HUMAN RESOURCE MANAGEMENT

CIA- 1B
CASE STUDIES

Submitted to: prof. John

Paul v
Submitted on: 20th august
2021

Submitted by:
Ananya chandwani
2023648
3 fib B
Human resource problems and issues
1. Compliance with laws
Solution: No matter how big or small the compliance is, employment laws,
compensation laws and other government regulations should never be ignored.

2. Management changes
Solution: Business owners should concentrate on communicating the advantages of
the change to all stakeholders. Staff meetings on a regular basis are a good place to
start. Your team will be more likely to accept the change if they understand why, how,
and when it will happen.

3. Leadership development
Solution: Leadership development is important for keeping your management team
engaged and motivated, as well as preparing them for future responsibilities. Make it a
part of the community's culture. Every day, provide opportunities for them to use their
strengths. Achieving objectives would inspire them and provide them with opportunities
to improve their abilities.

4. Training and development

Solution: Training and development don't have to be time-consuming or expensive.
Managers and senior leadership should be encouraged to mentor their subordinates.
You may also offer them the option of doing online training courses at their own speed.
If you invest in your employees, you will have a devoted and productive workforce.

5. Diversity in workplace
Solution: The work atmosphere will remain positive and productive if a culture of
collaboration and respect is established. In addition, a diversity training programme
must be implemented. Employers are in charge of establishing workplace behaviour
standards. Early on, standards and a system of accountability should be established.

6. Recruiting talented employees

Solution: One of the best ways to find the right people for your business is to use a
staffing company. They provide temp-to-hire solutions that allow you to try out new
employees with little to no risk. You’ll save time, money, and frustration, and maybe
even find a future executive or business partner.
Case study 1--
Human resource challenge tackled – Recruiting talented employees
Unilever using Artificial intelligence to hire employees.

Unilever is a British-Dutch transnational

consumer products business with over
400 brands and 170,000 employees
worldwide. It is headquarters in London,
England, and Rotterdam, Netherlands.
Every year, they hire 30,000 employees
and receive 1.8 million job applications.
Remember that each application needs
coordination, sifting, and interviews.
Even for a large corporation like theirs,
this is a huge job. It has become
imperative to discover a means to make recruiting easier, more cost-effective, time-saving,
and efficient, all of which may be accomplished via the use of artificial intelligence and
automation to simplify operations.
When it comes to hiring, Unilever makes use of artificial intelligence and automation.
Pymetrics and HireVue, two AI technology companies, joined forces with them. With
machine analysis of video-based interviews, Unilever saved more than 50,000 hours in
candidate interview time, saved over £1 million annually, and increased applicant diversity.
They are first asked to play a series of games that assess their aptitude, logic, and reasoning,
as well as their risk appetite. By comparing their profiles to those of past successful workers,
machine learning algorithms are then used to assess their fit for whatever position they
have applied for.
The procedure continues with the submission of a video interview. The assessor is, once
again, a machine learning algorithm rather than a human. The system looks at recordings of
candidates who answer questions for around 30 minutes and evaluates who is a good fit
using a combination of natural language processing and body language analysis.
They want people who have a strong sense of purpose, as well as systemic thinking,
resilience, and commercial acumen. The games and video interview are all structured to
seek for clues in their conduct that will help them figure out who would fit in at Unilever
based on that profile. They work with a number of partners and use a lot of proprietary
technology with those partners to select 3,500 or so people to go through our discovery
centre because every screenshot gives them a lot of data points about the person, so they
work with a number of partners and use a lot of proprietary technology with those partners
to select 3,500 or so people to go through our discovery centre.
Unilever chooses around 800 candidates for job offers after spending a day with actual
leaders and recruiters. The system is also set up to provide feedback to all candidates, even
those who do not receive an offer. Normally, when people send an application to a large
company, it can end up in a "black hole," which is now avoided by a smooth initial screening
process that saves not only time but also money.

Inferences
Positive effects outweighed the negative by all means, they are as
follows:
 Engaging

Exams in the style of games are much more fun to take than standard psychometric
tests. Because it is difficult to organise interviews when individuals reside in various
time zones, it is simpler to access resources from all over the world by capturing
video.
 Fair to candidates

From the candidate's perspective, game-based evaluations reduce bias: Games are
naturally entertaining, and they usually result in increased concentration. Games
create a more authentic behaviour hence reduce stress of performance.
 Overall assessment

In contrast to traditional exams, game-based evaluations change as the candidate

interacts with them. Additionally, presenting the evaluation as a "game" rather than
a "test" decreases anxiety, making the hiring process more inclusive and accurate for
candidates who become apprehensive during formal testing.
Game-based evaluations measure a candidate's ability to tackle new challenges,
reason rationally, and have a strong desire to succeed. Companies can receive a
bird's eye view of each candidate during a video interview, allowing them to make
better recruiting selections.
 Quick evaluation

There is no need for the "one-size-fits-all" approach required for static evaluations
because each candidate effectively receives a personalised assessment based on
their ability. In just 15 minutes, you may test a wide range of cognitive abilities.
 Time and cost saving
 By using AI/Automation technologies to streamline their recruiting process, Unilever
has saved about 70,000 hours of interviewing time and application processing.

Final take
AI/Automation may be a tremendous assistance for large organisations like Unliever as it
moves away from outmoded recruiting evaluations. New hiring approaches are being used
in new selection procedures, which increase applicant experience as well. Companies could
take use of the newest AI/Automation developments to consider more applicants and learn
more about them. If hiring teams use technology appropriately, they will be able to find the
top candidates more quickly.

Case study 2 – FedEx HR policies

HR issues tackled ---

1. Management changes
2. Leadership development
3. Retaining talented employees

FedEx is one of FORTUNE magazine's and the

Great Places to Work Institute's top 100 "Best Companies to Work For" in the United States.
After being inducted into the “Best Companies to Work For” Hall of Fame in 2005, FedEx has
been on this list in ten of the last eleven years. FedEx came in 97th place overall. FedEx is
already known as one of the most employee-friendly corporations in the world.
FedEx had implemented a number of novel HR procedures. To encourage workers to
provide feedback on management practises, the firm developed a corporate communication
programme known as the 'Survey Feedback Action' programme. The 'Guaranteed Fair
Treatment Procedure' at FedEx ensured that all employee complaints were addressed. Employee
development initiatives, such as the 'Job Change Application Tracking System,' were also created by
FedEx to offer temporary employees with the option to become permanent employees.

The company's 'Leadership Evaluation and Awareness Process' gave FedEx's non-managerial
employees the opportunity to seek managerial positions at FedEx. FedEx had also devised a
succession planning mechanism - Succession Planning Executive Education - to groom its senior
management employees for top management positions. Internal staff training programmes were
also undertaken by FedEx, which were modelled after executive education programmes given by
management institutes.

Inferences
 People-service-profit philosophy
This attitude was founded on the belief that if FedEx cared for its employees, it
would be able to offer efficient service to its clients. This, in turn, would help the
business by increasing earnings.
 Survey-people-action-program
 Every employee is invited to take part in an online survey in April. Managers attend
feedback meetings with their workers once the survey results are obtained to discuss
the survey findings and identify problems both within and outside their department.
 Leadership evaluation and awareness process.
FedEx created the 'Leadership Evaluation and Awareness Process' (LEAP) to
encourage non-managerial cadre employees to advance to management positions
within the firm.
 Employee communication program
The SFA programme, Guaranteed Fair Treatment Procedure, and Open Door Policy
were among FedEx's employee communication initiatives. FedEx also devised a
system for dealing with and resolving employee grievances. This was in addition to
using a formal communication system to keep staff informed about significant
corporate events.
 Job change applicant tracking system
JCATS is a computerised on-line job advertising system that allows hourly employees
to apply for any open position.
 Recognition and rewards program.
Employees of FedEx are recognised for their efforts with prizes such as the "Bravo
Zulu" and the "Golden Falcon Award. FedEx is an example of a company that has
developed a successful HR strategy that boosts productivity and profits.

Final take
FedEx has established numerous creative HR programmes throughout the
years that have served as a model for many businesses, particularly in the
service industry. These programmes not only benefited FedEx financially (by
increasing employee productivity), but they also strengthened the company's
reputation as an employee-friendly, service-oriented corporation. Because of
FedEx's employee-friendly practises, the company has a relatively low turnover
rate. In 2000, the turnover rate was projected to be less than 6%, compared to
a 20% industry average.

References
Abrahamsen, Dave. “10 of Today’s Common HR Challenges | Atlas Staffing Blog.” Atlas

Staffing, 6 May 2021, atlasstaffing.com/blog/10-todays-common-human-resource-

challenges.

Case 1:
Marr, Bernard. “The Amazing Ways How Unilever Uses Artificial Intelligence To Recruit &

Train Thousands Of Employees.” Bernard Marr, 13 July 2021, bernardmarr.com/the-

amazing-ways-how-unilever-uses-artificial-intelligence-to-recruit-train-thousands-of-

employees.

“Unilever Case Study | HR Case Study | Unilever Recruitment | AI in HR | Artificial

Intelligence.” YouTube, uploaded by 5 minute learning, 22 July 2020,

www.youtube.com/watch?

v=O5ID6OPbVLk&list=PLJqiHnBNjacqPi47L9BSgI0Lk7V-wJLRz&index=3.

Case 2 :

Case User. “HR Best Practices at FedEx, a Best Company to Work For.” Business &

Management Case Studies, 8 Jan. 2010, www.casestudyinc.com/hr-best-practices-at-

fedex-best-company.