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  • June 2018
  • Case

Candor at Clever

By: Ethan Bernstein and Om Lala
Clever, a high-growth EdTech company based in San Francisco, had grown quickly in market share and headcount. As with many high-growth companies, however, early employees (many of whom had never managed people before) had been given the opportunity to manage teams, and... View Details
Keywords: Performance Feedback; Talent Development And Retention; Talent Management; Feedback; Difficult Conversations; Radical Candor; Scaling Start-ups; Scaling And Growth; Developing Effective Managers; Effective Managers; First-time Managers; Kim Scott; Clever; Bay Area; Silicon Valley; Interpersonal Communication; Talent and Talent Management; Human Resources; Leadership Development; Management Practices and Processes; Management Skills; Management Style; Organizations; Organizational Culture; Performance Evaluation; Conflict and Resolution; Technology Industry; Education Industry; San Francisco; United States
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  • January 2023
  • Article

Firm-Induced Migration Paths and Strategic Human-Capital Outcomes

By: Prithwiraj (Raj) Choudhury, Tarun Khanna and Victoria Sevcenko
Firm-induced migration typically entails firms relocating workers to fill value-creating positions at destination locations. But such relocated workers are often exposed to external employment opportunities at their destinations, possibly triggering turnover. We... View Details
Keywords: Worker Relocation; Turnover; Firm-induced Migration; Smaller Towns; Employee Mobility; Geographic Mobility; Migration; Clusters; Employees; Geographic Location; Performance; Opportunities; Retention; Human Capital; Talent and Talent Management
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  • March 2002 (Revised October 2002)
  • Case

Akamai's Underwater Options (A)

By: Brian J. Hall, Houston Lane and Jonathan Lim
Akamai's stock price declines dramatically with the NASDAQ in 2000, causing virtually all employee options to go underwater. Ownership and retention incentives are largely destroyed, and employee morale falls sharply. Management weighs the pros and cons of various... View Details
Keywords: Motivation and Incentives; Stock Options; Attitudes; Compensation and Benefits
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  • July 2005 (Revised September 2016)
  • Case

24 Hour Fitness (A): The Rise, 1983–2004

By: John R. Wells, Elizabeth A. Raabe and Gabriel Ellsworth
In October 2004, Mark S. Mastrov, CEO of 24 Hour Fitness, reflected on how far his company had come in just over 20 years. From humble beginnings in 1983 in San Leandro, California, 24 Hour Fitness had grown to become the largest privately-owned health-club chain in... View Details
Keywords: 24 Hour Fitness; Mark Mastrov; Health Clubs; Fitness; Gyms; Chain; Weight Loss; Exercise; Personal Training; Retention; Sales Force Compensation; Incentive Systems; Buildings and Facilities; Business Growth and Maturation; Business Model; For-Profit Firms; Customers; Customer Focus and Relationships; Customer Satisfaction; Private Equity; Revenue; Geographic Scope; Multinational Firms and Management; Nutrition; Business History; Employees; Recruitment; Selection and Staffing; Human Capital; Business or Company Management; Goals and Objectives; Growth and Development Strategy; Marketing; Operations; Service Operations; Private Ownership; Problems and Challenges; Sales; Salesforce Management; Sports; Strategy; Business Strategy; Competition; Competitive Advantage; Competitive Strategy; Corporate Strategy; Expansion; Segmentation; Information Technology; Internet; Technology Platform; Web; Web Sites; Capital Structure; Performance; Organizational Structure; Organizational Culture; Health Industry; United States; California; San Francisco
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  • July 2013
  • Supplement

Interview with Bill Allen and Maria Pejter: A.P. Møller - Maersk Group

By: Boris Groysberg
In 2012, Bill Allen and Maria Pejter, of Maersk Group's Human Resources Department, sat down to consider some key aspects of Maersk's talent management strategy. In this video, Allen and Pejter discuss in some greater detail some of the challenges they faced as... View Details
Keywords: Organizational Development; Human Resource Management; Talent Management; Organizational Change And Transformation; Corporate Culture; Hiring; Employee Training; Strategy; Selection and Staffing; Talent and Talent Management; Training; Retention; Diversity; Denmark
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  • 04 Mar 2024
  • What Do You Think?

Do People Want to Work Anymore?

around fewer, carefully selected, better-paid people performing complex jobs requiring extensive training, with resulting higher employee retention and lower costs of selection, hiring, and training for new... View Details
Keywords: by James Heskett
  • February 2020
  • Case

Leading Change in Talent at L'Oréal

By: Lakshmi Ramarajan, Vincent Dessain and Emer Moloney
Jean-Claude Le Grand just stepped into a new role as Executive Vice-President for Human Resources at the global cosmetics company, L’Oréal. He is now responsible for the hiring, development, promotion, and retention of 83,000 employees worldwide. The highly successful... View Details
Keywords: Advertising; Business Headquarters; Business Divisions; Business Organization; Change; Change Management; Transformation; Competency and Skills; Experience and Expertise; Talent and Talent Management; Demographics; Diversity; Gender; Nationality; Multinational Firms and Management; Human Resources; Employees; Recruitment; Retention; Selection and Staffing; Innovation and Management; Jobs and Positions; Employment; Human Capital; Leadership; Leadership Development; Leadership Style; Leading Change; Management Practices and Processes; Marketing; Brands and Branding; Product Marketing; Organizations; Organizational Change and Adaptation; Organizational Structure; Personal Development and Career; Planning; Strategic Planning; Problems and Challenges; Networks; Social Psychology; Attitudes; Power and Influence; Social and Collaborative Networks; Business Strategy; Advertising Industry; Beauty and Cosmetics Industry; Consumer Products Industry; France; Paris
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  • 09 Oct 2019
  • News

The Benefits of Framing Culture as a Management System

  • 12 Oct 2022
  • Video

Lumumba Seegars: Inequality & Agency in ERGs

  • February 2024
  • Case

Chime Solutions

By: Shai Bernstein, William R. Kerr, Christopher Stanton, Raymond Kluender and Mel Martin
Just two years after launching its 10k by 2020 initiative to hire 10,000 employees by 2020, the COVID-19 pandemic forced Chief Executive Officer Mark Wilson to send nearly all of his staff at Chime Solutions (Chime) to work from home. Chime was a customer contact firm... View Details
Keywords: Working Capital; Service Operations; Recruitment; Performance; Change Management; Retention; Financial Institutions; Employee Relationship Management; Talent and Talent Management; Growth Management; Mission and Purpose; Communications Industry; Service Industry; United States
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  • March 2000 (Revised January 2001)
  • Case

Microsoft's Vega Project: Developing People and Products

By: Christopher A. Bartlett and Meg Wozny
With a focus on Matt MacLellan and his careful development as a project manager under his boss and mentor, Jim Kaplan, the case describes the evolution of Microsoft's human-resource philosophies and policies and illustrates how they work in practice to provide the... View Details
Keywords: Human Resources; Competitive Advantage; Retention; Personal Development and Career; Organizational Design; Information Technology; Motivation and Incentives; Leadership Development
Related
  • 01 Apr 2013
  • Research & Ideas

First Minutes are Critical in New-Employee Orientation

Science Quarterly, a research team finds that shifting the focus to an employee's personal identity leads to an increase in both employee retention and customer satisfaction. "Organizations will talk about... View Details
Keywords: by Carmen Nobel; Web Services; Service; Telecommunications
  • 02 Jan 2024
  • Research & Ideas

10 Trends to Watch in 2024

The lightning-fast ascent of generative AI isn’t the only sea change on the horizon for businesses in the new year. The global economy is in flux as war, climate change, trade issues, and infrastructure problems demand attention. Many companies continue to struggle to... View Details
Keywords: by Rachel Layne
  • April 2011 (Revised July 2011)
  • Case

Renewing GE: The Africa Project (A)

By: David A. Thomas and Stephanie J. Creary
This case profiles the evolution of General Electric's African American Form (AAF), an employee affinity group, and its efforts to increase the company's involvement in Africa. The AAF formed in 1991 to help advance GE's recruitment, retention and development of black... View Details
Keywords: Diversity; Global Strategy; Multinational Firms and Management; Employees; Employee Relationship Management; Corporate Social Responsibility and Impact; Corporate Strategy; Expansion; Africa; United States
Related
  • 28 Feb 2023
  • Research & Ideas

Can Apprenticeships Work in the US? Employers Seeking New Talent Pipelines Take Note

likely to quit in the first year of the program. Black students were also more likely to drop out than white students. Some of the disparity may have to do with Black students being less likely to apply for apprenticeships in fields like Advanced Manufacturing and IT,... View Details
Keywords: by Michael Blanding
  • November 2022
  • Article

A Language-Based Method for Assessing Symbolic Boundary Maintenance between Social Groups

By: Anjali M. Bhatt, Amir Goldberg and Sameer B. Srivastava
When the social boundaries between groups are breached, the tendency for people to erect and maintain symbolic boundaries intensifies. Drawing on extant perspectives on boundary maintenance, we distinguish between two strategies that people pursue in maintaining... View Details
Keywords: Culture; Machine Learning; Natural Language Processing; Symbolic Boundaries; Organizations; Boundaries; Social Psychology; Interpersonal Communication; Organizational Culture
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  • 10 May 2021
  • Research & Ideas

Who Has Potential? For Many White Men, It’s Often Other White Men

Many well-meaning companies want to diversify their workforces but face an all-too-common problem: They take great pains to hire more women and people of color, only to find that these employees don’t stick around long. At one midsize... View Details
Keywords: by Dina Gerdeman
  • 19 Aug 2021
  • Op-Ed

Don't Ignore Your Employees' Misery—TAKE Control

As organizations eagerly reopen their doors more than a year after the COVID-19 pandemic began, many will be surprised to watch their employees walk out—for good. Companies have been quick to set blanket policies that range from a full... View Details
Keywords: by Hise O. Gibson and MaShon Wilson
  • October 1998 (Revised May 1999)
  • Case

"Friendly Skies, The": Welfare-to-Work at United Airlines

By: Rosabeth M. Kanter and Ellen Pruyne
In 1997 United CEO Gerald Greenwald was appointed chairman of the national Welfare-to-Work Partnership by President Clinton and committed United to hiring from the welfare rolls. A welfare-to-work recruitment program was rapidly established and soon followed by a... View Details
Keywords: Programs; Selection and Staffing; Retention; Employees; Recruitment; Welfare; Air Transportation Industry
Related
  • 24 Jan 2011
  • HBS Case

Terror at the Taj

that it has to do with governance of the Tatas; two-thirds of their profits are donated to charitable causes, so the employees feel that they are working for a higher good." But the IT firm Tata Consultancy Services has had many of... View Details
Keywords: by Julia Hanna; Accommodations