, these organizations have created a positive work environment that drives employee satisfaction, productivity, and loyalty.

Strategies for Effective HR Management

HR professionals play a critical role in developing and implementing effective HR strategies. By analyzing real-life case studies, we can gain valuable insights into HR best practices. These case studies highlight successful strategies in key areas such as:

Recruitment and Selection

Training and development, performance management, compensation and benefits, labor relations.

Let’s explore how organizations have utilized these strategies to optimize their HR practices and achieve their business objectives.

“The key to effective HR management lies in understanding the unique needs and challenges of your organization. By analyzing case studies, we can gain valuable insights and tailor our strategies to drive employee engagement, productivity, and organizational success.”

Effective recruitment and selection processes are crucial for attracting and hiring top talent. Case studies in this area often showcase innovative methods used to identify and attract qualified candidates. From leveraging technology platforms for applicant screening to implementing targeted recruitment campaigns, organizations have successfully optimized their hiring processes.

Investing in employee training and development is essential for enhancing skills and fostering long-term growth. By examining case studies in this domain, we can learn from organizations that have successfully implemented comprehensive training programs, mentorship initiatives, and continuous learning platforms. These strategies contribute to a skilled and motivated workforce.

Effective performance management systems align individual and team goals with organizational objectives. Case studies in this area often highlight organizations that have implemented performance measurement frameworks, regular feedback systems, and performance-based incentives. This data-driven approach ensures transparency, fairness, and continuous improvement.

Strategic compensation and benefits programs attract, retain, and motivate talented employees. Case studies demonstrate how organizations have designed competitive salary structures, employee recognition programs, and comprehensive benefits packages. These initiatives contribute to higher employee satisfaction, engagement, and overall organizational performance.

Managing labor relations requires effective communication, negotiation, and conflict resolution skills. Case studies in this area offer insights into organizations that have successfully fostered positive relationships with unions, implemented fair labor practices, and resolved labor disputes amicably. These examples highlight the importance of proactive labor management strategies.

By learning from these case studies and applying the demonstrated strategies, HR professionals can optimize their HR management practices and create a positive impact on organizational success.

These case studies showcase the application of effective HR management strategies in different organizations. They provide practical examples of how organizations have achieved success by implementing various strategies tailored to their unique needs and challenges.

Leveraging HR Technology

HR technology has revolutionized HRM processes, enabling organizations to streamline operations and enhance efficiency. By leveraging the power of technology, HR professionals can optimize their strategic decision-making and ensure a seamless employee experience.

Let’s examine some insightful case studies that illustrate the successful implementation and utilization of HR technology. These examples demonstrate how organizations have harnessed the potential of HRIS (Human Resource Information System), talent management software, and data analytics tools to drive meaningful outcomes and achieve their HR objectives.

Case Study 1: Enhancing Recruitment with HRIS

In this case study, Company ABC implemented an HRIS software to streamline their recruitment process. The software automated job posting, applicant tracking, and resume screening, significantly reducing the time and effort spent on manual tasks. With the implementation of HRIS, the HR team at Company ABC experienced a 40% reduction in time-to-hire and an improvement in the quality of hires.

“The HRIS software has transformed our recruitment process, allowing us to focus on strategic talent acquisition. The automation and advanced analytics capabilities have enabled us to make data-driven decisions and hire top talent efficiently.” – Sarah Thompson, HR Manager, Company ABC

Case Study 2: Optimizing Performance Management with Talent Management Software

In this case study, Company XYZ adopted a talent management software platform to streamline their performance management process. The software offered features such as goal setting, continuous feedback, and performance analysis, empowering managers and employees to take a more proactive approach to performance improvement. As a result, Company XYZ experienced a significant increase in employee engagement and aligned performance goals across the organization.

“The talent management software has revolutionized our performance management process. It has fostered a culture of continuous feedback and empowered our employees to take ownership of their professional growth. The transparent performance analytics have enabled us to identify and reward top performers effectively.” – John Davis, HR Director, Company XYZ

Case Study 3: Leveraging Data Analytics for Strategic Decision-Making

In this case study, Company DEF implemented advanced data analytics tools to gain insights into their HR processes. By analyzing data related to employee engagement, turnover rates, and performance metrics, the HR team at Company DEF could identify trends, patterns, and areas for improvement. This strategic use of data analytics enabled Company DEF to make informed decisions and implement targeted HR interventions, resulting in improved retention rates and increased productivity.

“Data analytics has been a game-changer for our HR department. By leveraging actionable insights from our HR data, we have been able to proactively address employee concerns, enhance our talent acquisition strategies, and design targeted training programs. Our data-driven approach has significantly contributed to our overall organizational success.” – Lisa Johnson, HR Manager, Company DEF

These case studies demonstrate how organizations can harness the potential of HR technology to drive efficiency, improve decision-making, and enhance the employee experience. By leveraging the right combination of HRIS, talent management software, and data analytics tools, HR professionals can transform their HR practices and contribute to the strategic objectives of the organization.

Leveraging HR technology is essential in today’s digital era, where technology continues to shape the future of work. By staying informed about the latest HR technology trends and exploring case studies, HR professionals can identify opportunities for innovation and drive impactful HR initiatives.

Now, let’s explore another critical aspect of HR management – diversity and inclusion.

Diversity and Inclusion in HR Management

In today’s diverse workforce, creating an inclusive environment is essential for effective human resources management. Organizations that prioritize diversity and inclusion benefit from improved employee satisfaction, increased productivity, and enhanced innovation. Let’s explore some real-life examples of HRM case studies that highlight the successful efforts of organizations to foster diversity and inclusion within their workforce.

Case Study 1: XYZ Company

XYZ Company, a global technology firm, recognized the value of diversity and inclusion in driving organizational success. They implemented a comprehensive diversity program that focused on recruiting and retaining employees from diverse backgrounds. By promoting a culture of inclusion through training, mentorship, and employee resource groups, XYZ Company witnessed a significant increase in employee engagement and creativity. This case study demonstrates the positive impact of diversity and inclusion initiatives on overall organizational performance.

Case Study 2: ABC Corporation

ABC Corporation, a leading retail company, recognized the importance of diversity and inclusion in meeting the needs of their diverse customer base. They implemented unconscious bias training for their hiring managers and implemented policies to ensure equal opportunities for all employees. As a result, ABC Corporation experienced improved employee satisfaction, reduced turnover rates, and a boost in customer loyalty. This case study exemplifies the positive outcomes that can be achieved through a commitment to diversity and inclusion in HR management.

By analyzing these HRM case studies , organizations can gain valuable insights into successful diversity and inclusion initiatives. Implementing similar strategies, such as targeted recruitment efforts, inclusive policies, and diversity training programs, can help companies create a more inclusive and diverse workforce, fostering a culture of innovation and success.

Incorporating diversity and inclusion into HR management practices is not only a legal and moral imperative, but it also leads to tangible business benefits. Organizations that embrace diversity and create an inclusive workplace are better equipped to attract top talent, retain employees, and drive innovation. By learning from these HRM case studies , organizations can develop effective strategies to foster diversity and inclusion, ultimately contributing to their long-term success.

Adapting HR Practices in Times of Crisis

In times of crisis, such as economic downturns or natural disasters, HR professionals face unique challenges that require them to adapt their practices quickly and effectively. By analyzing HRM case studies that showcase organizations’ responses to crises, we can gain valuable insights into the strategies and approaches they employed to navigate through turbulent times and emerge stronger.

The Importance of Flexibility

One key lesson we can learn from HR case studies in times of crisis is the importance of flexibility. Organizations need to be agile and responsive to rapidly changing circumstances. HR professionals play a vital role in proactively adjusting HR practices, policies, and procedures to meet the immediate needs of employees and the organization as a whole.

“During the global financial crisis of 2008, XYZ Corporation faced severe economic challenges that threatened its survival. The HR team swiftly implemented cost-cutting measures, including a freeze on hiring and salary reductions, while carefully balancing employee morale and engagement. Through open communication and transparent decision-making, XYZ Corporation managed to weather the storm and emerge with a more resilient workforce.”

By adopting a flexible approach, HR professionals can help organizations navigate through turbulent times, mitigate the impact on employees, and position the company for recovery and future growth.

The Power of Resilience

Resilience is another critical factor in adapting HR practices during a crisis. HR professionals need to demonstrate resilience in the face of uncertainty and guide employees through challenging times. By instilling confidence, providing support systems, and fostering a sense of unity, HR managers can help organizations withstand the pressures of a crisis and emerge stronger.

Resilience can be seen in action through the implementation of employee assistance programs, mental health initiatives, and crisis communication plans. These measures help employees navigate the emotional and psychological challenges brought on by the crisis, ensuring their well-being and enabling them to contribute effectively to the organization’s recovery efforts.

Proactive Planning for Future Crises

The best HR case studies in times of crisis highlight the importance of proactive planning. While crises may be unexpected, organizations can anticipate potential challenges and develop contingency plans to address them swiftly and efficiently. By anticipating various scenarios and regularly reviewing and updating crisis response strategies, HR professionals can position their organizations for success even in the face of uncertainty.

In addition to crisis preparedness, proactive planning involves identifying key skills and competencies that will be crucial in future crises. By integrating training programs, succession planning, and talent management initiatives into their HR practices, organizations can ensure they have the capabilities necessary to navigate through any crisis that may arise.

Table: Strategies for Adapting HR Practices in Times of Crisis

Adapting HR practices in times of crisis requires a combination of flexibility, resilience, and proactive planning to ensure the well-being of employees, maintain productivity, and secure the organization’s long-term success.

Human Resources Management Case Studies provide HR professionals with valuable insights into real-world challenges and innovative solutions. By analyzing these examples, organizations can learn from best practices and optimize their own HR strategies. The showcased case studies highlight the diverse scenarios that HR professionals face and the creative approaches they employ to overcome obstacles.

Continuous learning from these experiences enables HR professionals to enhance their skills and contribute to the overall success of their organizations. These case studies serve as a source of inspiration, demonstrating the importance of adaptability, strategic thinking, and effective HR management.

By embracing the lessons learned from Human Resources Management Case Studies, HR professionals can strengthen their expertise, foster employee engagement, and drive organizational growth. These real-life examples reaffirm the significance of HRM for businesses in today’s dynamic and ever-evolving corporate landscape.

Source Links

• https://www.shrm.org/credentials/certification/educators/teaching-resources
• https://www.e-elgar.com/shop/usd/case-studies-in-work-employment-and-human-resource-management-9781788975582.html
• https://gfoundry.com/everything-you-need-to-know-about-human-resources-a-manual-for-managers-and-professionals/

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Best practices: 10 most popular case studies of 2019

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A compressed workweek that drove employee engagement, an "unbossed" leadership approach to employer branding,  and the use of robotics to save nine man days -we've heard about it all this year.

To recap, this special edition of the HR Bulletin showcases 10 of our most popular case studies of 2019, featuring the tried-and-test best practices of Experian, Shopee, BAT Singapore, and more.

1. How foodpanda is overcoming the matter of people working "systematically long hours"

As part of a special feature we did this year on work-life harmony, hear from Managing Director Luc Andreani , a line manager, and a Millennial on what integrating work and life really means, and how foodpanda's flexible working initiatives focus on the quality of work produced, over the number of hours clocked in.

[ Read the full case study here ]

2. How an "unbossed" leadership approach drives Novartis' employer branding journey

In this exclusive , Jason Tan, Head of HR for People and Organisation, Novartis , sheds light on the firm's "unbossed" philosophy, and how this approach to employer branding led to a series of D&I and CSR initiatives for the greater good.

3. How British American Tobacco Singapore reduced absenteeism by 23%

Rather than focusing on fixed targets, BAT creates a culture where employees are empowered to make conscious choices towards their health,  Mausami Arora, Head of HR, British American Tobacco Singapore , shares.

4. How Shopee has trained over 450 leaders across the region for a learning culture

Lim Teck Yong, Shopee's Head of Regional Operations and People Team , speaks on the online marketplace's competency-based, systematic and holistic approach towards leadership development for both new and experienced leaders.

[Read the full case study here]

5. How AXA Affin GI's compressed workweek drives high employee engagement

Anuradha Purbey, People Function Director for Southeast Asia, Aviva , is tapping on technology to create capacity for accelerating business growth . Here's how the team got started on this journey.

Interviewees' photos / providedLead image / xxStock photo / iStock

Follow us on Telegram and on Instagram @humanresourcesonline for all the latest HR and manpower news from around the region!

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From webinars to publishing more global case studies than any human capital management research and advisory firm, Brandon Hall Group provides actionable insights on critical HCM topics every day. This webinar discusses the market demands and trends for leveraging extended enterprise learning. Learning & Development.

PODCAST: #HRHappyHour 320 - The Business Impact of Learning: A Skillsoft and Florida Blue Case Study

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HR Happy Hour 320 - The Business Impact of Learning: A Skillsoft and Florida Blue Case Study . Sponsored by Virgin Pulse - www.virginpulse.com. Host: Steve Boese. Guest Co-host: Ben Eubanks. Guests: Apratim Purakayastha, Skillsoft; Stephanie Dale, Chris Jimenez, Florida Blue. Listen HERE.

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Each year, over the past few years, I look forward to reviewing LinkedIn’s annual recruiting trends report. It’s 60 pages of insight and case studies , and really digs into the hottest trends in recruiting we are all facing. The 2018 version is no different! It’s definitely something every TA pro and leader should read.

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HR Daily Advisor

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The “Robert” story highlights the importance of developing your change management/organization and diagnostic skills, while also showcasing the trend that those in HR are missing a critical skill. The post Case Study Underscores Why HR Change Management Skills Are Critical appeared first on HR Daily Advisor.

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Join host Jessica Miller-Merrell, founder of Workology.com as she sits down and gets to the bottom of trends , tools, Workology is the art and science of work, HR and recruitment. Join the resource revolution. Welcome to the Workology Podcast, a podcast for the disruptive workplace leader.

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Join host Jessica Miller-Merrell, founder of Workology.com as she sits down and gets to the bottom of trends , tools. Join host Jessica Miller-Merrell, founder of Workology.com as she sits down and gets to the bottom of trends , tools and case studies for the business leader, HR, and recruiting professional who is tired of the status quo.

Episode 331: The CHRO and Talent Leadership With Deb Hill, VP of HR, FM:Systems

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This is not me

10 Steps to Write a HR Case Study

My sister always looks forward to when she will cease to be a student. I can only imagine her joy from the countless times I have heard her yapping about it. But I barely blame her; she has all the rights to wait for that time.

Being a student often feels like a necessary evil that you can barely wait to be over with. Many situations make the wait feel longer than it seems. An example is HR case study writing. But it doesn’t have to be that way. It is said that if you can’t beat them, join them. The same goes. If it is too unnerving, learn its ways and be the pro.

What is an HR case study?

If you may be interested in business studies, then this may not be a new phrase you’ve heard of.

A case study analysis is a form of academic writing which analyses a situation, event, place, or person to form a conclusion. They are valuable for phenomena that can’t be studied in a laboratory or quantitative methods. HR case studies play vital roles in human resource management, personnel management, and other related courses. They include a detailed description of a simulated or real-life decision-making scenario. They also aim at enhancing decision-making skills, managerial competency, and problem-solving skills.

The following are tips to perfect your HR case study writing:

1. Read the given instructions carefully

It is amusing how people often spurn instructions and delve right into whatever they desire to do as if they are experts. Guidelines will always be worthwhile and will come in very handy, more than you would know. The witty Agnes Allen quotes that when everything fails, read the instructions.

Make sure you understand what is expected of you from the given instruction. Scrutinize and comprehend them because only then will you have a facile time as you advance with your writing.

2. Prepare for the assignment

When going for battle, you must double-check on all items that offer you a winning chance. Determine the primary problem in context to your study, the kind of questions you want to ask, the tools necessary in your assignment, and your research background. Once you can answer the questions above, the foggy confusion in your mind fades, and you begin to experience translucence on how to go about your case study.

3. Choose your required tools carefully

The sky is always the limit. It is okay to dream as big as you want. However, make sure your dreams are achievable. A case study involves responses piled up from the public and any other sources. To amass this information, tools such as interviews and questionnaires are necessary for use. The decision on the tools to use may be guided as per the instructions provided. If not, choose the least problematic and the easiest to work with.

4. Formulate your questions to give the most accurate response

The type of questions depends on the kind of tool you decide to use. For example, if the study aims to check the public’s response towards a particular product, the questions asked in an interview may differ from those asked in a questionnaire. Interviews offer a one-on-one chance, allowing the interviewer to give more information on the topic. On the other hand, questionnaires are straightforward and cap the response of the one answering. For better response, you may combine various tools to get a wide array of information. The choice is all yours.

5. Learn how to use various tools of research

There is no research without action, no action without research. To conduct a case study, you may require skills you have minimal knowledge of. The only way this is possible is through studying and researching. If your tool of interest is through interviews, you must learn to be the best interviewer. Many expert writers from various essay writing services are patiently waiting for your call, and they will offer all the help you may require. With academic writing services, you may learn the best way of interviewing to get the best results as directly as possible.

6. Devise a method to analyze data collected

Information obtained is then collected and appropriately arranged to reduce any stupor. Review the answers to each question and analyze why the person provided such an answer. For this data to be understood effectively, it must be carefully examined. Ensure that you closely dissect all responses supplied to grasp properly how best you will answer your question.

7. Organize the information obtained to a manageable measure

You may have collected all manner of information from your research, questionnaires, interviews, and any other sources you may have had. However, it may be inconceivable to document all your responses in your case study. Of course, you will need to provide facts, numbers, or refer to authoritative sources. You can also use phrases from the interview. You may be forced to selectively choose the information provided. Summarize the responses given while highlighting the main point given by your audience. This is a skill you must master. Managing your data makes your study more manageable to handle, interpret and understand.

8. Choose the best data presentation tools

A case study is all about how well you handle your data and communicate the responses obtained. Presentation is therefore very delicate to this process. Your presentation skills must be nothing short of top-notch. All the information is necessary so that the reader can come to his conclusion with your help. In simpler words, this task is like a puzzle. Each of your sentences is a puzzle, and your conclusion already adds up the overall picture. Numbers may come a long way to show the extent of the work conducted. You may, for example, indicate the number of people that sided with a specific response. Take that extra mile to show how flawless your work is.

9. Compose your case study

Once you have all your facts right, nothing stops you from jotting down your findings. With the guidance of an efficient case study writing service , you will be unbeatable. You can also find professional essay writing help to guide you through your experience on the internet. You can also look at many examples to make your writing as smooth as possible.

10. Edit your work

The nerve-wracking part is now over. Ensure all questions have been answered, and the instructions have been followed closely. Confirm there are no grammatical or spelling errors as well. Now, you are good to go.

Negative perceptions have proven to be very restricting and imprisoning. Nothing is impossible with the proper guidance, so do not fear writing essays; we are here to help you.

“Mark Hunt” has been a professional writer since 2006. He is very passionate about his work related to HR.

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HRM Case Studies With Solutions

Published by admin on january 5, 2020.

Let’s study Human Resource Management Case Studies with solutions. HRM Case studies play a vital role in management education especially in subjects like Human Resource Management (HRM), Personnel Management, PAAP and related subjects.

It gives a clear picture of the concepts when you practise them through case studies. Here we have given some live HRM case studies that are short, useful & interesting. This will allow you to think beyond the theoretical part and make you capable to apply the concepts in real-time situations.

Table of Contents

We are also providing solutions which are free of cost. We welcome your feedback about these HRM case studies.

Below are short and simple Case Studies on HRM with Solutions, Questions, and Answers.

HRM Case Study 1

Harsha and Franklin both of them are postgraduates in management under different streams from the same B-School. Both of them are close to each other from the college days itself and the same friendship is continuing in the organization too as they are placed in the same company, Hy-tech technology solutions. Harsha placed in the HR department as employee counsellor and Franklin in the finance department as a key finance executive. As per the grade is concerned both are at the same level but when responsibility is concerned Franklin is holding more responsibility being in core finance.

By nature, Harsha is friendly in nature and ready to help the needy. Franklin is silent in nature ready to help if approached personally and always a bit egoistic in nature. They have successfully completed 4 years in the organization. And management is very much satisfied with both of them as they are equally talented and constant performers.

Harsha felt that now a day’s Franklin is not like as he uses to be in the past. She noticed some behavioural changes with him. During general conversations, she feels that Franklin is taunting her that she is famous among the employees in the organization, on the other hand, he is not even recognized by fellow employees.

One morning Mr. Mehta General Manager Hy-tech technology solutions shocked while going through the mail received from Franklin about his resignation. Mr. Mehta called Harsha immediately and discussed the same as she is close to Franklin. By hearing the news Harsha got stunned and said that she does not know this before she also revealed here current experience with him. Mr. Mehta who does not want to lose both of them promised her that he will handle this and he won’t allow Franklin to resign.

In the afternoon Mr. Metha took Franklin to Canteen to make him comfortable after some general discussion he starts on the issue. Franklin, after some hesitation, opened his thinking in front of Mr. Mehta. The problem of Franklin is

1) when he comes alone to canteen the people from others don’t even recognize him but if he accompanied by Harsha he gets well treated by others.

2) one day Both of them entered the company together the security in the gate wished them but the next day when he came alone the same security did not do so.

3) Even in meetings held in the office, the points raised by Harsha will get more value so many times he keeps silent in the meeting.

It happens to Franklin that he has to face such degradation in each day of work which totally disturbs him. Franklin also questioned that ” Harsha and myself have the same qualification, from the same institute, passed out in the same year both with first class. We have the same number of experiences in this organization. Moreover, the responsibilities with me are more valuable than those of Harsha. After all these things if I am been ignored or unrecognized by the fellow employees my ego does not allow me to continue here”.

By listening to this statement Mr.Metha felt that it is not going to be very difficult to stop his resignation. Mr. Mehta explained Franklin the reasons for such partial behaviour of the employees. After listening to Mr. Mehta Franklin said sorry for his reaction and ready to take back his resignation. And he called Harsha and spoke with like before.

Questions for HRM Case Studies: Case Study 1

Find the reason that Mr. Mehta would have given to Franklin.

Solution for HRM Case Study 1

Mr. Mehta listening to this case understood the situation and realized the reason behind the partial response given by the employees towards Franklin and Harsha. As Franklin said both Harsha and Franklin are passed out from the same college in the same year. Both of them joined the company together both have the same experience. Even in performance-wise, both stands in the same level i.e. both are constant performers and good performers.

Franklin analyzed all the above-said similarities between him and Harsha. He also stated that he holds more responsibility than that of Harsha. One thing Franklin did not notice or analyzed is the job profile of Harsha. It is true that Franklin holds more responsibility than that of Harsha but when it comes to direct interaction with employees Harsha wins the employees’ attention in this aspect. Harsha being a counsellor in HR she faces the employees every day. She developed good rapport among the employees due to her friendly nature. She is always remembered by the employees whenever they face any problem as she gives good counselling and most of the time she suggests the best solutions for such issues.

Franklin though holding a key position in finance his profile does not allow him to interact with the employees. Though he has a helping tendency he does only when someone approached him personally. As the employees of other departments do not have any relation with him they never approach him for help. Mr. Mehta having a good experience understood these things when Franklin explained his problems one by one. Later he relates each situation, explained by Franklin with the above said reasons and made Franklin understood the reality.

Mr. Mehta said that the security in the gate or the employees in the canteen who recognized Harsha and not Franklin would have interacted with her during counselling or approached her for any issues. And as usual, she would have counselled well or solved the issues of them that is the reason why they treat her and wish her whenever where ever they meet her. When it comes to the case of Franklin they would have hardly met him or interacted with him.

When it comes to the point that even in-office meetings Harsha, points are valued so Franklin keeps mum. For this, Mr. Mehta replied that the points put forward by her would be related to employees or from the employees’ point of view which actually the management wants to know so they give value to her points. And as quoted Fraklin after, one or two such incidents keep silent in the meeting. He never made an attempt to raise some suggestions so management does not have any option to listen to that suggestion.

After listening to all the explanations given by Mr. Mehta Franklin realized his mistake and felt proud of the Rapport developed by Harsha among the employees. He said to Mr. Mehta that he will take back his resignation. And rushed to Harsha to make an apology and to meet her as a friend as like his college days.

HRM Case Studies Part 2:

HRM Case Study 2

Watson Public Ltd Company is well known for its welfare activities and employee-oriented schemes in the manufacturing industry for more than ten decades. The company employs more than 800 workers and 150 administrative staff and 80 management-level employees. The Top-level management views all the employees at the same level. This can be clearly understood by seeing the uniform of the company which is the Same for all starting from MD to floor level workers. The company has 2 different cafeterias at different places one near the plant for workers and others near the Administration building. Though the place is different the amenities, infrastructure and the food provided are of the same quality. In short, the company stands by the rule of Employee Equality.

The company has one registered trade union. The relationship between the union and the management is very cordial. The company has not lost a single man day due to strike. The company is not a paymaster in that industry. The compensation policy of that company, when compared to other similar companies, is very less still the employees don’t have many grievances due to the other benefits provided by the company. But the company is facing a countable number of problems in supplying the materials in the recent past days. Problems like quality issues, mismatch in packing materials (placing material A in the box of material B) incorrect labelling of material, not dispatching the material on time, etc…

The management views the case as there are loopholes in the system of various departments and hand over the responsibility to the HR department to solve the issue. When the HR manager goes through the issues he realized that the issues are not relating to the system but it relates to the employees. When investigated he come to know that the reason behind the casual approach by employees in work is

• The company hired new employees for a higher-level post without considering the potential internal candidates.
• The newly hired employees are placed with higher packages than that of existing employees in the same cadre.
• Narrate the case with a suitable title for the case. Justify your title.

Solution for HRM Case Case Study 2

Employee Equality is not the need for every hour. In the above-said case, Watson Ltd had provided all facilities to employees at each grade in an equal manner. But still, the employees started creating certain issues like materials are meeting the quality supply schedule is not met etc. And the HR manager said that the policy of hiring new employees for the higher post without considering old potential employees is the major problem.

“Employee recognition VS Employee equality ”. As the HR manager states that employees are not been recognized for the potential rather the company has gone for new recruitment. Because of which the company faces problems.

• The points rose by the HR manager as the reason for the latest issues in the organization is justifiable or not. Support your answer with Human resource related concepts.

Yes, the points raised by the HR manager is justifiable because “Human beings are social Animals as popularly” said by many Human resources Scholars. So human minds demand social recognition, self-respect, consideration, etc for their work and performance.

In the above-said case, even the company provides and stands by the concept of employee equality when it fails to recognize the potential talents of existing employee they felt dissatisfaction towards the organization and they showed in the way of quality issues and slow down production.

Related HR concept.

Slow down Production:

The concept of slow down production is a type of employee’s strike. The Industrial Relations sates that when the employee wants to show their dissatisfaction to the management but don’t want to go for strike they follow slow down strike. The impact of which will be understood after a particular time period.

Employee Recognition:

Human beings can be easily motivated by Rewards and recognition than that of money. In this case, also the employee is not satisfied even after all facilities just because of the reason that they are not recognized.

Hawthrone Experiment:

In the four types of test conducted by Elton Mayo, the remarkable hike in production is recognized in the stage when they consulted the employees for the management decisions regarding them. The same thing was missing in Watson Ltd. Before the new hires if the management consulted the employees both management and employees would have avoided this issue

Hygiene Factor:

The theory of hygiene factors states that there are certain factors related to employees the presence of which will not create a major impact but the absence of such things will lead to a de motivation to the employees. Employee Recognition is one such factor when the management fails to do so it will Detroit the employees to a great extent.

• Help the organization to come out from this critical issue. If you are in the role of HR manager what will be your immediate step to solve this case.

If I was in the post of the HR manager I will try to discuss the issue and ask for the reason from the management for new recruiting rather than considering available potential talents. I will personally analyse the reasons provided by management and if acceptable I will discuss the same with the employees. Everything is possible with a discussion. So I will discuss and convince the employee that this won’t happen again in the organization. I will also initiate the collective bargaining process for reasonable salary hike for the existing employees.

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Testing for Talent: An HR Case Study

Barnum Financial Group used an assessment of employees' behavioral instincts and preferences to guide coaching, communications and teamwork.

Barnum is a Connecticut-based office of MetLife with about 400 employees, including 275 highly trained financial representatives who interact with clients, product and investment specialists, and an operations area that processes transactions for 230,000 clients across the U.S. We are one of MetLife’s most successful firms and have grown rapidly in recent years in both staff and assets under management. 

​While we work closely with MetLife Human Resources, Barnum operates its own HR function responsible for sourcing talent, performance development and human capital management firm-wide. Our HR team is relatively small, and we need to be flexible to meet the emerging needs of a growing company in a fast-paced, competitive industry. 

Paul Blanco, the managing director of Barnum, has overseen growth that has taken us from a tiny, seven-person office in 1993 to today’s sizeable and successful organization—MetLife’s Firm of the Year for 2013. Paul is a hands-on manager, always speaking with employees about their work and its value while looking for new ways to keep us at the top of our game.

​Having the right people, of course, is critical to success, but as HR professionals know, it is equally important to place people in positions where they can work productively with one another. That is what Paul had in mind when he challenged us to come up with a way to evaluate employees’ intrinsic strong points more systematically and holistically.

Increasing Industry Demands

Our evaluation objectives arose in the context of increasing demands from clients facing complex financial decisions in a volatile economic and market environment. The era of the lone financial representative as the source of all wisdom is fast fading. Firms providing financial guidance and planning are turning to teams of specialists to get the job done for clients. Team leaders may work with two, three or more professionals who analyze portfolios, provide guidance on estate planning, suggest ways to save for college, or meet other specific client requests.

Our goal was to shape client service teams that functioned most effectively and efficiently. Finding a reliable way to evaluate individuals’ talents was an important first step. Because financial representatives and their client service teams must coordinate and interact with associates in all areas of the company—sales, administration, operations, etc.—we wanted to assess the skills and aptitudes of everyone from certified financial planners to administrative assistants.

Testing Assessments

We began our search by reaching out to our colleagues at the MetLife home office, who provided some suggestions. We, along with some members of the firm’s leadership team, then completed several assessments ourselves and discussed the tests in a series of conference calls with vendors. The assessment tools varied—some short, some long, some personality-based.

After learning plenty of information about ourselves, we zeroed in on  the Kolbe System , which has been in existence for some 35 years. Kolbe posits three distinct parts of the mind—Cognitive, or thinking; Affective, or feeling; and Conative, or doing. Conative strengths are particular to the individual because they are driven by intrinsic instincts, which translate into the way one solves problems and attains goals.

The system provides a simple, yet sophisticated, assessment tool to determine an employee’s innate strengths and intrinsic work style. In a multiple choice format, an employee chooses what he or she would be most and least likely to do in certain situations. There are no negatives in the assessments, which provide an overall result called an M.O. (mode of operation). This is a summary of an individual’s strong points in various work modes, such as simplifying, systematizing, improvising or building.

While other indexes measure personality, social styles or overall preferences, the Kolbe Index tells us what a person will do—their natural way of taking action. This was one of our primary reasons for selecting Kolbe. No system or tool is perfect, of course, and its usefulness depends on an organization’s objectives. For us, having a reliable predictor of behavior and preferences shortens the learning curve and allows managers and team leaders to act as more helpful coaches to individuals.

An Implementation Strategy

To implement our assessment tool, we built a strategy, rolling it out to early adopters via pilot teams representing various functions:

• A formal team of financial advisors and their support staff.
• A team of infrastructure associates working in various administrative capacities.
• A team managed by an agency sales director.

We are only in the early stages of assimilating the tool into the Barnum culture, but the impact is already evident. Everyone in our organization takes at least a Kolbe A Index, the assessment of one’s own natural instincts. Our offices and cubicles are adorned with the red, blue, green and yellow signs used to identify the “Action Modes” of individuals: Fact Finder, Follow Thru, Quick Start, and Implementor. Each individual has strength in each mode; what distinguishes employees is their particular combination of strengths, as we explain in our one-on-one interpretation meetings with employees.

Employee enthusiasm has spread widely as familiarity with the tool has grown. Our teams use the tool’s language when interacting with one another, and many find it helpful in understanding how clients solve problems and reach their decisions.

We have conducted several workshops that allow Kolbe-identified behaviors to be seen through hands-on applications, including a “Glop Shop,” which predicts how a team of associates will muddle through a bag of “stuff” to build a product prototype based solely on their M.O.

We have received a lot of individual feedback, including from the head of our operations area, Zory Lilova: “The assessment verified for me that I am a big-picture person and don’t need reams of information to make a decision. Many of the people who report to me, though, are what the assessment tool calls ‘Fact Finders.’ They want a good deal of verification when making decisions. We all have to keep one another’s comfort zones in mind.”

Coaching employees has been one of the most gratifying aspects of implementing the assessment tool. In addition, we have discovered that the intrinsic structure behind Kolbe—the three parts of the mind—provides a framework for a selection strategy for hiring:

• Cognitive—this can include the candidate’s resume, experience, knowledge and credentials.
• Affective—the interview(s) and candidate interactions.
• Conative—the Kolbe A Index.

This framework helps us to make recommendations to our advisor teams as they grow and add support staff.

​We’ve learned a lot in the process of evaluating and selecting an assessment tool that was right for our firm. We can now coach individuals toward career paths and have already made changes in workforce teams. Moreover, we are highlighting optimal methods of communicating, while creating an awareness of potential stressors. For many people, simply knowing that a particular action may evoke stress can help them move past the emotional component to what needs to be done. Most important, the tool has helped managers and team leaders to make good staffing decisions. By recognizing and then drawing on our individual proficiencies and work styles, we have become much more effective as a whole.

Michelle Hite is director of human resources and Amelia Nathanson is director of training for the Barnum Financial Group, an office of MetLife based in Shelton, Conn.

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Once the query  is generated, one of ET CASES’ Case Research Managers will undertake primary/secondary research and develop the case study. Please send an e-mail to [email protected] to place a query or get in touch with us. Don’t miss out! Be the first to hear about new cases, special promotions and more – just pop your email in the box below. Making the Business Case for HR Transformation Assess the current state Differentiate between tactical and strategic moves, envision the future state, provide real-world examples, risks of inaction, opportunities for impact, calculate projected hr transformation roi, prepare a detailed presentation for leadership, jumpstart your business case for hr transformation. As an HR leader, you have the opportunity‌ — ‌and responsibility‌ — ‌to drive significant change. But to secure resources to fund your initiatives, you must build a compelling business case for HR transformation. The good news is that many business leaders today recognize the impact HR transformation can have on strategic outcomes. The majority (72%) recognize the importance of shifting HR from an operations function to a strategic, cross-functional discipline that better supports employee productivity, according to Deloitte’s 2024 Human Capital Trends report . Yet, despite this widespread recognition, only 41% of business leaders have made progress transitioning HR into a role that’s business-driven and transformative.  This gap presents a significant opportunity for HR professionals to step up and lead the charge. To do so, you need more than just a passion for the project — ‌you need a compelling, data-driven business case that resonates with your leadership team. By taking the following steps, you’ll be well-prepared to present a persuasive HR transformation business case that aligns with the organization’s strategic goals. Before you can advocate for change, you need to know exactly where your organization stands now. A thorough assessment of your current HR processes and systems is essential. This assessment will not only highlight inefficiencies but also provide the data you need to measure the impact of future improvements. Start by using this checklist to evaluate your current HR operations: Identify Manual Processes: Which manual processes are consuming most of your team’s time? Document them and assess how they impact efficiency. Assess System Integration: Are your HR systems integrated, or are they operating in silos? List any systems that don’t communicate with each other and note the consequences. Evaluate Employee Frustration: What are the biggest pain points for your employees? Conduct surveys or focus groups to gather qualitative data on what’s not working. Examine Data Accessibility: How easily can you and your leadership access key HR data? Identify any bottlenecks or limitations in your current reporting capabilities. By following this checklist, you’ll have a clear picture of your HR programs’ current state and pain points. This is the foundation for the business case you’re building. Not all HR changes are created equal. It’s crucial to differentiate between tactical updates‌ — ‌like upgrading your HRIS system‌ — ‌and strategic transformations — like reimagining your entire performance management process. Tactical moves often address immediate, surface-level issues. For example, updating an outdated HR system might improve usability, but it won’t fundamentally change how your organization operates. Strategic transformations, on the other hand, are deeper and drive high-impact business outcomes. They align HR practices with long-term business goals, driving sustained growth and competitive advantage. When building your business case, emphasize why a strategic transformation‌ — ‌such as shifting from traditional performance management to continuous performance enablement‌ — ‌offers far greater value than simply patching up existing systems. Highlight how these strategic moves will not only solve current issues but also position your organization for future success. Once you’ve clarified the distinction between tactical and strategic moves, it’s time to paint a picture of what the future could look like. This is your opportunity to inspire your leadership team with a vision of a more efficient, more effective HR function. Consider the following key features and capabilities as you envision your future HR landscape: Real-Time Analytics: Integrate AI-powered tools that provide real-time insights into employee performance, engagement, and satisfaction. Continuous Feedback Systems: Replace outdated annual reviews with a system that allows for ongoing feedback and development, keeping employees engaged and aligned with company goals. Seamless System Integration: Ensure all your HR systems are connected, enabling smooth data flow and comprehensive reporting. Personalized Employee Experiences: Implement tools that offer personalized learning and development pathways, tailored to each employee’s career goals and performance. Manager Support Experience: Configurable, AI-supported tools will simplify coaching, feedback, and performance reviews while strengthening manager-employee relationships. Creating a clear, detailed vision of the future will help your leadership team see the potential benefits of HR transformation — and why it’s worth the investment. Now that you’ve laid out the vision, it’s time to back it up with real-world examples. This will help make your case even stronger by showing that the transformation you’re proposing isn’t just achievable, but that your competitors are already doing it — and seeing positive results. Take the following Betterworks customer story as an example. Posadas, a leading hospitality company in Latin America, faced challenges with its traditional performance management system, which was outdated, time-consuming, and disconnected from the company’s strategic goals. To address these issues, business leaders at Posadas implemented a continuous performance management solution that aligned employee goals with business objectives and fostered ongoing feedback and development. (To learn more, check out our People Fundamentals podcast with Armando Smeke , strategy director at Posadas). The transformation led to significant improvements: Increased Employee Engagement: By shifting to a continuous feedback model, employees became more engaged with their work and felt more connected to the company’s mission. Enhanced Goal Alignment: Employees could see how their individual goals contributed to the company’s overall success, leading to better alignment and collaboration across teams. Improved Performance and Productivity: Regular check-ins and real-time feedback allowed employees to make adjustments throughout the year, improving their performance and overall productivity. This case demonstrates the tangible benefits of moving from a traditional, annual review process to a continuous performance management system. For HR leaders, Posadas’ success story provides a powerful example of how strategic HR transformation can drive engagement, align efforts with business goals, and ultimately, improve organizational performance. If you have a preferred solution provider in mind, don’t hesitate to collaborate with them. Their involvement can lend further credibility to your case, particularly if they can share customer success stories from other organizations. Conduct a granular risk and opportunity analysis Your leadership team will want to know what’s at stake — both the risks of not acting and the opportunities that come with transformation. A detailed risk and opportunity analysis makes your case compelling. Failing to undertake HR transformation can have serious consequences. You risk losing top talent to competitors who offer more engaging and transparent work environments. Disengaged employees are less productive, and high turnover rates can drain your resources. Additionally, reliance on manual processes and disconnected systems can lead to operational inefficiencies that slow down your business. Outline these risks clearly. Show your leadership team what’s at stake if the organization doesn’t act. On the flip side, map out the opportunities that come with HR transformation. For example, implementing a modern performance management system can lead to improved employee engagement, higher productivity, and increased revenue. Adopting AI-powered HR analytics can enhance decision-making abilities so that you can optimize talent strategies and drive business growth. Link these opportunities directly to the strategic moves you’re proposing. This will help your leadership team see the direct benefits of investing in HR transformation. With risks and opportunities clearly outlined, the next step is to quantify the potential return on investment (ROI). This is where you make the financial case for HR transformation.  Use this simple formula to calculate the ROI of your transformation initiatives, using turnover as an example: Cost Savings = (Average Cost of Turnover per Employee) x (Reduction in Turnover Rate) For example, if the average cost of turnover per employee is $50,000 and you expect a 10% reduction in turnover, your savings would be: Cost Savings = $50,000 x 0.10 = $5,000 per employee Multiply this by the number of employees you anticipate to turnover annually to estimate total savings.  Include other areas where you can add ROI calculations, such as time savings from automating manual processes and productivity gains from increased employee engagement. However, it’s crucial to weigh these projected savings against the costs of implementing the HR transformation. Consider the following factors: Implementation Costs: Include expenses such as HR technology investment, software licensing, training programs, and consulting fees. Time and Resources: Account for the time spent by HR and other departments in transitioning to the new systems and processes. Change Management: Factor in the costs associated with change management efforts, such as communication strategies and additional support for employees during the transition. Once you have a clear understanding of these costs, compare them to your projected savings and other benefits. If the expected cost savings, productivity gains, and improvements in employee engagement outweigh the transformation costs, you have a strong financial case to present to your leadership. This comprehensive analysis helps ensure that your business case is not only compelling but also grounded in a realistic understanding of both the costs and returns of HR transformation. The final step is to prepare a presentation that resonates with your leadership team. Tailor your message to the different stakeholders, focusing on what matters most to each. For the CFO, for example, emphasize the financial ROI, highlighting cost savings and revenue growth. For the CIO, focus on how the transformation will integrate with existing systems and the potential for using new technologies like AI. For the CEO, align your message with the company’s overall strategy and long-term goals. Use storytelling to make your presentation more compelling. Craft a narrative that takes your audience from the current state to the future state, using real-world examples and scenarios to illustrate the transformation journey. This will help your leadership team not only understand the benefits of HR transformation but also feel confident in the path you’re proposing. HR transformation is essential to staying competitive in today’s business environment. By following these tactical steps, you can build a compelling business case that will resonate with your leadership team and drive meaningful change. Want to learn more? Discover what questions to ask HR AI software vendors. Paul Agustin is the director of solutions engineering at Betterworks, where he serves as a subject-matter expert on the technical and functional concepts of the Betterworks performance enablement solution and supports both the sales team and prospects about how the platform can be used. Previously, he helped build and scale the organization and standardize customer services. How to define your success metrics for performance management Related Blog Posts Kim Scott, on Overcoming Barriers to Radical Respect at Work NYT bestselling author Kim Scott shares some actions you can take to disrupt bias, prejudice,… Larry Baider on Transforming Your Leadership Skills Larry Baider of AmeriHealth Caritas shares transformative leadership skills and strategies to enhance your leadership… Kim Scott: ‘We All Want Radical Respect. We Want to Be … Our Fullest Selves.’ “Radical Candor” and “Radical Respect” author Kim Scott explains what you can do as an… Upcoming Events The Future of HR: Merging Skills Growth with Performance Excellence Gartner ReimagineHR: London HR Tech: Las Vegas Subscribe to the betterworks magazine, you might find interesting. Riaz Meghji: ‘We’ve Now Become Managers of Energies and Emotion’ Human Rights Explained: Case Studies Case studies: complaints about australia to the human rights committee, sexuality under the iccpr  , human rights committee communication no. 488/1992 (toonen v australia). In 1991, Nicholas Toonen, a homosexual man from Tasmania, sent a communication to the Human Rights Committee. At that time homosexual sex was criminalized in Tasmania. Toonen argued that this violated his right to privacy under Article 17 of the International Covenant on Civil and Political Rights (ICCPR). He also argued that because the law discriminated against homosexuals on the basis of their sexuality, it violated Article 26. As a result of his complaint to the Human Rights Committee, Toonen lost his job as General Manager of the Tasmanian AIDS Council (Inc), because the Tasmanian Government threatened to withdraw the Council’s funding unless Toonen was fired. The Human Rights Committee did not consider Toonen’s communication until 1994, but it ultimately agreed that because of Tasmania’s law, Australia was in breach of the obligations under the treaty. In response to the Commission’s view, the Commonwealth Government passed a law overriding Tasmania’s criminalization of homosexual sex. Human Rights Committee Communication No. 941/2000 (Young v Australia) In 1999, Mr Edward Young took a complaint against Australia to the Human Rights Committee. Under the current Australian veterans’ entitlements laws, same-sex couples are not entitled to the same veterans pensions as opposite-sex couples. The Committee found that Mr Young had been discriminated against under Article 26 of the ICCPR and was entitled to an effective remedy, including the reconsideration of his pension application. The Committee noted that the State party [Australia] is obliged to ensure that similar violations of the Covenant do not occur in the future. Human Rights Committee Communication No. 560/1993 (A v Australia) In 1993 a Cambodian asylum seeker, identified only as A, complained to the Human Rights Committee that Australia had violated his rights under the ICCPR by detaining him in immigration detention for more than four years. The Human Rights Committee agreed that Australia had violated Article 9 of the Convention because A had been subject to arbitrary detention and denied an effective opportunity to have the lawfulness of his detention reviewed by a court. The Committee stated that Australia should pay compensation to A, but unlike in the Toonen case, the Australian Government rejected the Human Rights Committee’s view and refused to pay compensation to A. In most subsequent cases where the Human Rights Committee has found that Australia has violated the ICCPR, the Australian Government has rejected those views. [1] Human Rights Committee Communication No. 1050/2002 (D & E v Australia) In 2002 an Iranian family, including two young children, made a complaint to the Human Rights Committee that Australia had violated their right to be protected from arbitrary detention under the ICCPR by detaining them for three years and two months in Curtin Detention Centre. Their application for asylum had been refused twice and the Minister had declined to exercise his discretion to grant a favourable outcome under s 417 of the Migration Act 1958 (Cth). In its submissions to the Committee; Australia argued that the complaint was inadmissible because, inter alia , the family had not exhausted all possible domestic avenues, in particular those available to it in the form of judicial review to the Federal Court or the High Court of Australia. The Committee did not accept this submission, noting that because Australia's High Court has held the policy of mandatory detention constitutional, this remedy would not have been effective. As a result it was not necessary for the family to have pursued a judicial review claim in the Courts before the Committee could hear the family’s claim. The Committee agreed that the family's detention was in breach of Article 9(1) of the ICCPR, reaffirming its previous jurisprudence that detention will become arbitrary if it continues beyond the period for which a state party can provide appropriate justification. The Committee observed that in this particular case 'whatever justification there may have been for an initial detention' Australia had failed to demonstrate that the detention was justified for such an extended period or that compliance with Australia's immigration policies could not have been achieved by less intrusive measures. The Committee further found that the allegation that the prolonged detention of children breached Article 24(1) of the ICCPR was insufficiently substantiated in light of Australia's efforts to provide educational and recreational programs for children in immigration detention. The Rights of the Child under the ICCPR Human rights committee communication no: 1069/2002 (bakhtiyari v australia). In 2003 the Bakhtiyari family lodged a complaint with the Committee on the basis inter alia that the Australian Government had violated the rights of the child as enunciated in Article 24(1) of the ICCPR as a result of the Bakhtiyari children being kept in immigration detention for two years and eight months. The Committee agreed with the applicant. It held that that the principle - that in all decisions affecting a child his/her best interests shall be a primary consideration - forms an integral part of every child's right to such measures of protection as required by his or her status as a minor, on the part of his or her family, society and the State - as required by Article 24(1) of the ICCPR. The Committee observed that in this case the children had suffered demonstrable, documented and on-going adverse effects of detention up until the point of release on 25 August 2003. It also noted that detention was arbitrary and thus violated Article 9, paragraph 1, of the ICCPR. As a result, the Committee considered that the measures taken by the State Party had not been guided by the best interests of the children, and thus revealed a violation of Article 24(1) of the Covenant, namely the children's right to such measures of protection as required by their status as minors up that point in time. Case studies: Complaints about Australia to the CAT Committee Committee against torture communication no: 120/1998 (elmi v australia). In 1998 Mr Sadiq Shek Elmi, a failed asylum seeker, lodged a complaint with the Committee against Torture. He claimed that his deportation to Somalia would constitute a violation of Article 3 of the Convention against Torture, because he was a member of a member of a minority clan which had a well-documented history of persecution in Mogadishu. There was evidence that other members of his family had been targeted by that clan. The Committee determined that Australia had an obligation to refrain from forcibly returning Mr Elmi to Somalia or to any other country where he runs a risk of being expelled or returned to Somalia because of the danger of him being subjected to torture in Somalia. The Committee noted that the majority clan in Mogadishu could be regarded as exercising de facto control, and was therefore responsible for any acts of torture for the purposes of the Convention. Mr Elmi was subsequently permitted to stay in Australia. Return to Human Rights Explained Fact Sheets Menu. Fact Sheet: Case Studies PDF (125 KB) Fact Sheet 8: Case Studies Word (45 KB) Further Reading Explore an Introduction to Human Rights . Find out more about how the Australian Human Rights Commission was established . Review the latest News from the Australian Human Rights Commission. Have Your Say on the current inquiries, projects and conversations about human rights in Australia. Explore statistics relating to key areas of human rights in Australia. Brief Report Open access Published: 11 September 2024 Integration of IPC/WASH critical conditions into quality of care and quality improvement tools and processes: Bangladesh case study Martha Embrey 1 , Shahnaz Parveen 2 , Tamara Hafner 3 , Hafijul Islam 4 , Abu Zahid 5 & Mohan P. Joshi 3   Antimicrobial Resistance & Infection Control volume  13 , Article number:  100 ( 2024 ) Cite this article 149 Accesses Metrics details Unsafe patient care in hospitals, especially in low- and middle-income countries, is often caused by poor infection prevention and control (IPC) practices; insufficient support for water, sanitation, and hygiene (WASH); and inadequate waste management. We looked at the intersection of IPC, WASH, and the global initiative of improving health care quality, specifically around maternal and newborn care in Bangladesh health facilities. We identified 8 primary quality improvement and IPC/WASH policy and guideline documents in Bangladesh and analyzed their incorporation of 30 subconditions under 5 critical conditions: water; sanitation; hygiene; waste management/cleaning; and IPC supplies, guidelines, training, surveillance, and monitoring. To determine how Bangladesh health care workers implemented the policies, we interviewed 33 informants from 16 public and private facilities and the national level. Bangladesh’s 8 primary guidance documents covered 55% of the 30 subconditions. Interviews showed that Bangladesh health facility staff generally rely on eight tools related to quality improvement (five); IPC (two); and supportive supervision (one) plus a robust supervision mechanism. The stakeholders identified a lack of human resources and environmental hygiene infrastructure and supplies as the main gaps in providing IPC/WASH services. We concluded that the Bangladesh government had produced substantial guidance on using quality improvement methods to improve health services. Our recommendations can help identify strategies to better integrate IPC/WASH in resources including standardizing guidelines and tools within one toolkit. Strategizing with stakeholders working on initiatives such as universal health coverage and patient safety to integrate IPC/WASH into quality improvement documents is a mutually reinforcing approach. Introduction In addition to health care access and affordability, the dimensions of safety and quality are critical for universal health coverage to be truly effective and to achieve the 2030 Sustainable Development Goals. Poor quality care is a major problem, especially in low- and middle-income countries (LMICs), where it accounts for an estimated 60% of deaths from treatable conditions [ 1 ]. Unsafe care is often caused by poor infection prevention and control (IPC) practices; lack of support for water, sanitation, and hygiene (WASH); and inadequate waste management. Of 162 countries reporting to the World Health Organization (WHO), only 34% implement IPC programs nationwide, and only 19% of those have a monitoring system [ 2 ]; up to 61% of health workers do not adhere to recommended hand hygiene practices [ 3 ]; and almost one-third do not segregate health care waste. In the least-developed countries, 50% of health facilities have no basic water supply and 63% have no sanitation services [ 4 ]. Weaknesses in IPC and WASH practices and infrastructure are responsible for a huge proportion of health care-associated infections (HAIs), particularly in LMICs, where the average prevalence is 15.5% [ 5 ]. HAIs in maternal and newborn health (MNH) care settings in LMICs are also highly worrying; for example, studies have shown a high post-cesarean section infection rate of up to 20% in sub-Saharan countries [ 6 ]. Improving standards and service quality, such as effective IPC practices in health facilities, would dramatically reduce HAIs [ 5 , 7 ]. WHO has published extensive guidelines and resources on how to improve IPC programs and practices, including hand hygiene, but LMICs struggle with these practices for reasons ranging from a lack of standards or enforcement of standards to inadequate infrastructure to support IPC and WASH. In Bangladesh, a nationally representative baseline study of WASH in 875 health care facilities [ 8 ] found that 47% of facilities managed waste adequately; more than 90% of facilities provided basic drinking water service; 46% provided basic sanitation services; 68% provided basic levels for hand washing at point of care; and 26% provided hand-washing facilities for patients/caregivers. Only 2% of 4,676 hand hygiene opportunities among health care workers and caregivers resulted in recommended actions—health care workers followed recommended hand hygiene practices in 9% of 919 opportunities, while family caregivers washed hands with water in 48% of 2,751 opportunities, but only 3% with soap [ 9 ]. WHO provides guidance and assessment and training documents on the core components of IPC and WASH. Footnote 1 But LMICs often face major challenges in implementing IPC, WASH, and waste management due to barriers related to resources, standard-setting, training and education, infrastructure, motivation, and data availability [ 10 ]. The COVID-19 pandemic shined a light on health system weaknesses, and countries quickly pivoted their attention to strengthen IPC; similarly, LMIC deficiencies in WASH became strikingly evident. How can people wash their hands to reduce viral spread if they do not have clean water or soap? In response, the United Nations announced a new Sanitation and Hygiene Fund to improve the WASH situations in LMICs [ 11 ]. The principles of quality of care (QoC) and quality improvement (QI) are also receiving global [ 1 , 12 , 13 ], and country-level recognition as being critical for effective and safe health care, including in MNH care settings. Since IPC and WASH are fundamental to safe care, they need to be adequately integrated into health systems’ QoC/QI guides and processes. However, a report showed substantial gaps in addressing IPC/WASH in MNH-related global tools on QoC/QI in health facilities; while the tools generally referred to adequate facility conditions, specific crucial conditions related to WASH, environmental cleaning, and IPC were often not described [ 14 ]. Research conducted in a Bangladesh district hospital and mother and child welfare center on delivery and emergency obstetric and newborn care [ 15 ] showed that the QoC scores for IPC were higher than for other areas of care, although the hospital’s QoC scores were still less than 50% for cleaning, decontaminating equipment, using antiseptics, and collecting soiled linen; in addition, scores were higher in the mother and child welfare center compared to the district hospital. To improve MNH quality of care, US Agency for International Development’s Maternal and Child Survival Program (MCSP), which worked in 23 countries worldwide, reviewed QoC/QI tools (i.e., training materials, implementation guides, and supervision and coaching resources) used in MNH care that they accessed from a wide range of resources including published and gray literature. MCSP determined how complete the tools’ coverage was of critical environmental conditions for safe care, including adequate WASH infrastructure, environmental hygiene items for IPC, and other WASH/IPC-related activities, such as training. Their 2019 report included recommendations on how to integrate these critical environmental conditions into QoC/QI tools [ 14 ]. The US Agency for International Development-funded Medicines, Technologies, and Pharmaceutical Services program built on these MCSP findings by using similar methods to look at Bangladesh policies and guidelines and practices to understand how IPC/WASH adherence in MNH services can be strengthened through QoC/QI approaches but expanded the assessment parameters to include IPC core components. The objectives were to: Determine the level of integration of IPC/WASH in QoC/QI guides and MNH care guides in Bangladesh. Compare the Bangladesh findings with those from other select countries. Characterize the process for implementing and institutionalizing guidelines in the Bangladesh health system. Our purpose for the case study was to use the results of characterizing the intersection between IPC/WASH and QoC/QI guidelines to direct program priorities. Bangladesh was a suitable case study because its Quality Improvement Secretariat, Ministry of Health and Family Welfare (QIS, MoHFW) had published an impressive set of QoC/QI guidance documents and tools, including monitoring and supervision checklists and IPC and WASH guidance and tools. QIS’s mandate is to ensure that facilities meet national health care standards. While the activity focused on MNH-related tools and guides, we also looked at other QoC/QI tools to provide a broader perspective in support of IPC, WASH, and antimicrobial resistance containment. Methodology Analysis of ipc/wash policies, guidelines, and tools. For this analysis, our study team in Bangladesh identified 19 documents related to QoC/QI in the Bangladesh health system with an emphasis on MNH (Table  1 ). Of the 19 documents, we identified 8 documents as primary because the other 11 were limited to specific areas, such as instrument sterilization. We then analyzed 19 similar documents gathered from our Medicines, Technologies, and Pharmaceutical Services partner country teams in Côte d’Ivoire, Democratic Republic of Congo, Ethiopia, Senegal, Tanzania, and Uganda. We wanted only to get a general sense of where Bangladesh stood relative to other LMICs; therefore, this convenience sample is not suitable for a comprehensive comparison. We used the same methodology as in the MCSP 2019 gap analysis that was based on five critical conditions: 1) water, 2) sanitation, 3) hygiene, 4) waste management/cleaning, and 5) IPC supplies [ 14 ]. To improve the IPC characterization, we added one new critical condition (IPC core components) with five additional IPC subconditions, four based on the WHO core components 2, 3, 4, 6 (box 1 ) [ 16 ]. Similar to the original analysis, we also included a fifth subcondition capturing “Additional IPC considerations” that covered things outside of the other four subconditions. Table 2 shows the list of six critical conditions used for this analysis and their 30 evaluation subconditions. We developed the scores for each of the five original critical conditions plus the additional IPC condition by calculating the proportion that each document included; therefore, if a set of guidelines covered three of four subconditions under “Water,” the score would be 75%. Key stakeholder interviews To complement the document review, we designed a qualitative study to gather Bangladesh stakeholders’ perspectives on how the various QoC/QI documents produced by the QIS, MoHFW relate to each other, the extent to which they had been implemented throughout the health system, and perceived gaps in the integration of IPC/WASH critical conditions into QoC/QI tools and processes. We engaged with the QIS leadership, specifically the Health Economics Unit, to design and plan this part of the study. We produced a list of stakeholders to interview at the national and health facility level: the QIS focal person; an MNH provider identified with QIS (i.e., residential surgeon in obstetrics and gynecology [OB-GYN] or labor room in-charge); the member secretary for the facility’s QI committee; and a representative from the MaMoni project, which directly supports all public facilities in six districts and four private hospitals, and whose responses reflected these facilities’ experiences. Over June and July 2021, we interviewed 33 people total; all but four interviews (QIS and MaMoni focal persons and two interviews at the Shaheed Suhrawardy Medical College and Hospital in Dhaka Division) were conducted remotely due to COVID-19 restrictions. A QIS representative also participated in the interviews. We worked with QIS to select health facilities from districts representing tertiary, secondary district, and primary upazila levels of care based on their participation in government and other stakeholder interventions to improve MNH quality of care, including IPC and WASH; the relationship between QIS and the facility’s quality improvement committee; and the willingness of facility management to strengthen IPC and WASH practices (Table  3 ). QIS provided official permission to conduct the interviews through a government order shared with the facilities. We held a workshop for 13 participants who reviewed the questionnaires and made a list of suggestions that were addressed before the QIS finalized the questionnaires. The generic questionnaires were customized for the different stakeholder cadres depending on their job functions (e.g., policy, clinical) and included the following sections: Guidelines/tools availability. IPC/WASH statements contained in the guidelines/tools. Consistency, integration, and completeness of the guidelines/tools. Quality improvement program. Orientation, training, and support on the guidelines/tools. Implementation of the guidelines/tools. Supportive supervision and monitoring. Perceptions of tools/guidance and on gaps and challenges. Recommendations for improvement. Limitations One of our study limitations was that during the pandemic, remote interaction and providers’ inability to devote much time due to human resource shortages limited the richness and detail of the stakeholder responses and precluded our ability to directly observe IPC/WASH practices or the availability of guidelines in maternal and newborn settings. In addition, facility-based interviewees represented only a fraction of Bangladesh’s many public and private facilities, however, they did cross all levels of care in a number of districts. Analysis of QoC/QI policies, guidelines, and tools We analyzed the proportion of six critical IPC/WASH conditions in each of the primary documents and by document type: MNH documents, QoC/QI documents, and related checklists and indicators. The 2015 National Health Care Standards had the highest coverage of the IPC/WASH conditions at 95%, while the 2015 Strategic Planning on Quality of Care for Health Service Delivery in Bangladesh covered 27% of the conditions. The other six documents had coverage ranging from 36 to 60%. In terms of critical conditions, Sanitation had only 18% coverage overall, while Waste Management/Cleaning and IPC Supplies scored 71% and 75%, respectively. Table  4 presents the findings for the eight primary documents. Additional Table  1 includes the results of the same analysis for the 19 documents from six other program-supported countries. The comparison shows that Bangladesh documents contained the highest percentage of critical conditions; for example, two documents from Tanzania on standards for MNH health care had scores of 70% and 73% coverage, while most guidelines and policies from the other countries were lower, with seven scoring under 15%. As Table  5 illustrates, in Bangladesh, the most often-mentioned subconditions in the 19 documents were Sterile instruments (15/19) and Waste segregation and Water availability with 12/19 each. Water, soap, and/or alcohol-based hand rub was commonly mentioned in both the Bangladesh and other country documents (11 and 10, respectively). No country’s documents mentioned Sanitation type (e.g., sewer system, septic tank, pit latrine); 11 of 19 country comparison documents included Functional sanitation, while only one Bangladesh document mentioned that subcondition. Likewise, only one Bangladesh document mentioned Sanitation meets the needs of people with limited mobility, while four documents from the other countries included it. Key informant interviews The majority of respondents at secondary and tertiary levels provided the same or similar responses; in fact, lack of human resources was the most commonly mentioned challenge at every level of care. Additional Table  2 summarizes the responses by cadre. Quality improvement program According to QIS, every health facility should have a QI committee with work improvement teams. And although QI training was being rolled out, not all upazila-level primary health care facilities had received it yet. All facility respondents confirmed the presence of a QI committee with work improvement teams, and they also agreed that the team members’ capacity needed to be improved. Cox’s Bazar 250-bed District Sadar Hospital had formed two work teams—one for the operating theater and one for OB-GYN. Respondents observed that not all work improvement team members had been trained in QI and the 5S approach [ 17 ]; a couple said that none of the members had been trained yet. The QI committee member secretaries noted that although IPC/WASH was integrated into the quality checklist, it had not been properly incorporated into the QI committees’ terms of reference. QIS has had a nonmonetary performance recognition emblem for high-performing facilities to display. When asked about incentives or penalties related to use of IPC/WASH tools and adherence to standards, however, only two facilities knew of such a mechanism, and one had received the recognition. Availability and use of guidelines and tools QIS provides QI/QoC tools and guidelines including 5S tools and its Plan, Do, Check, and Act Manual for Quality Improvement. All but Keraniganj Upazila Health Complex reported using these QI/QoC tools. All health facility respondents believed that the national QoC guideline includes IPC and WASH components. Some reported using one tool and others used multiple tools. QIS also said that facilities should have separate IPC and WASH guidelines/tools [ 7 ]; specific IPC statements for hospital care; and the Infection Prevention and Control Monitoring & Supervision Checklist that the QIS adapted from a WHO resource. MaMoni reported having their own QoC/QI guidelines that were adapted from government-approved tools and confirmed that the national guidelines covered IPC and WASH; however, its facilities had no stand-alone IPC or WASH guidelines. Although MaMoni staff were familiar with the RMNCAH Quality Improvement Framework, the government facilities that MaMoni supports use this resource according to their project needs. When asked about completeness of and consistency across QI/QoC and IPC/WASH guidelines and tools, QIS felt that Bangladesh’s IPC/WASH guidance was consistently presented but said that keeping the IPC checklist updated for all levels is a challenge and that “We have created some documents at the initial level. Those were done easily. Later, for the COVID situation, for example, new components were added to the document that need further monitoring and follow-up.” The QIS informant also noted that although the National RMNCAH Quality Improvement Framework does not cover IPC and WASH, the targeted IPC guidelines are sufficient, and that if the RMNCAH framework included a thorough treatment of IPC, it would be too detailed and broad. He added that some facilities had IPC committees that monitor activities as a cross-cutting issue. The OB-GYN resident surgeons in all but two facilities said that staff receive training and ongoing support in using tools and guidelines, and most said that the QI committee focal person was the go-to for questions. QIS confirmed district-wide training for facilities above primary care. Development partners also help conduct trainings and supply guidelines and tools to facilities in the locations that they support. In summary, while at least one respondent knew about the tools presented in Table  1 , multiple respondents said that the facilities use the following list of tools: National RMNCAH QI Framework. Standard Operating Procedure for Quality Improvement. Hospital Infection Prevention and Control Manual. Supportive supervision tool. Infection Prevention and Control Monitoring & Supervision Checklist. Rapid-Assessment-of-5S-Activities-at-Hospital. 5S-WIT-Performance-Assessment-Checklist. Plan, Do, Check and Act Manual for Quality Improvement. Tools 1–5 were included in the critical conditions analysis with overall scores ranging from 0% of critical conditions covered (supportive supervision checklist) to 60% (Standard Operating Procedure for QI and Hospital Infection Prevention and Control Manual). Informants shared the tools related to 5S and Plan, Do, Check, Act (numbers 6–8 above) during the interviews, which we had not previously identified. Supportive supervision and monitoring All OB-GYN and QI interviewees said that their facilities have a quality monitoring mechanism in place, except for Keraniganj Upazila Health Complex, and all reported receiving supportive supervision visits; however, the responsible entities conducting the supervision varied by facility. Monitoring was led mainly by work improvement teams and QI and IPC committees where available, while facilities received supportive supervision visits from a variety of sources including the government (e.g., Directorate General of Health Services, civil surgeon’s office, or National Institute of Preventive and Social Medicine) and development partners. The Directorate General of Health Services was cited as the most frequent visitor. All reported having had a visit by an external supervisor within the previous six months and confirmed the supervisors’ use of the QI checklist, Monitoring & Supervision Checklist, and supportive supervision tool. QIS reported that before the COVID-19 pandemic, the department staff made monthly supportive supervision visits to facilities. After that, they received reports every three months. MaMoni had its own team to provide supportive supervision with government representatives. Their team updates the QIS, MoHFW team, who then provides suggestions. MaMoni also reported receiving a quarterly visit from a national-level supervisor. Gaps and challenges When asked about challenges with delivering quality IPC and WASH services while providing maternal and newborn care, the overwhelming responses from the facility representatives concerned the lack of supplies/infrastructure. One labor in-charge at a hospital noted that, “Yes, whenever we do our duty in private hospitals, we get the supplies the next day after we inform them about our requirements. It’s not like that here. There are many gaps in government hospitals. For example, in some months they don’t supply bleach at all. We have to make chlorine solution for infection control. How can we do that? Suddenly we see that there’s no supply. Then we have to buy it on our own.” Two facilities also mentioned waste management, cleaning, and visitor control as difficult issues they faced. The other most commonly mentioned gap was the alarming lack of human resources—from clinical to security staff. Another labor in-charge said, “We are short of manpower; we have backup for 100 beds, but we have to maintain 250 beds. This is really tough for us.” Several labor in-charges also reported too few cleaners. One complained, “Yes, we have a shortage of cleaners. We really need that. Only a few people cannot take care of the whole ward.” The resident surgeon in the labor ward at another hospital complained about no security guard. QIS also identified a critical human resource shortage. One respondent noted “There are obviously challenges in a facility where there are only two medical assistants….If we need to ensure the quality of service, we must have supportive human resources. Many hospitals have been updated [infrastructure], but manpower is not increased in any hospital. This is a huge challenge for us.” Recommendations for improvement The OB-GYN resident surgeons and labor in-charges felt that the best way to integrate IPC and WASH practices into MNH services was through improved training and monitoring. Their recommendations focused mainly on developing a routine training program and increasing training frequency and participation. One labor in-charge wanted to see training on how to manage patient visitors and caretakers to control infection risk. Clinicians also focused on improving the infrastructure for IPC/WASH and increasing the staffing level. In response to the question about how to improve IPC and WASH practices, one respondent said that well-performing hospitals have their own IPC officers who present problems to their QI committee, “So, to improve IPC, we need a dedicated IPC officer.” The respondent recommended that dedicated IPC officers in facilities be trained and that IPC activities be monitored regularly. Analyzing infection rates would also strengthen IPC. The respondent also felt strongly that autoclaving equipment and skills were big gaps in QoC for MNH services. In Bangladesh, after multiple document analyses, our impression was that the QIS, MoHFW had produced a substantial number of policy and guidance documents on using QoC and QI methods to improve health service quality, including IPC and WASH, particularly compared with other countries; however, we were unsure how the documents related to each other or how they should be implemented. For example, many of the documents included guidance on IPC and WASH topics, but guidance was not consistent across and sometimes even within documents. We noted overlaps, particularly among the checklists and standard operating procedures. Interviews with QIS, implementing partner, and facility staff revealed a more cohesive picture, however. Clearly, facilities widely used the Hospital Infection Prevention and Control Manual and Infection Prevention and Control Monitoring & Supervision Checklist and QI checklist to track performance in IPC/WASH practices, and notably, interviewees were familiar with numerous QI/QoC guidelines and tools. However, considering that the overall inclusion of IPC/WASH critical conditions in Bangladesh’s key QI/QoC documents averaged around 55%, there is considerable room to further integrate these critical conditions in the tools, particularly those related to sanitation, whose inclusion is less than 20%. Undoubtedly, the COVID-19 pandemic reinforced the important need to strengthen these areas. Though facilities used some guidelines consistently, we recommended distributing toolkits with IPC/WASH and QoC/QI guidelines, standards, and checklists to every health facility to help ensure that they are standardized across facilities, approved by the MoHFW, and ideally aligned with those developed by global authorities such as WHO, UNICEF, and Joint Monitoring Programme for Water Supply, Sanitation, and Hygiene [ 18 ]. Toolkits could be grouped by level of care depending on their resource needs, with hospitals requiring more resources than lower-level facilities. Sharing these toolkits with private-sector facilities would further help standardize practices and strengthen monitoring between the public and private sectors. Functional facility-level QoC committees, but not IPC committees, appeared to be in place, so there was no opportunity for interaction. In addition to emphasizing collaboration between QoC and IPC committees, other effective cross-fertilization could include enhancing IPC committee roles in WASH-related activities and including MNH staff on quality improvement and IPC committees and teams. MNH providers identified QI focal people as primary contacts, so they could become involved to address the gaps in implementation of IPC/WASH services in MNH care in health facilities, especially at primary care-level facilities or below. While not all facility staff had undergone QI/QoC training, it was being rolled out to health facilities nationwide, with a focus on incorporating IPC and WASH, using 5S and plan, do, check, act approaches. Similarly, supervision mechanisms—both internal and external—applied standards checklists; however, findings need to be turned into action more consistently, which is something that training to fill specific skill gaps in the MNH service setting could help. Additionally, health care facilities could report on their IPC/WASH performance based on checklists completed during supportive supervision visits or through self-assessments. If every facility/level of facility is using a standardized metric, then the MoHFW can make useful comparisons and detect trends to monitor, best practices to scale up, and gaps to address. Pandemic-related programs in other countries, such as Kenya, incorporated cleaners, waste management, and administrative staff involved with IPC/WASH in training and monitoring; although vital, they often are overlooked and under-trained categories of staff. The private sector should also be included in training and monitoring to periodically analyze their initiatives and performance. In addition, in view of other countries’ success [ 19 , 20 ], nonmonetary incentives such as designating IPC linkage nurses and electing doctors and nurses as IPC champions, then providing recognition for good performance, could be a soft but powerful behavior-change approach. The National Technical Committee, which is the highest-level technical governance body overseeing implementation of the National Strategy and Action Plan for Antimicrobial Resistance Containment in Bangladesh 2021–2026 [ 21 ], can provide strategic support because IPC and WASH are important factors in containing antimicrobial resistance. The action plan covers the WHO IPC core components related to programs and committees, guidelines, and training, but it does not cover the WHO core components related to HAI surveillance, multimodal strategies for IPC implementation, workload/staffing, and infrastructure; the latest 2021–2026 action plan de-emphasizes WASH compared to the previous 2017–2022 action plan and roadmap [ 22 , 23 ]. Also, Bangladesh’s 2017–2022 national action plan (but not the 2016–2026 revision) was one of the few national action plans that made some community-specific recommendations including advocacy and social mobilization around issues such as hand washing, hygiene, sanitation, and waste management [ 24 ]. The latest version does call for those issues to be included in educational curricula at all levels. Bangladesh’s QIS has produced a strong set of guidance documents on quality of care and quality improvement including IPC and WASH. Based on our analysis and interpretation of Bangladesh and other country documents, the key informant interviews with Bangladesh stakeholders, and the previous research and recommendations from the Maternal and Child Survival Program [ 11 ], we developed recommendations for Bangladesh, and potentially other countries, on using QoC/QI approaches to improve IPC/WASH practices in MNH services. Primarily, standardizing the tools and guidance and distributing them as a toolkit to all facilities including those in the private sector will clarify and help institutionalize standard procedures. In addition, standardization will allow for meaningful monitoring and comparisons with similar facilities. Therefore, a goal should be to intensify support to the practical aspects of generating, harmonizing, monitoring, sharing, and celebrating performance data that contribute to QI/QoC efforts in the IPC/WASH domain. Finally, IPC/WASH stakeholders in MNH settings can engage with and seek support from stakeholders working in universal health coverage, patient safety, antimicrobial resistance containment, and pandemic preparedness to enhance IPC/WASH integration and implementation as a mutually beneficial and reinforcing strategy. Data availability Data, including deidentified interview notes, are available on request from ME ([email protected]). See the WHO’s IPC website for extensive links to information and tools: https://www.who.int/infection-prevention/en/ . 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Bull World Health Organ. 2021;99:606–8. https://doi.org/10.2471/BLT.20.284232 . Download references Acknowledgements The authors would like to acknowledge the key informants working in maternal and newborn health services and quality improvement in 16 hospitals in 11 districts for their support and participation in the study. This work was supported by the US Agency for International Development (USAID) under contract number (7200AA18C00074). The contents are the responsibility of the authors and do not necessarily reflect the views of USAID or the US Government. The funder had had no role in study design, data collection, data analysis, data interpretation, or writing of the manuscript. Author information Authors and affiliations. Global Health Systems Innovation, Management Sciences for Health, Arlington, VA, USA Martha Embrey Research Consultant, Arlington, VA, USA Shahnaz Parveen USAID Medicines, Technologies, and Pharmaceutical Services (MTaPS) Program, Management Sciences for Health, Arlington, VA, USA Tamara Hafner & Mohan P. Joshi Formerly Quality Improvement Secretariat, Ministry of Health and Family Welfare, Dhaka, Bangladesh Hafijul Islam USAID Medicines, Technologies, and Pharmaceutical Services (MTaPS) Program, Management Sciences for Health, Dhaka, Bangladesh You can also search for this author in PubMed   Google Scholar Contributions ME conducted the analysis and wrote the first draft of the manuscript. ME, TH, MPJ, SP, MHI, and SMAZ, designed the qualitative data collection and SP and MHI collected the qualitative data in the field. TH conducted and interpreted the analysis and edited the manuscript. MPJ was the overall study PI, provided inputs to the data analysis and recommendations, and helped to write and edit the manuscript. All authors contributed to interpretation of the findings and reviewed the manuscript. Corresponding author Correspondence to Martha Embrey . Ethics declarations Ethics approval and consent to participate. Not applicable. Consent for publication Competing interests. The authors declare no competing interests. Additional information Publisher’s note. Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations. Electronic supplementary material Below is the link to the electronic supplementary material. Supplementary Material 1 Supplementary material 2, rights and permissions. 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To view a copy of this licence, visit http://creativecommons.org/licenses/by-nc-nd/4.0/ . Reprints and permissions About this article Cite this article. Embrey, M., Parveen, S., Hafner, T. et al. Integration of IPC/WASH critical conditions into quality of care and quality improvement tools and processes: Bangladesh case study. Antimicrob Resist Infect Control 13 , 100 (2024). https://doi.org/10.1186/s13756-024-01455-9 Download citation Received : 27 September 2023 Accepted : 22 August 2024 Published : 11 September 2024 DOI : https://doi.org/10.1186/s13756-024-01455-9 Share this article Anyone you share the following link with will be able to read this content: Sorry, a shareable link is not currently available for this article. Provided by the Springer Nature SharedIt content-sharing initiative Water, sanitation, hygiene (WASH) Environmental hygiene Waste management Patient safety Quality improvement/Quality of health care Antimicrobial Resistance & Infection Control ISSN: 2047-2994 General enquiries: [email protected] 489 IMAGES Human Resource Management HR Case Management: Benefits and Best Practices Fillable Online Case Study in HR Technology Case Study On Human Resource Management With Questions Case Study On Human Resource Management With Questions Case Study Hrm Answers : Much more than documents VIDEO When will we use Conditional Logistic Regression analysis #matchedCaseControl #oddsratio Monday Motivation! co-work/study with me live Week 1 : Lecture 1B : Evolution and Nature of Strategic Human Resource Management Mining Intelligence in Action Nobelus Felss Case Study COMMENTS 15 HR Analytics Case Studies with Business Impact The full details of this HR analytics case study and the statistical tests can be found here. 7. 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Integration of IPC/WASH critical conditions into quality of care and The stakeholders identified a lack of human resources and environmental hygiene infrastructure and supplies as the main gaps in providing IPC/WASH services. We concluded that the Bangladesh government had produced substantial guidance on using quality improvement methods to improve health services. ... Bangladesh was a suitable case study ... essay homework paper phd review speech study thesis