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54 items were found using the following search criteria
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EA Financial Services
Francis Ayensu; Nicole R.D. Haggerty; Logan Burnett; Stephanie Lachance-Coward; Taylor KlimoskoCase IVEY-9B14M042-EEntrepreneurship, StrategyEA Financial Services was a microfinance institution in Koforidua, Ghana. In its seven months of operation, it had done well to establish a client base, before it lacked sufficient capital to meet the growing demand for new loans. Although having a growing client base is a positive sign, the lack of capital was a significant burden—the company had to begin turning down loan requests. The owner knew that potential clients would likely deal with on...Starting at €8.20
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Recruitment at China Sunwah Bank: Guanxi versus Talent
Stephen GraingerCase IVEY-9B14C010-EEntrepreneurship, Leadership and People Management, StrategyThe human resources department at China Sunwah Bank had to decide on 22 new appointments — only 12 of which were officially advertised — to Sunwah Bank’s 28 branches. More than 4,000 applications had been received and the final list of candidates based on merit had been reduced to 48. The department members had spent many hours reading applications and conducting interviews; however, some members had been coping with specific endorsements for cer...Starting at €8.20
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Yamato Transport: Part-time Employment of Housewives
Joo Yong Lowe; Fumiyuki Kosugi; Teng Hwee Ng; Andre Chun Mun WaiCase IVEY-9B13C004-ELeadership and People Management, StrategyYamato Transport Co., Ltd. innovatively used the field cast model of housewives as part-time employees to meet the increasing delivery demands of morning peak-load hours. The housewives provided Yamato with a cost-efficient source of human resources and the nimbleness to adjust its staff deployment to respond reliably and quickly to customers’ needs. A series of recruitment, training, and compensation and appraisal processes was designed for the ...Starting at €8.20
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Myer and Flanagan (A): High-Stake Recruitment at the Top
Reiche, Sebastian; Akkan, ErenCase DPO-352-EBusiness Ethics and Corporate Social Responsibility, Leadership and People ManagementThis 2-case series focuses on the challenges of senior executive replacements at Australian department store Myer. In late spring of 2014, Myer was going through a major reshuffle of its senior management team. More than 20 senior managers had left the company over the past 2 years, and the exodus of some key members of the executive team was continuing. The turnover had accelerated after CEO Bernie Brookes decided in February 2014 to remain in h...Starting at €8.20
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Myer and Flanagan (B): High-Stake Recruitment at the Top
Reiche, Sebastian; Akkan, ErenCase DPO-353-EBusiness Ethics and Corporate Social Responsibility, Leadership and People ManagementThis two-case series focuses on the challenges of senior executive replacements at the Australian department store Myer. In the late spring of 2014, Myer was going through a major reshuffle of its senior management team. More than 20 senior managers had left the company over the previous two years, and the exodus of some key members of the executive team was continuing. The turnover had accelerated after CEO Bernie Brookes decided in February 201...Starting at €5.74
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SPARK Schools: Kindling Innovation in South Africa's Primary Schools
Margaret SutherlandCase IVEY-9B16C002-EEntrepreneurship, Leadership and People ManagementIn response to the education crisis in South Africa, two young MBA graduates start SPARK Schools, a network of low-fee, private primary schools; however, teacher candidates often lack the skills, knowledge and attitudes required in this innovative schooling system. SPARK Schools has implemented a range of human resource practices that show how an integrated, intensive, systemic approach to human resource policies and practices can help to optimiz...Starting at €8.20
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CIBC: Fostering an Inclusive Culture, Leading with Gender
Alison Konrad; Lindsay BirbragerCase IVEY-9B16C027-ELeadership and People ManagementIn June 2013, the senior vice-president of talent management of the Canadian Imperial Bank of Commerce (CIBC), recognized an organizational need at the bank. He realized that, to build a strong workforce, CIBC needed to move from simply filling diversity targets through recruitment to a focus on the development and advancement of a leadership talent pool. Towards that goal, he appointed the vice-president of executive talent management to lead a ...Starting at €8.20
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Apigee: People Management Practices and the Challenge of Growth
Ranjeet Nambudiri; S. Ramnarayan; Catherine XavierCase IVEY-9B17C022-ELeadership and People ManagementIn late 2015, Apigee, a fast-growing technology firm, faced competitive pressures. It needed to scale up rapidly, which included hiring additional staff. At the regional office in India, some members of the senior leadership team wondered whether the company would need to modify its human resources practices. The firm had been operating in a unique organizational culture that encouraged employees’ openness and freedom, in keeping with its core va...Starting at €8.20
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Hari Krishna Diamond Cutting: Retaining Talent in Times of Crisis
Nitika Sharma; Archana ShrivastavaCase IVEY-9B17C029-EEntrepreneurship, Leadership and People Management, StrategyIn 2014, the production manager at Hari Krishna Exports Pvt. Ltd., a diamond manufacturer and exporter in India, faced the challenge of maintaining his duty towards the company’s employees while it experienced low growth and profitability after a downturn in the industry. High attrition among employees was a common problem across the industry; it cost the company heavily and had a significant impact on employees’ morale. Recruiting strong employe...Starting at €8.20
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Shirdi Infratech: Should a Star Manager Be Fired
Anjali Tiwari; Madhushree AgarwalCase IVEY-9B17C034-EEntrepreneurship, Leadership and People Management, StrategyShirdi Infratech Pvt. Ltd. was in the wooden furniture manufacturing business and dealt with a wide range of diversified products such as modular kitchens, furniture, and doors. With its normal profit margin, the firm was growing, but not at a rate that satisfied the owner. At the same time, the business faced personnel management issues. The dilemma began in 2015 when the owner learned that one of his top performers had potentially leaked confid...Starting at €8.20