XLRI HR CASE BOOK

2024-25
Issue details and copyright
Edition 1st
HR Case Book, Consulting and Research Undertaking, XLRI Jamshedpur

Notice
All rights reserved by the author. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any
form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the
Consulting and Research Undertaking, XLRI

Although every precaution has been taken to verify the accuracy of the information contained herein, the author and publisher
assume no responsibility for any errors or omissions. No liability is assumed for damages that may result from the use of
information contained within.

2024, Consulting and Research Undertaking, XLRI

All rights reserved

2024 Edition 2
Foreword
Greetings!

The Consulting and Research Undertaking of XLRI proudly presents the first edition of the XLRI Flagship HR Case Casebook.
This comprehensive resource is designed to support aspiring HR professionals in preparing for the diverse HR cases they may
encounter during recruitment processes for both summer and final placements.

This casebook serves as a practical guide to developing the problem-solving and decision-making skills essential for excelling in
HR case interviews—an ability highly valued by top HR roles. It has been carefully compiled with contributions from the 77th batch
and previous cohorts, featuring cases encountered during interviews and buddy programs with various firms, specifically focused
on real-world HR scenarios.

While we are pleased to make this casebook publicly available to assist students in their preparation, we recommend using it as a
supplementary tool alongside the valuable casebooks and interview resources provided by our institution and other schools. It
should not be the sole source of preparation.

We hope you find this casebook informative and helpful for practicing with peers. Remember, the journey of preparing for HR roles
can be as rewarding as reaching your goal!

Team CRUX,
XLRI

2024 Edition 3
Note from the Editors
When we began our preparation for HR case interviews, we initially thought it would be like studying for an exam—structured and
straightforward. But after countless practice sessions and a variety of interview experiences, we realized there’s no single
"perfect" method for mastering HR case interviews. Everyone’s approach is unique, and that diversity is what makes each
candidate stand out.

One of the early lessons we learned is that each HR interview scenario is different, and what works well in one might not work in
another. While frameworks can be helpful, they have their limits. It's essential to go beyond predefined structures and learn to
assess HR challenges from multiple perspectives. This flexibility comes with practicing different types of cases, not just those
found in casebooks.

We also found that applying fundamental problem-solving techniques helped us significantly, especially when situations became
complex. In HR cases, where understanding people dynamics and decision-making processes is key, these basic techniques
made a real difference.

Perhaps the most valuable lesson we learned, however, was the importance of staying calm and trusting our instincts. Techniques
and strategies are helpful, but confidence and a clear mind during the interview make all the difference. HR interviews often delve
into topics like conflict resolution, organizational culture, and employee engagement, so being prepared to address these with
confidence and clarity is crucial. When these elements are in place, everything else falls into line.

Remember, preparing for HR roles is not just about reaching your goal; it’s also about learning, adapting, and growing along the
way.

All the best for your HR case preparation journey!

Best,
Priyanshu Gupta and Ritul Jha
Editors, XLRI Casebook (1st Edition)

2024 Edition 4
How to use this Casebook?
Dear Candidate,

As you embark on your journey through this Case Book, we encourage you to actively engage with the materials. Utilize the
interview transcripts as a tool to construct case scenarios involving two individuals or groups. After successfully solving a case,
take a deeper dive by examining not only the transcripts but also the case's structure. This comprehensive approach will help you
gain a broader understanding of the problem-solving process and areas where you can enhance your skills.

The provided frameworks are designed to serve as an initial roadmap, particularly for those new to case solving. However, it's
important to view them as flexible guides, adaptable to your unique logical structure for each specific case. This flexibility
encourages creative thinking and problem-solving.

We'd like to stress that the journey of case preparation is just as crucial as reaching your ultimate destination. It's not only an
individual effort but also a collective one, involving group exercises and individual self-preparation. Both aspects contribute to your
growth and success in mastering case interviews.

We extend our best wishes to you as you embark on this enriching journey of case preparation.

Team CRUX,
XLRI

2024 Edition 5
Index
Pg Pg
Topic Difficulty Topic Difficulty
No No

Case Frameworks Covid Outbreak ★ 44

Change Management models 8 Retail bank software transition ★★ 46

Learning and Development 11 Addressing steep HR costs in EdTech ★★ 48

Talent Management & Assessment 14 Accenture's Innovative Return to Office Strategy ★★ 50

Behaviorally Anchored Rating Scale 15 Strategy for Addressing Unfilled Billable Positions ★★ 52

Spencer Competency Iceberg Model 17 Developing an Employee Value Propn. for Zomato ★★ 53

Strategic HR 18 Promotion Dilemma Case ★ 55

HR Scorecard 19 Keep / let go of top performer lacking required edu. ★★ 57

HR Value-Chain 20 Reducing Patient Waiting Times ★★ 59

Employee Relations Maturity Model 22 Navigating Conflicting Advice on Unethical Deal ★★ 61

Positive Industrial Relations Framework 23 Expanding a local campus drink to citywide biz. ★ 62

Employee Experience & Engagement 24 Improving recruitment cycle to identify bottlenecks ★★ 64

Herzberg’s Two Factor Theory 25 Improving manager sensitivity for effective appraisals ★ 66

Employee Lifecycle Model 26 Transitioning HCM to Cloud ★ 68

Culture & Leadership 27 Workforce Restructuring in a coal company ★★ 70

Workforce Planning 31 EHR Implementation ★★★ 72

Organisation Design & Effectiveness 34 Merger of 2 entities ★★★ 74

Performance Management 38 Implementing LMS ★★★ 75

Emerging Topics 41 Streamlining HR Operations in Mobile Manufacturing ★★ 76

Case Interviews 43 Overtime leakage analysis at Manufacturing Company ★ 77

2024 Edition 6
Frameworks
 Change Management
Change Management

8
Frameworks

Change Management Model

Assess / Develop / Prepare / Implement / Monitor
Phase 1: Assessment

Phase 5 : Sustain & Monitor • Enhanced stakeholder analysis with influence/impact

mapping
Monitor Business Continuous • Detailed change impact assessment across processes,
Track Adoption Metrics
Outcomes Improvement people, and technology
• Data-driven readiness evaluation using specific metrics
Feedback Loop
Phase 1 : Assessment Phase 2: Strategy Development

Readiness • Clear change vision aligned with business objectives

Stakeholder Analysis Impact Assessment • Comprehensive change strategy with measurable
Evaluation
outcomes
• Detailed implementation roadmap with milestones
Phase 2 : Strategy Development
Phase 3: Implementation Preparation
Create
Define change vision Develop change strategy Implementation • Structured change network with defined roles and
roadmap responsibilities
• Advanced change agent training program
• Tailored communication and training materials
Phase 3 : Implementation Preparation
Phase 4: Implementation
Establish change Develop support
network
Train change agents
materials • Pilot program with selected business units
• Systematic feedback collection and analysis
• Phased rollout approach with clear success criteria
Phase 4 : Implementation
Phase 5: Sustain & Monitor
Pilot Gather Refine Full Scale
program feedback approach Rollout • Regular adoption monitoring using KPIs
• Business outcome tracking
• Continuous improvement cycle

2024 Edition 9
Frameworks
Other Change Management models

ADKAR Model: Ideal for organizations emphasizing personal and behavioral change. Its targeted focus on individual readiness makes it
suitable for changes that impact people directly (e.g., new technologies or procedures that employees need to adopt).

Awareness Desire Knowledge Ability Reinforcement

Building understanding Encouraging a Providing the info. and Supporting the Ensuring that the
of why the change is personal willingness to skills needed to development of new change is sustained
necessary. participate in change. implement the change. behaviors and over time.
capabilities.

McKinsey 7S Framework :The McKinsey 7S Framework provides a comprehensive approach to organizational change by aligning
seven core elements to ensure cohesion and effectiveness:

Strategy Structure Systems Shared Values Style Staff Skills

The Core
Plan to gain Organizational Day-to-day Organization’s Leadership Employee competencies
competitive hierarchy and processes and core values style & mgmt. capabilities & and expertise
advantage reporting lines. workflows and corporate approach. recruitment. within the
culture organization.

2024 Edition 10
Learning and
Change
Development Management

11
Frameworks
Learning and Development
The case solving journey

1 2 3 4 5 6
Learning Learning Learning Develop & Evaluate and
Need Audience
Objective Approach Implement Improve

Current vs. desired Differences in Use the ADDIE Ongoing updates,

Finding a balance
performance, Use frameworks to learning styles, Model to guide follow-up
between
business define objectives at accessibility needs, content creation & sessions,
experience-based,
outcomes, and different cognitive and employee delivery aligning coaching, or
social learning &
specific employee levels readiness for with business mentoring to
formal training
roles affected training priorities reinforce learning

Key Questions Key Questions Key Questions Key Questions Key Questions Key Questions
▪ What is the skill gap or ▪ What are the specific ▪ Who are the learners ▪ What type of learning ▪ What content will be ▪ How will you measure
knowledge gap in the learning objectives? (demographics, roles, intervention is most covered, and how will the success of the
organization? prior knowledge)? appropriate? it be structured? training (KPIs, learner
▪ How do these feedback,
▪ How was this need objectives align with ▪ What are their learning ▪ How will the learning ▪ Will you use internal assessments)?
identified (e.g., business goals (e.g., preferences (e.g., be delivered trainers or external
employee feedback)? improving customer hands-on, theoretical, (classroom, online, resources? ▪ What adjustments
service, increasing e-learning)? simulation, need to be made
▪ Is this a short-term or sales)? workshops)? ▪ What is the timeline for based on initial
long-term training the training program? outcomes?
need?

2024 Edition 12
Frameworks
Learning and Development
Models to use

ADDIE Model Kirkpatrick’s 4 Levels

Identify learning needs, define goals, and

Measure participant satisfaction and
Analysis assess the audience to ensure the training is Reaction
engagement immediately after training
relevant and targeted
Outline the learning objectives, structure, & Assess knowledge gained, skills developed,
Design materials; decide on delivery methods (e.g., Learning or attitude changes through tests or practical
e-learning, in-person) evaluations
Create the training content, such as modules, Observe how participants apply their new
Development activities, and assessments, aligning with the Behaviour
skills or knowledge in workplace over time
design phase
Roll out the training program, managing Evaluate the impact of training on
Implementation logistics, schedules, and participant Results organizational outcomes (e.g., productivity,
engagement quality, sales)

Assess the effectiveness of the training, Use insights from each level to refine and improve future training
Evaluation gathering feedback to improve future programs
programs

2024 Edition 13
Talent Management &
Change Management
Assessment

14
 Frameworks
Behaviorally Anchored Rating Scale (BARS) (1/2)

Objective: BARS measures employee performance by linking observable behaviors with specific performance ratings, thereby minimizing
subjectivity. It serves as an appraisal method that allows for a standardized comparison of individual performances. ​

Framework:

Performance Points Behaviour

Accurately completes and submits all status change notices

Outstanding 5
within an hour of request.

Verifies all status change notice information with the

Excellent 4
requesting manager before submitting.

Completes status change notice forms by the end of the

Satisfactory 3
workday.

Marginal 2 Argues when to complete a status change notice.

Says status change notice forms have been submitted when

Unsatisfactory 1
they haven’t.

2024 Edition 15
Frameworks
Behaviorally Anchored Rating Scale (BARS) (2/2)
Steps to develop BARS:

Identify Assign scale

Collect critical Reclassification Develop a final
performance values to the
incidents of incidents instrument
dimensions incidents

Behaviour Based Time Consuming

Easy to use Expensive

Advantages Equitable Disadvantages High maintainance

Individualized Demanding

Action-oriented Cumbersome

2024 Edition 16
 Frameworks

Spencer & Spencer Competency Ice-Berg Model

Objective: This model is used to identify and assess competencies by categorizing them into visible and hidden layers, allowing organizations to
understand employees’ deeper motivations and traits, which impact performance in the long term.

Easier to Change: Information acquired in a

particular area.
Above the Waterline
Knowledge

Demonstrated
learned abilities.
Skills
Harder to Change:
Attitudes and values
Below the Waterline Social Role projected to others.

A person’s sense of
identity and worth. Self Image
Why and how we
behave in a
Traits certain way.
What drives us is
the need for
achievement,
power, influence,
and affiliation. Motives

2024 Edition 17
Strategic HR
Change Management

18
 Frameworks

HR Scorecard Framework

Objective: Helps the HR department align its strategies with the overall objectives of the organization by defining and measuring KPIs across
various perspectives.

Framework:
Perspective Objective KPIs Sample Initiatives
Optimize HR expenses while • HR cost per employee Improving internal recruitment and training
contributing to organizational • Cost of turnover processes to reduce dependency on third-
Financial
profitability. • Revenue per employee party services, reducing outsourcing costs.

Improve client/employee • Employee satisfaction scores Improving onboarding experience, career

satisfaction, engagement, • Client satisfaction scores development programs, and feedback
Client / Employee and retention. (Optional) mechanisms to improve overall employee
• Retention rate satisfaction.
• Net Promoter Score (NPS)
Streamline HR processes to • Time-to-hire Implementing an applicant tracking system
improve efficiency and • Cycle time for key HR and improving referral processes are
productivity. processes essential for enhancing hiring practices. This
Internal Processes • Quality of hire metrics approach will involve extensively utilizing
predictive analytics to benchmark these
practices against industry standards for
process efficiency.

Foster a culture of skill • Training hours per employee Developing upskilling programs for current
development and continuous • Skills acquisition employees, succession planning for
Learning & Growth learning. • Promotion rate leadership roles, personalized learning paths
for skill development.

2024 Edition 19
Frameworks
HR Value Chain (1/2)

2024 Edition 20
Frameworks
HR Value Chain (2/2)

HR Activities Description Objectives Business Impact

Identifying, attracting, and • Enhance talent quality & ensure culture Enhanced productivity and
selecting top candidates fit improved team performance lead
Talent while integrating new hires • Reduce time-to-fill for open positions to reduced hiring costs and faster
Acquisition & into the organization's • Boost early engagement for new hires time-to-productivity, resulting in
Onboarding culture, values, and roles. • Lower turnover higher early engagement and
• Accelerate productivity of new hires lower first-year turnover.

Establishing a process for • Align employee goals with organizational Improved individual and team
Performance setting goals, reviewing objectives performance fosters greater
Management performance, and providing • Improve overall productivity alignment with business objectives.
feedback. • Facilitate a feedback culture

Creating opportunities for • Increase internal talent pool Enhanced employee capabilities
Learning & skill-building, upskilling, • Improve employee satisfaction lead to reduced training costs and
Development and leadership training. • Develop future leaders increased internal promotions.

Implementing initiatives to • Foster loyalty and enhance productivity Higher employee retention and
boost morale, engagement, • Improve retention rates of employees better team morale result in lower
and employee satisfaction • Retain top talent and attract high-quality turnover costs, enhancing the
while structuring a candidates ability to attract talent and
Engagement &
competitive pay and • Maintain market competitiveness increasing overall employee
Compensation
benefits system based on satisfaction.
performance and market
trends.

Identifying and grooming • Ensure leadership continuity Improved business continuity leads
Succession potential leaders within the • Retain high-potential employees to reduced external hiring costs for
Planning organization. • Prepare for key position vacancies senior roles.

2024 Edition 21
 Frameworks
Employee Relations Maturity Model

The Employee Relations Maturity Model provides a structured approach for organizations to assess and develop their employee relations
practices, progressing from reactive compliance to a transformative culture of employee engagement and alignment with organizational values.

Stages in assessing the organization's current level of employee relations:

Reactive Responsive Proactive Predictive Transformational

Perspective​ Objective​
The organization addresses ER issues only when they
Reactive
arise, focusing on compliance and legal requirements.
Organizations begin to recognize the need for employee
Responsive
engagement and start to implement basic ER policies.
ER becomes a strategic priority, with structured policies
Proactive aimed at preventing issues and building strong
relationships.
The organization uses data and insights to anticipate ER
Predictive
issues, taking a holistic approach to employee well-being.
ER practices are fully integrated into the organizational
Transformational culture, with employees actively engaged and aligned with
organizational values.

2024 Edition 22
 Frameworks
Positive Industrial Relations Framework

This framework focuses on building a harmonious and productive relationship between management and employees, prioritizing collaboration
over conflict. Key elements of this framework are:

Elements Objective Application

Foster mutual trust between management

Hold regular meetings and communicate
Trust and employees through transparency and
openly about organizational changes.
consistent communication.

Develop open, two-way communication Implement feedback mechanisms such as

Communication channels where both management and surveys, suggestion boxes, and regular
employees feel heard. check-ins.

Ensure that employees feel respected Encourage managers to recognize and

Respect
and valued for their contributions. appreciate employees’ efforts.

Involve employee representatives in

Promote joint problem-solving and
Collaboration policy-making and problem-solving
decision-making where possible.
committees.

Provide resources that help employees

Offer training programs and mentorship
Supportive Environment feel supported in their roles, such as
opportunities to enhance employee skills.
training and professional development

2024 Edition 23
Employee Experience
Change Management
& Engagement

24
 Frameworks
Employee Experience & Engagement
Herzberg’s Two Factor Theory
Herzberg’s Two-Factor Theory suggests that certain workplace factors lead to job satisfaction, while others prevent dissatisfaction. Both
are necessary for a productive workforce

Hygiene Factors: Essential for basic satisfaction, prevent dissatisfaction but do not drive motivation

Supervision & Salary and Interpersonal

Company Policies Working Conditions
Management Job Security Relations

Competitive pay and

Clear, fair policies and Supportive, fair Safe, comfortable, and Positive relationships
stable employment
procedures that supervision with open resource-rich with colleagues and
enhance baseline environments.
promote equity. communication. supervisors.
satisfaction.

Motivators: Encourage Employees to go above and beyond

Achievement Recognition Responsibility Growth Advancement

Empowering
Opportunities for Clear career
Opportunities for Regular employees with
personal and progression paths and
accomplishment and acknowledgement of autonomy and
professional promotion
contribution. efforts and successes meaningful development. opportunities.
responsibilities.

2024 Edition 25
 Frameworks
Employee Experience & Engagement
Employee Lifecycle Model

The Employee Lifecycle Model views employee experience as a journey through various stages in the organization. Each stage presents
opportunities to build engagement and improve retention

1 2 3 4 5
Attraction Recruitment Onboarding Development Retention

Initiatives to maintain
Employer branding, Candidate selection,
Continuous learning employee
social media interviews, and hiring, Orientation, training,
opportunities, career satisfaction, such as
presence, and job including setting and integration into
growth, and rewards, feedback,
listings attract realistic job the team and culture
mentorship. and engagement
potential candidates expectations
activities.

Application

Provide resources for

Offer a structured
Develop a strong, professional Conduct regular
Make recruitment onboarding program
positive employer development, skill- surveys and offer
transparent, inclusive, with mentoring and
brand that reflects the building, and clear rewards and
and aligned with support to ensure
organization’s values paths for growth recognitions to keep
company culture employees feel
and benefits within the employees motivated
welcomed & prepared
organization

2024 Edition 26
Culture & Change
Leadership Management

27
 Frameworks
Culture & Leadership
Cultural Web Model
The Cultural Web Model, developed by Gerry Johnson and Kevan Scholes in 1992, is a framework that helps to analyze a company's culture in
the scope of organizational development and define the paradigm- lived experience of employees- of an organization.

It explores different elements of a company and how these can shape people's experiences working for them.

Stories Control Systems

Narratives about the company's Performance metrics and rules
Stories past reinforce its values and maintain standards and motivate
culture, helping employees align desired outcomes. It is associated
with its identity. These stories often with performance management, be
highlight company's core values it rewards, quality control, bonuses

Control Rituals &

Systems Routines
Rituals & Routines Power Structures
Daily practices shape norms, Executives or groups hold
showing what behaviors are authority, often embodying core
Cultural Web rewarded or avoided within the cultural values and impacting
organization. These basically strategic choices. This tells us
reflect acceptable behavior and about certain people who influence
employee expectations at work company the most.

Org.
Symbols
Structure
Symbols Organizational Structure
Logos, dress codes, and office The hierarchy impacts
Power setups convey the company's collaboration, innovation, and who
Structure image and values both internally holds decision-making authority.
and externally. It’s related to With 2 key elements (org. chart
employer branding & shows how a and high influence in decision-
co. visually influences its people making), it reveals about a firm.

2024 Edition 28
 Frameworks
Culture & Leadership
Situational Leadership Model (1/2)

The Situational Leadership Model, also called the Hershey-Blanchard model, suggests that no single leadership style is better than
another. Instead of focusing on workplace factors, the model suggests that leaders should adjust their techniques to their employees' abilities.

• It focuses on tailoring your management style to the maturity level

of the employees you’re addressing.

• The four maturity levels are low, moderate low, moderate high,
and high maturity.

• There are 4 primary leadership styles that can be expressed as

an outcome of different levels of task/directive behavior and
relationship/supportive behavior.

Maturity Levels:

Low Maturity (M1) - Group members lack the knowledge, skills, and willingness to complete the task.
Medium Maturity (M2) - Group members are willing and enthusiastic but lack the ability.
Moderately High Maturity (M3) - Group members have the skills & capability to complete the task but are unwilling to take responsibility
High Maturity (M4) - Group members are highly skilled and willing to complete the task.

2024 Edition 29
 Frameworks
Culture & Leadership
Situational Leadership Model (2/2)

The 4 Leadership Styles – Telling, Selling, Participating, Delegating

Telling (S1): The leader directs exactly what to do and how to do it, Advantages Limitations
with minimal input from others

Complexity in
Adaptability: Leaders can
Selling (S2): The leader actively persuades and explains ideas to Application: Constantly
adjust their style based on
engage the team and gain buy-in. assessing and adapting
team needs and situations,
styles can be challenging
improving effectiveness.
and time-consuming.

Participating (S3): The leader reduces direction, encouraging team

members to contribute ideas and participate in decision-making.
Requires Skilled Leaders:
Higher Productivity: By
Leaders must be highly
aligning leadership style
Delegating (S4): The leader takes a hands-off approach, entrusting self-aware and skilled to
with team readiness, it can
team members with decisions and responsibility. implement each style
lead to greater productivity
effectively.

Matching Styles and Levels: Improved Inconsistency Risk:

Communication: Leaders Frequent style changes
Low Maturity – Telling (M1->S1) engage in varied may confuse team
Medium Maturity – Selling (M2->S2) communication styles, members or reduce
Moderately High Maturity – Participating (M3->S3) increasing clarity and trust. cohesion.
High Maturity – Delegating (M4->S4)

2024 Edition 30
 Change
Workforce Planning Management

31
 Frameworks

Strategic Workforce Planning Framework (1/2)

Strategic workforce planning enables HR and business leaders to identify and anticipate their workforce needs and challenges and take
action to ensure the organization is prepared to succeed not only today but in the future.

Objective of framework: Having the right people in the right roles at the right time, to meet the longer-term strategic objectives of the
organization. It also aims to optimize costs by preventing overstaffing and ensuring that the organization can always deliver on business
objectives by limiting the risk of understaffing.

Criteria of Strategic Workforce Planning

Right Size Right Shape Right Cost Right Agility

• Goal Alignment: Ensures workforce strategy • Cost Efficiency: Reduces overstaffing and
supports long-term goals. attrition costs.

• Demographic Preparation: Addresses workforce • Flexibility: Enhances agility to adapt to

aging and skill gaps. industry shifts.

• Future Readiness: Anticipates and plans for • Talent Management: Builds a pipeline of
organizational changes.. skilled employees.

• Risk Reduction: Mitigates risks of understaffing • Future Readiness: Anticipates and plans
and skill shortages. for organizational changes.

2024 Edition 32
Frameworks

Strategic Workforce Planning Framework (2/2)

Framework for SWP

Market, Product Workforce

and Competition Organizational
Quantity and HR strategy
Analysis Strategy
Quality

Underlying Principles of the SWP Framework SWP Models

Alignment with Long Term Goals HCI Model

Strategic workforce planning is closely tied to It emphasizes strategic workforce planning by aligning
achieving the organization’s long-term objectives talent strategies with organizational goals. It focuses on
areas like talent acquisition, development, and retention to
maximize workforce effectiveness and drive long-term
Prioritizing Impactful Roles
success.
Focuses on critical roles that contribute the most to
success, following the 80/20 rule where 20% of efforts OPM's Workforce Planning Model
yield 80% of results.

It is a model that focuses on five steps: setting strategic

Future-Focused Decision-Making direction, analyzing the workforce, developing action plans,
implementing strategies, and monitoring progress to ensure
Emphasizes strategic, forward-looking decisions,
that staffing aligns with both current and future demands
ensuring the workforce remains adaptable to evolving
organizational needs.

2024 Edition 33
Organisation Design
Change Management
& Effectiveness

34
 Frameworks
Organization Design & Effectiveness
Galbraith's Star Model
Star Model framework for organization design is the foundation on which a company bases its design choices. The framework consists of a
series of design policies controllable by management and can influence employee behavior.

• Structure: Determines the

placement of power and authority in
Strategy: It sets out the basic direction of the
the organization.
company; delineates the products or services
• Specialization: type and
to be provided, the markets to be served, and
numbers of job specialties
the value to be offered to the customer. Strategy • Shape: number of people
Direction constituting the departments at
each level of the structure
• Distribution of power: centralization
or decentralization; movement of
People: Align goals of the
power to the department dealing
employee with the goals of the
organization. It defines policies
People Structure directly with the issues critical to its
Skillset Power mission
regulating salaries, promotions,
• Departmentalization: basis for
bonuses, profit sharing, stock
forming departments at each level of
options, and so forth.
the structure such as functions,
products, workflow processes.

Rewards: Defines human resource Rewards Processes Processes: Vertical processes allocate
policies of recruiting, selection, rotation, Motivation Information the scarce resources of funds and talent.
training, and development which produce Horizontal processes, are designed
the talent required by the strategy and around the workflow.
structure of the organization.

2024 Edition 35
 Frameworks
Organization Design & Effectiveness
Nadler-Tushman Congruence Model (1/2)
The Nadler-Tushman Congruence Model is used to identify the problems around performance and how to address them to improve that
performance. Its concept is based on the idea that a company will only be successful if its components align and work together.]

Transformation Process

Inputs
1. Environment: External factors that influence the
organization Culture
2. Resources: Internal assets available to the Inputs Outputs

Strategy
organization
3. History: Established culture, values, practices, and Environmental Work Structure Organizational
Resources Group
experiences that shape current operations and History Individual
influence decision-making
4. Strategy: Mission, vision, and goals that drive the People
overarching approach

Feedback

Components of the System

The core of the model lies in analyzing the fit between
these internal components:
• Work: Various tasks performed by the employees
Outputs
• People: Workforce in the organization
• Individual: Job satisfaction, performance, and engagement levels
• Structure: Formal aspects of an organization, like
of employees.
procedures, policies, processes, and other
• Group: Productivity and effectiveness of teams or departments.
business functionalities
• Organizational: Overall performance, including profitability, market
• Culture: Vision, values, purpose, working styles,
share, and growth.
and behaviors in and of the organization

2024 Edition 36
 Frameworks
Organization Design & Effectiveness
Nadler-Tushman Congruence Model (2/2)
The Nadler-Tushman Congruence Model is used to identify the problems around performance and how to address them to improve that
performance. Its concept is based on the idea that a company will only be successful if its components align and work together.]

Applying the Congruence Model within an organization

Conduct an audit of each component on its own through each of the four sections, Work, People, Culture,
1 Structure, and map out the different attributes of each one.

2 Consider how well the four elements interact with each other: 4. Work and People
1. Culture and Work • Are the necessary skills present for the work to be done?
• How does the culture impact the work that happens • Do people understand the work and how it fits into the
and vice-versa? strategy?
2. Culture and Structure 5. Work and Structure
• Is the culture aligned with the structure? • Are there processes in place to effectively complete the work?
• How would another structure align? • Is there a better structure that will complement the work?
3. Culture and People 6. People and Structure
• Do people agree on the culture? • Is company’s structure designed to meet needs of the people?
• Are new hires aligned with the culture? • Does the structure work for the different teams?

Develop Congruence
3 Compare the notes from Step 2 and decide what changes are needed to each of the four areas to get
them working together well.

2024 Edition 37
Performance
Change
Management Management

38
 Frameworks
OKRs (Objectives and Key Results)

An OKR is a goal-setting framework that helps organizations define and track ambitious goals. This framework pairs the company-level
objectives to achieve with the key results to measure progress—goals are tied to team’s day-to-day work.

OKR stands for "objectives and key results," and the framework consists of two main components:

Objectives are clear, aspirational goals that define what you want to achieve—increase brand awareness, create the lowest
carbon footprint in your industry, that sort of thing.

Key results are specific, measurable outcomes that indicate progress towards achieving the objective—drive one million web
visitors, ensure one-quarter of your product’s material is compostable, and so on.

Setting effective OKRs

Limit the number of objectives (3-5 objectives per level) to focus on what matters the most

Assign key result owners for tracking progress to promote accountability & ownership at all levels

Propose clear metrics to track progress and use a mix of quantitative and qualitative KRs to ensure a
balanced approach to performance management

Check in regularly to track progress, and address obstacles to keep milestones and objectives top of mind

Connect OKRs to the team's daily workflow for goals to stay visible and actionable

2024 Edition 39
 Frameworks
Performance Distribution Assessment

The Performance Distribution Assessment is a method used to analyze and categorize employee performance levels across an organization.
A well-executed performance distribution assessment aids in understanding team dynamics, aligning performance with strategic goals, and
identifying areas where additional training or support may be needed.

Set Performance Criteria: Analyze Distribution:

1 4
• Establish clear performance standards Define • Evaluate the % of employees in each performance
competencies, objectives, and key results that align with category.
the company’s mission. • Identify trends, such as a high number of
underperformers in a particular department

2 Collect Data on Performance: 5 Develop Action Plans:

• Use quantitative and qualitative metrics to gather data on
• Based on performance levels provide opportunities
individual and team performance.
to advance or improve through career advancement,
• Implement performance reviews, 360-degree feedback, or
feedback on potential growth areas, mentoring, or
self-assessments
performance improvement plans.

3 Segment Performance Levels: 6 Review and Adjust:

• High Performers • Regularly assess performance distribution to adjust
• Meets Expectations strategies and ensure alignment with evolving
• Underperformers organizational goals.

2024 Edition 40
Emerging Change
Topics Management

41
 BCG – Culture and Change Management tools and solutions

BCG’s culture and change experts are supported by an array of proprietary solutions: cutting-edge applications of AI, deep learning, and
advanced analytics that ensure lasting performance improvements. Here’s some of our toolkit.

Momentum Meter - Research has found that people’s attitude toward change is influenced by two factors. The first is confidence, or
individuals’ belief in their ability to succeed. The second is mental capacity, or their bandwidth to complete complex tasks. These factors
shift over time—often rapidly—and are affected by what is happening in their work life and personal life. Our meter is a weekly pulse
check, supported by powerful analytics, that examines employee sentiment during periods of change and that provides insights that
spark timely and precise interventions.

OrgVantage - The best starting point for transformation is knowing where you stand—and where change matters most. A holistic
diagnostic, this tool assesses organizational effectiveness and helps companies zero in on advantages that can boost performance and
engagement. It efficiently diagnoses, analyzes, and roadmaps meaningful organization improvement opportunities for large-scale
transformations.

KEY Impact Management by BCG X - Ready, Willing, Able - Employees are Transformation Academy - Developed
Through configurable dashboards— the lifeblood of transformation, which by BCG change management
connecting organizational data to makes it crucial to know their sentiment consultants and transformation experts,
advanced analytics tools—this tool towards change. This survey helps this online and live learning program is
facilitates fast, data-driven decision companies understand how ready, tailored for each client and uses real
making. Used across all levels of an willing, and able their workforce is to case studies to ensure transformation
enterprise, it helps ensure value delivery adapt successfully. best practices.
and true P&L impact.

To read more : https://www.bcg.com/capabilities/organization-strategy/culture-change-management

2024 Edition 42
 Change
Case Interviews Management

43
 HR | Change management | Accenture | ★

Covid Outbreak
We're facing a potential COVID-19 outbreak. How would you approach a campus-wide evacuation and routing people to separate safehouses
using a change management framework?

Change management
framework

Sustain &
Strategy
Assessment Implementation preparation Execution monitor
development
(feedback)

Train agents Develop

Stakeholder Defining vision – Establish Phased plan – Risk Resistance
– students support Decide KPIs
analysis – health evacuate to a change materials screenings, Prioritization redressal
and teacher transportation,
authorities safe house network volunteers tracking
Clear Evacuation
Impact Set up communication trackers for
assessment Develop strategy tracking students and
– create system faculty separately
emergency
response team Involving all
Time for and develop stakeholders
Communication
evacuation (most protocols effectiveness – Measure
crucial) effectiveness of
SMS/Email/Soci
al media + 24/7 communication
via surveys
Implementation hotline
roadmap –
phased
evacuation
schedule

Case recommendations
▪ Looking at student and faculty aspects is important
▪ Having a plan to address resistance and challenges beforehand is beneficial.

Case tips
▪ This case checks your ability to apply knowledge in a structured way..

2024 Edition 44
HR | Change management | Accenture | ★

Covid Outbreak
We're facing a potential COVID-19 outbreak. How would you approach a campus- Lastly, how would you measure the success of this evacuation?
wide evacuation and routing people to separate safehouses using a change
management framework? We'd look at several KPIs:
1. Evacuation completion rate within our set timeframe
I'd break it down into five key phases: assessment, planning, preparation, 2. Number of COVID-19 cases prevented
execution, and follow-up. 3. Percentage of students safely relocated
4. Student and staff satisfaction ratings
Walk me through each phase briefly. 5. Time taken to establish remote learning
6. Effectiveness of our communication (measured by surveys)
Certainly
• Assessment: We'd quickly evaluate the risk with health authorities and decide Thank you for this concise overview. Your approach seems both thorough and
on full or partial evacuation. Time is crucial here. practical.
• Planning: We'd form an emergency response team, identify safe houses, and
create a phased evacuation schedule. We'd also plan transportation and
develop safety protocols.
• Preparation: This involves securing resources like PPE, preparing evacuation
kits, and setting up a student tracking system. We'd also train staff and
volunteers on procedures.
• Execution: We'd implement the phased plan, manage transportation, conduct
health screenings, and maintain real-time tracking.
• Follow-up: Post-evacuation, we'd establish remote learning, provide mental
health support, and continuously monitor student health.

How would you handle communication during this process?

We'd use a multi-channel approach - emails, SMS, social media, and campus
alerts. We'd set up a 24/7 hotline and prepare FAQs. Clear, frequent updates are
vital to prevent panic and ensure compliance.

What's your strategy for prioritizing student evacuation?

We'd prioritize based on risk levels. For instance:

1. Students with known health vulnerabilities
2. Those in high-density housing like dorms
3. Off-campus students in shared housing
4. Students with private accommodations

How would you address potential resistance from students or staff?

We'd focus on transparent communication about the risks and the rationale behind
our decisions. We'd also:
1. Involve student representatives in the planning process
2. Address specific concerns like academic continuity and financial implications
3. Provide clear information on support services available during/after evacuation
Empathy and clarity are key here.
2024 Edition 45
 HR | Change Management | Accenture | ★★

Retail bank software transition

A major retail bank is transitioning to a cloud-based system. What are three key people-related challenges they might face?

Background Information Challenges in

Transition
▪ Client – Accenture
▪ Location/Geography – India
Resistance to Concerns about
change from Skills gap in cloud
technology job security
employees

Lack of cloud
Comfort with existing expertise among Roles might
processes
current IT staff​ become redundant​

Fear of the unknown Current skills may

Need for new roles become obsolete​

Perceived increase
in workload Potential shortage New cloud-savvy
of cloud-skilled employees might
professionals replace them
Scepticism about
benefits of cloud
technology Rapid evolution of Restructuring could
cloud technologies lead to layoffs​

Case recommendations
▪ Explain the benefits and involve employees in the transition process.
▪ Highlight new career paths and retraining opportunities.

Case tips
▪ Address both employee and organizational needs.
▪ Address resistance to change first to set a foundation, followed by skill-building and communication around job security to support smooth adoption.

2024 Edition 46
HR | Change Management | Accenture | ★★

Retail bank software transition

A major retail bank is transitioning to a cloud-based system. What are three key To address these concerns, I'd suggest:​
people-related challenges they might face?
• Transparent communication about the impact on roles​
The main challenges I foresee are:​ • Clearly defined career paths in the new cloud-based structure​
1. Resistance to change from employees • Retraining opportunities for at-risk employees​
2. Skills gap in cloud technology • Emphasizing how cloud skills enhance employability​
3. Concerns about job security​
How would you prioritize addressing these challenges?​
Let's start with resistance to change. Can you elaborate?​
I'd prioritize them as follows:​
Certainly. Many bank employees, especially those who've been with the institution 1. Resistance to change: This needs immediate attention as it can derail the
for years, are accustomed to legacy systems. They may resist the cloud transition entire project.​
due to:​ 2. Skills gap: This is crucial for successful implementation and should be
• Comfort with existing processes​ addressed early.​
• Fear of the unknown​ 3. Job security concerns: While important, this can be managed alongside the
• Perceived increase in workload during transition​ other challenges through effective communication and planning.​
• Skepticism about the benefits of cloud technology​
Can you give an example of a specific initiative to address one of these challenges?​
To address this, I'd recommend:​
• Clear communication about the reasons for change​ Certainly. To address the skills gap, I'd propose a "Cloud Champions" program:
• Involving employees in the transition process​
• Highlighting benefits like improved efficiency and customer service​ • Identify high-potential employees from various departments​
• Providing robust training and support​ • Provide them with intensive cloud training​
• Task them with leading small-scale cloud projects​
Moving to the skills gap. How significant is this challenge?​ • Have them mentor colleagues on cloud technologies​
• Offer incentives for successful knowledge transfer​
It's substantial. Cloud systems require a different skill set compared to traditional
banking IT. Challenges include:​ This approach helps build internal expertise, reduces resistance, and addresses job
security concerns by creating new opportunities.
• Lack of cloud expertise among current IT staff​
• Need for new roles like cloud architects and DevOps engineers​ Thank you for this comprehensive yet concise overview.​
• Potential shortage of cloud-skilled professionals in the job market​
• Rapid evolution of cloud technologies requiring continuous learning

Lastly, let's discuss job security concerns. How might this manifest?​

This is a sensitive issue. Employees might worry that:​

• Cloud automation could make some roles redundant​
• Their current skills may become obsolete​
• New cloud-savvy employees might replace them​
• Restructuring could lead to layoffs​

2024 Edition 47
 HR | Cost Reduction | Accenture | ★★

Addressing steep HR costs in EdTech

An EdTech Company is facing steep HR costs. What would you do to address this issue?

Background Information
▪ Company – An EdTech company
facing high HR costs Cost
Optimization
▪ Location/Geography - Bangalore
Compensation Learning &
Workforce Technology
Cost Analysis Structure Outsourcing Development Monitoring
Optimization Integration
Review Efficiency

Break Down Organizational Non-Core HR

Set targets
HR Costs Structure functions

Benchmarking Employee Mix Partnerships Establish KPIs

Teacher Financial
Analyse ROI Gig Economy
Student Ratio Reviews

Case Recommendations
• The key is balancing cost reduction with maintaining quality. Prioritize initiatives based on impact and feasibility, ensuring we not to compromise core educational
mission.
• Prioritize cuts in areas that don't directly impact core services
• Ensure transparency about the reasons for changes to maintain trust
• Maintain open communication channels for employee feedback

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HR | Cost Reduction | Accenture | ★★
Addressing steep HR costs in EdTech
An edtech company is facing steep HR costs. What would you do to address this Finally, how would you implement and monitor this plan?
issue?
For implementation and monitoring:
I'd approach this with a comprehensive strategy focusing on cost optimization • Develop a phased implementation plan with clear milestones
without compromising the company's core capabilities. • Set specific cost reduction targets for each initiative
• Establish KPIs to measure the impact on both costs and performance
Can you outline your approach? • Conduct regular financial reviews to track progress
• Be prepared to adjust strategies based on results and feedback
Certainly. I'd break it down into these key steps:
1.Cost Analysis How would you ensure these cost-cutting measures don't negatively impact the
2.Workforce Optimization company's performance?
3.Compensation Structure Review
4.Technology Integration That's a crucial point. I'd:
• Regularly monitor key business metrics like customer satisfaction and revenue
5.Outsourcing and Partnerships • Maintain open communication channels for employee feedback
6.Learning and Development Efficiency • Prioritize cuts in areas that don't directly impact core services
7.Implementation and Monitoring • Reinvest some savings into high-potential areas for growth
• Ensure transparency about the reasons for changes to maintain trust
Let's start with cost analysis. What would this involve?
This strategy seems well-rounded. Any final thoughts on implementation?
In the cost analysis phase, I'd:
• Break down HR costs by category (salaries, benefits, training, etc.) The key is balancing cost reduction with maintaining quality. I'd prioritize initiatives
• Identify high-cost areas and potential inefficiencies based on impact and feasibility, ensuring we don't compromise our core educational
• Benchmark against industry standards mission.
• Analyze the ROI of different HR functions Excellent, we can close the case now.
• Assess the impact of costs on overall company financials
This gives us a clear picture of where to focus our efforts.

How would you approach workforce optimization?

For workforce optimization, I'd:

• Review the organizational structure for redundancies
• Assess the mix of full-time, part-time, and contract workers
• Implement a hiring freeze for non-critical positions
• Consider a voluntary separation program if necessary
• Optimize teacher-student ratios in online classes

We can leave out compensation and technology, help me understand what role
does outsourcing play in your strategy?

For outsourcing and partnerships:

• Identify non-core HR functions that can be outsourced
• Partner with specialized edtech service providers for content creation
• Explore shared services models for back-office functions
• Consider outsourcing recruitment for entry-level positions
• Evaluate gig economy platforms for project-based work

2024 Edition 49
 HR | Operations | Accenture | ★★

Accenture's Innovative Return to Office Strategy

Accenture has been working from home due to COVID-19 but wants to shift back to the office now. How would you approach this transition?
Don’t answer in a change management framework, let’s approach this innovatively.

Background Information
Return to Office
▪ Client – Accenture
▪ Location/Geography – India
Purpose Driven
Approach

Scheduling and Fairness and Success

Redesign Office Company Culture Challenges
Office Utilisation Inclusion Measurement

Dynamic
Collaboration Digital to include
Scheduling based Culture days Utilisation Mindset
Zones all
on needs

Stipend for home Effectiveness

Innovation Zones Communication
set-ups Scores

Social Hubs Co-working space Output

Employee Well-
being

Work-life
integration

Case recommendations
▪ Look at the case from both employee and company perspective.

Case tips
▪ This case checks your ability to apply knowledge in a structured way.
▪ The key here was to be calm as this was an unconventional case with no predefined structure.

2024 Edition 50
50
HR | Operations | Accenture | ★★

Accenture's Innovative Return to Office Strategy

Accenture has been working from home due to COVID-19 but wants to shift back We'd look at new metrics: purpose-driven office utilization, collaboration
to the office now. How would you approach this transition? Don’t answer in a effectiveness scores, and innovation output. We'd also track employee wellbeing
change management framework, let’s approach this innovatively. and work-life integration, not just productivity.

I'd propose a "Purpose-Driven Office" strategy. Instead of a blanket return-to-office Any potential challenges you foresee?
policy, we'd redefine the office's role in Accenture's work ecosystem.
The main challenge will be shifting mindsets - both for leaders who might prefer
Interesting. Can you elaborate on this Purpose-Driven Office concept? traditional office setups, and employees who might be hesitant to come in at all.
Clear communication about the benefits and purpose of this new model will be
Certainly. The idea is to make the office a destination for specific purposes: crucial.
collaboration, innovation, and culture-building. We'd redesign spaces for these
activities, while routine individual work could still be done remotely. Thank you for this innovative approach. It certainly gives us a lot to consider for
Accenture's return to office strategy.
That's a fresh perspective. How would you implement this?
Thank you for the opportunity. I believe this purpose-driven approach could
We'd start by categorizing work activities into "remote-first" and "office-optimal." position Accenture as a leader in the future of work.
Then, we'd redesign office spaces into collaboration zones, innovation labs, and
social hubs. Employees would come to the office for specific purposes - team
brainstorming, client meetings, or mentorship sessions.

How would this affect scheduling and office utilization?

We'd implement a dynamic scheduling system. Teams would book spaces based
on their needs - maybe a two-day innovation sprint or a weekly collaboration
session. This approach optimizes office use and gives employees clear reasons to
come in.

Interesting. What about maintaining company culture in this model?

Culture-building would be intentional. We'd create "culture days" - regular events

where teams come together for learning, celebration, or community service. This
makes culture tangible and experiential, rather than something that just happens
by being in the same space.

How would you ensure fairness and inclusion in this model?

Great question. We'd implement "digital-first" practices for all meetings, ensuring
remote participants are fully included. We'd also provide stipends for home office
setups and local co-working spaces, ensuring all employees have access to
professional work environments.

This is quite different from traditional approaches. How would you measure its
success?

2024 Edition 51
HR | Accenture | ★★
Strategic Options for Addressing Unfilled Billable Positions
I’d start by framing the issue through a scenario analysis to explore different Solid analysis! After evaluating these factors, what strategic options would you
strategic options. This involves identifying key factors affecting recruitment and recommend?
evaluating potential paths forward.
Based on the findings, I’d consider several strategies:
Interesting. What key factors would you consider in this scenario analysis? 1. Aggressive Hiring Campaign: If demand is high, ramping up recruitment
efforts and offering competitive packages can attract top talent quickly.
I’d focus on three main factors: market demand, employee skills, and recruitment 2. Upskilling Programs: If skill gaps are identified, investing in training for current
processes. Understanding client needs and how they might evolve will help shape employees can enhance their capabilities and job satisfaction.
our recruitment strategy. Additionally, we need to assess the skill sets of our 3. Flexible Work Options: Introducing remote or hybrid work could widen our
current workforce and how they align with open positions. talent pool, making us more attractive to candidates.
4. Improved Employer Branding: Strengthening our brand as an employer of
That makes sense. How would you evaluate the impact of these factors? choice can help attract more candidates, especially in a competitive market.

I’d categorize them into high-impact and low-impact scenarios. For example, if Those are well-rounded strategies. Any thoughts on potential challenges in
client demand is expected to rise, we need to aggressively fill positions. implementing these options?
Conversely, if market conditions are uncertain, we might prioritize upskilling our
current employees to maintain flexibility. One challenge could be resource allocation; for instance, aggressive hiring
requires a robust onboarding process to avoid overwhelming the HR team.
I like that approach. Let’s dive deeper into market demand. How would you assess Additionally, aligning upskilling programs with actual business needs is essential
that? to ensure we’re investing in the right areas.

Absolutely, aligning with business needs is critical. Thank you for this thoughtful
I’d analyze historical client demand trends, looking at seasonal fluctuations and
analysis. Your strategic approach provides a clear framework for addressing the
growth projections. Surveys and interviews with key clients can provide insights
unfilled billable positions.
into their future needs. This data would help us forecast the urgency of filling those
positions.

Great point. Now, regarding employee skills, what specific assessments would you
conduct?

I’d conduct a skills inventory assessment, comparing the capabilities of our current
workforce against the requirements of open positions. This could involve surveys,
performance reviews, and feedback from managers. Identifying critical skill gaps
will help us determine whether to hire externally or upskill internally

And what about recruitment processes? How would you evaluate and improve
them?

I’d map out the current recruitment process, identifying bottlenecks and
inefficiencies. Key metrics like time-to-fill, candidate dropout rates, and feedback
from recent hires would be crucial. Streamlining the hiring process and improving
the candidate experience can significantly enhance our ability to fill positions
quickly.

2024 Edition 52
 HR | EVP | Zomato | ★★

EVP Case – Developing an Employee Value Proposition for Zomato

Imagine Zomato, you know, the food delivery app, is struggling to keep their best people and attract new talent. They've come to us for help in
creating a solid Employee Value Proposition, or EVP. How would you tackle this?

Background Information Zomato employer

branding
▪ Client – Zomato
▪ Location/Geography – India
EVP framework

Research and data Implementation

Competitive analysis .EVP development Evaluation Refinement
gathering strategy

Conducting Identify Zomato's

Align HR policies Communication
employee surveys unique strengths

Organizing focus Craft a concise EVP

groups statement Train Managers

Analyze exit Integrating the EVP

Ensure alignment
interviews into recruitment
materials

Launch an internal
communications
campaign

Case recommendations
▪ Look at the case from only company perspective.

Case tips
▪ You can clarify with the interviewer how to structure the EVP framework in case you’re unable to structure.
▪ The key here was to be calm as this was an unconventional case with no predefined structure.

2024 Edition 53
HR | EVP | Zomato | ★★

EVP Case – Developing an Employee Value Proposition for Zomato

Imagine Zomato, you know, the food delivery app, is struggling to keep their best
Interesting approach. But here's the million-dollar question – how would you
people and attract new talent. They've come to us for help in creating a solid
actually put this EVP into action? It's one thing to have a fancy statement, but
Employee Value Proposition, or EVP. How would you tackle this?
making it real is a whole other ball game.
Thank you for the opportunity. To address this challenge, I'd like to break it down
For implementation, I'd recommend:
into several steps. May I take a moment to outline my approach?
• Aligning HR policies and benefits with the EVP
Of course, go right ahead. • Training managers on how to embody and communicate the EVP
• Integrating the EVP into recruitment materials and processes
Great. I'd suggest a five-step approach: • Launching an internal communications campaign to reinforce the EVP
1. Research and data gathering 2.Competitive analysis 3.EVP development
4.Implementation strategy 5.Evaluation and refinement You’re good to go. Let’s close this
Would you like me to elaborate on each step?

Absolutely. Walk me through your thinking. What's first on your list?

For the first step, research and data gathering, I'd propose:
• Conducting employee surveys to understand current satisfaction levels
• Organizing focus groups to gain deeper insights
• Analyzing exit interviews to identify pain points
Does this align with what you had in mind?

That's a good start. But let's dig a little deeper. How would you make sure people
are being honest? You know how it is – sometimes folks are hesitant to speak up.

To ensure honest feedback, I'd recommend:

• Using anonymous surveys
• Engaging an external facilitator for focus groups
• Assuring confidentiality in all communications
• For the competitive analysis, I'd suggest:
• Researching benefits and culture at other food tech companies
• Analyzing glassdoor reviews of competitors
• Identifying industry benchmarks for compensation and benefits
This is how I’m able to think at the moment. Is there any specific area you'd like
me to focus on here?

No, that covers the bases pretty well. Let's move on to the next part – developing
the actual EVP. What would you include in that?

For EVP development, I'd focus on:

• Identifying Zomato's unique strengths based on the research
• Crafting a concise EVP statement that encapsulates these strengths
• Ensuring the EVP aligns with Zomato's mission and values
For example, the EVP might emphasize Zomato's innovative culture, growth
opportunities, and impact on transforming the food industry.
2024 Edition 54
 HR | Operations | Accenture | ★
Promotion Dilemma Case – Choosing the Right Candidate for Promotion
Imagine you’re the HR lead at a company facing a promotion decision between two high-performing employees. Employee 1 has a strong
performance record (8/10) and strictly adheres to rules, though they can be somewhat rigid. Employee 2 is a top performer (10/10), innovative,
and gets results, but occasionally bends the rules to make things happen. Which employee would you promote, and how would you approach the
decision?

Case recommendations:

Decision to promote between • Analyze the Current Process

Employee 1 and Employee 2 • The current promotion process considers performance,
cultural fit, and role alignment but lacks standardized
criteria and scenario testing.
• Identify Opportunities for Improvement
• Create a Framework: Standardize criteria for evaluating
role fit, adaptability, and long-term growth potential.
Hierarchy or Adhocracy • Gather Feedback: Include input from relevant teams for
a more holistic view
• Monitor Results
• Track Success Metrics: Assess performance, team
cohesion, and role fit after promotion.
• Gather Ongoing Feedback: Collect input from promoted
employees and their teams.
Access specific requirements of Employee 1 fits • Refine as Needed: Adjust the framework based on
the role Hierarchy feedback and outcomes.

2024 Edition 55
HR | Operations | Accenture | ★

Promotion Dilemma Case – Choosing the Right Candidate for Promotion

Imagine you’re the HR lead at a company facing a promotion decision between : Yes, I would also assess the potential challenges of each approach. For
two high-performing employees. Employee 1 has a strong performance record instance, promoting Employee 2 in a hierarchical culture might create friction if
(8/10) and strictly adheres to rules, though they can be somewhat rigid. Employee their rule-bending tendencies clash with other teams or processes. On the other
2 is a top performer (10/10), innovative, and gets results, but occasionally bends hand, promoting Employee 1 in an innovative environment might restrict flexibility
the rules to make things happen. Which employee would you promote, and how and creative problem-solving. Ultimately, I would make a final decision based on
would you approach the decision? both the specific role requirements and the broader organizational culture, as well
as considering any support or training that could help the promoted employee
I would start by analyzing the organization’s culture and the requirements of the align with the role’s needs.
specific role we’re looking to fill. According to the Competing Values Framework,
there are different organizational cultures—such as Hierarchy and Adhocracy— That’s a comprehensive approach. Thank you for sharing your insights on this
that emphasize distinct values, which can affect employee alignment and decision-making process. Let’s close this.
effectiveness in different ways.

Interesting. How does each employee align with these cultural types?

Based on their behavior, Employee 1 appears to fit into a Hierarchy culture type,
which values stability, control, and consistency. This employee’s adherence to
rules and structure makes them a strong candidate for roles that require strict
compliance and stability. On the other hand, Employee 2 aligns more with an
Adhocracy culture type, which emphasizes innovation, flexibility, and risk-taking.
This employee’s tendency to use jugaad and work outside traditional methods
shows a willingness to take creative approaches, making them a potential fit for
roles that reward adaptability and problem-solving.

That makes sense. How would you evaluate the decision based on the role’s
requirements?

If the role is in a department where consistency, control, and risk management are
paramount—like compliance or quality control—Employee 1 would likely be the
ideal candidate. Their rule-abiding nature would support the stability and reliability
needed for these responsibilities. However, if the role requires adaptability,
creative thinking, or a willingness to challenge the status quo—such as in product
development or strategic planning—Employee 2 may be a more effective choice,
as their flexible approach could drive innovative solutions.

Good analysis. What if the company’s culture leans towards one of these types?

If the company operates in a hierarchical culture with an emphasis on structure

and predictability, Employee 1 would better fit the organization’s long-term
objectives and values. Conversely, if the organization values adhocracy and
actively promotes flexibility and innovation, Employee 2 could potentially thrive
more and align with the company’s vision.

Are there any additional factors you would consider before making a decision?

2024 Edition 56
 HR | Job Dilemma | ★★

Keep or Let Go of Top Performer Lacking Required Education

A law firm hires from only one specific top university. A top performer of the company is found to not belong to the said university. What will you
do? Keep him or fire him.

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HR | Job Dilemma | ★★

Keep or Let Go of Top Performer Lacking Required Edu

A law firm hires only from one specific top university. A top performer of the • Adaptability and Growth Potential: If they have shown adaptability and the
company is found to not belong to the said university. What will you do? Keep him potential to grow within the firm, retaining them might align with the firm’s
or fire him long-term goals.

I would start by analyzing the situation through a structured framework, focusing In essence, this individual’s consistent performance can be a strong case for their
on stakeholder analysis, cultural alignment, performance evaluation, and ethical retention, as it shows they align with the firm’s needs beyond educational
and legal considerations. This will help me assess the implications of retaining or background..
terminating the top performer who doesn’t meet the firm’s educational criteria.
That makes sense. What ethical and legal considerations would you take into
That sounds like a thorough approach. Who do you consider the main account here?
stakeholders affected by this decision? Ethically, restricting employment to graduates from a single university could be
The primary stakeholders include the law firm, the specific top university from perceived as exclusionary, which may harm the firm’s reputation for fairness and
inclusion. Legally, the firm should review its policy to ensure it doesn’t
which the firm exclusively hires, the top performer, other employees who are from
inadvertently breach anti-discrimination laws by overly favoring specific
the designated university, clients of the law firm, and society at large. Each of educational backgrounds. Retaining the employee could demonstrate a
these groups has a vested interest in the outcome of this decision, as it impacts commitment to merit-based hiring and inclusivity, aligning the firm with modern
workplace culture, consistency in hiring practices, and the firm’s reputation for workplace values and reducing potential legal risks.
diversity and inclusion.
That’s a good point. So, based on these factors, what options would you
Interesting. How would you evaluate the cultural fit of this employee, especially recommend?
given the firm’s exclusive hiring policy?
I would recommend two primary options:
The firm’s exclusive hiring policy indicates a Hierarchical culture, emphasizing •Option 1: Retain the Top Performer – If the firm’s hiring policy allows for
control, stability, and uniformity. Such a culture likely values consistency in flexibility, retaining this employee could set a positive precedent for valuing high
employee background to maintain predictability. However, if the top performer performance over rigid educational criteria. It also supports diversity and
demonstrates strong adaptability and excels within this structure, they may already inclusion, which are important in today’s competitive work environment.
align with the firm’s operational needs despite their different educational •Option 2: Terminate the Top Performer – If the policy is rigid and legally binding,
background. Furthermore, this individual could bring fresh perspectives that the firm may decide to terminate the employee.
support an Adhocracy culture, adding flexibility and innovation, which may help the That’s a comprehensive approach. Thank you for sharing your insights on this
firm tackle evolving challenges. decision-making process. Let’s close this.

I see. And how would this employee’s performance and role impact your decision?

Evaluating the top performer’s contributions is crucial. If they consistently meet or

exceed performance expectations, it suggests they add significant value, justifying
potential flexibility in the firm’s hiring policy. I would consider factors like:
• Track Record of Success: If their performance is exceptional, it highlights their
ability to contribute positively despite educational differences.
• Unique Skills or Perspective: Their non-traditional background might provide
unique insights or skills that are absent in employees from the designated
university.

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 HR | Operations | ★★

Process Optimization Case – Reducing Patient Waiting Times

A hospital faces challenges in reducing patient waiting times, currently averaging over 45 minutes. The goal is to lower the waiting time to a
target range of 20-25 minutes. As a consultant, how would you approach optimizing the hospital’s processes to meet this target?

Patient Waiting
Time Optimization Case recommendations:
Strategy

• Analyze the Current Process

• Conduct interviews with hospital
Assessment Process Redesign staff, observe patient flow, and
review data on patient wait times.
• Identify bottlenecks and
inefficiencies in the existing
Collect data on Interview staff and Redesign patient Implement a patient
current patient flow observe processes flow tracking style process.
• Identify Opportunities for
Improvement
Create pathways • Redesign patient flow: Create
Identify bottlenecks for different patient
and inefficiencies types(urgent, separate pathways for urgent care
routine) vs. routine appointments.
• Implement a patient tracking
Streamline system: Track patients' progress
paperwork and
reduce steps and identify delays.
• Simplify processes: Streamline
paperwork or remove unnecessary
Monitoring and steps to reduce wait times.
Implementation
Optimization • Implement Changes
• Collaborate with staff and gain
management support to ensure
Coordinate with Track wait time Adjust processes smooth implementation.
Train staff on new
management for post- based on feedback
procedure
support implementation and data • Monitor Results
• Collect data on patient wait times
post-implementation and adjust
Execute redesigned strategies as necessary
processes

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HR | Operations | ★★

Process Optimization Case – Reducing Patient Waiting Times

A hospital faces challenges in reducing patient waiting times, currently averaging How would you ensure the hospital remains patient-centric through these
over 45 minutes. The goal is to lower the waiting time to a target range of 20-25 changes?
minutes. As a consultant, how would you approach optimizing the hospital’s
processes to meet this target? Could you briefly outline your approach to reducing Putting the patient first means keeping them informed and addressing their needs
patient waiting times at the hospital? directly. We’d make wait times transparent and provide real-time updates on their
status. Additionally, collecting and analyzing patient feedback would help us
Certainly. I would break it down into four phases: Assessment, Process Redesign, make improvements that are truly patient-focused.
Implementation, and Monitoring.
Lastly, how would you measure the success of these initiatives?
Great. Let’s walk through each phase briefly.
I’d measure success with several KPIs, including:
• Reduction in Average Wait Time to within the target 20-25 minutes.
• Assessment: First, I’d evaluate the current process by analyzing data on • Patient Satisfaction scores, collected through surveys and feedback.
patient wait times, interviewing staff, and observing patient flow to identify
bottlenecks and inefficiencies. Thanks, we can close the case here
• Process Redesign: Based on the findings, I’d redesign the flow to reduce
waiting times, which might include creating dedicated pathways for different
patient types, implementing a patient tracking system, and removing
unnecessary steps.
• Implementation: Next, I’d roll out these changes with the support of hospital
staff and management. Clear communication and training for staff would be
essential for smooth execution.
• Monitoring: After implementation, I’d track wait times continuously, assessing
the effectiveness of the changes and making adjustments as needed.

How would you prioritize areas for process improvement?

I’d prioritize based on patient impact and operational efficiency. For example:
• Urgent Care Pathways for patients with severe symptoms.
• Routine Appointments with predictable needs, allowing for faster handling.
• Administrative Efficiency to reduce paperwork and streamline the check-in
process.

How would you handle communication with hospital staff during this process?

Communication is key to buy-in and smooth operations. I’d use a multi-channel

approach: daily briefings, an online communication portal, and regular check-ins to
update staff on progress. I’d also provide training on any new technology or
processes we implement.

How would you utilize technology in this optimization process?

Technology can significantly enhance efficiency. I’d recommend:

• Patient Tracking Systems to monitor patient flow & identify delays real time
• Queuing Systems to manage waiting area flow
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• Automated Alerts to notify staff during delays for them to intervene proactively
HR | Ethics | ★★

HR Ethics Case – Navigating Conflicting Advice on Unethical Deal

A law firm hires only from one specific top university. A top performer of the
In essence, this individual’s consistent performance can be a strong case for their
company is found to not belong to the said university. What will you do? Keep him
retention, as it shows they align with the firm’s needs beyond educational
or fire him?
background.
I would start by analyzing the situation through a structured framework, focusing
on stakeholder analysis, cultural alignment, performance evaluation, and ethical That makes sense. What ethical and legal considerations would you take into
and legal considerations. This will help me assess the implications of retaining or account here?
terminating the top performer who doesn’t meet the firm’s educational criteria.
Ethically, restricting employment to graduates from a single university could be
That sounds like a thorough approach. Who do you consider the main perceived as exclusionary, which may harm the firm’s reputation for fairness and
stakeholders affected by this decision? inclusion. Legally, the firm should review its policy to ensure it doesn’t
inadvertently breach anti-discrimination laws by overly favoring specific
The primary stakeholders include the law firm, the specific top university from educational backgrounds. Retaining the employee could demonstrate a
which the firm exclusively hires, the top performer, other employees who are from commitment to merit-based hiring and inclusivity, aligning the firm with modern
the designated university, clients of the law firm, and society at large. Each of workplace values and reducing potential legal risks.
these groups has a vested interest in the outcome of this decision, as it impacts
workplace culture, consistency in hiring practices, and the firm’s reputation for
That’s a good point. So, based on these factors, what options would you
diversity and inclusion.
recommend?
Interesting. How would you evaluate the cultural fit of this employee, especially I would recommend two primary options:
given the firm’s exclusive hiring policy? • Option 1: Retain the Top Performer – If the firm’s hiring policy allows for
flexibility, retaining this employee could set a positive precedent for valuing
The firm’s exclusive hiring policy indicates a Hierarchical culture, emphasizing
high performance over rigid educational criteria. It also supports diversity and
control, stability, and uniformity. Such a culture likely values consistency in
inclusion, which are important in today’s competitive work environment.
employee background to maintain predictability. However, if the top performer
• Option 2: Terminate the Top Performer – If the policy is rigid and legally
demonstrates strong adaptability and excels within this structure, they may already
binding, the firm may decide to terminate the employee.
align with the firm’s operational needs despite their different educational
background. Furthermore, this individual could bring fresh perspectives that That’s a comprehensive approach. Thank you for sharing your insights on this
support an Adhocracy culture, adding flexibility and innovation, which may help the decision-making process. Let’s close this.
firm tackle evolving challenges.

I see. And how would this employee’s performance and role impact your decision?

Evaluating the top performer’s contributions is crucial. If they consistently meet or

exceed performance expectations, it suggests they add significant value, justifying
potential flexibility in the firm’s hiring policy. I would consider factors like:
• Track Record of Success: If their performance is exceptional, it highlights their
ability to contribute positively despite educational differences.
• Unique Skills or Perspective: Their non-traditional background might provide
unique insights or skills absent in employees from the designated university.
• Adaptability and Growth Potential: If they have shown adaptability and potential
to grow within the firm, retaining them might align with firm’s long-term goals
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 HR | Market Expansion | Beverage Company | ★
HR Case – Expanding a Local Campus Drink to a Citywide Business

A local campus drink with a unique, seasonal fruit-based taste aims to expand citywide, facing challenges in brand loyalty, consumer
preferences, and competitive pricing. The objective is to address these hurdles to achieve successful market growth

Background Information
▪ Client – Beverage Company Constructive Feedback
▪ Location/Geography – India Initiative

Unique Taste & Health-Conscious Competitive Pricing &

Brand Loyalty
Seasonality Customer Cash Burn

Trend towards low-

Consumer’s loyalty to Limited appeal based Skimming pricing
sugar, sustainable
established brands on fruit taste strategy
drinks

Requires strong brand Seasonal availability

Emphasize health High promotional &
awareness and affects year-round
benefits acquisition costs
positioning sales

Case recommendations
▪ Position the drink uniquely to appeal to niche audiences and capitalize on seasonal demand
▪ Highlight health benefits and sustainable practices to attract modern, health-conscious consumers

Case tips
▪ Understand both consumer behavior and market dynamics
▪ Prepare for financial challenges with a balanced marketing approach

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HR | Market Expansion | Beverage Company | ★
HR Case – Expanding a Local Campus Drink to a Citywide Business
A local drink seller on an Indian college campus offers a unique seasonal fruit-
based drink that has been popular for generations. The seller is now looking to
expand citywide. Identify and address the challenges associated with expanding
this niche drink to a broader urban market

The expansion will likely face challenges in terms of brand loyalty, taste
preference, consumer health awareness, and pricing strategy. Each of these
factors will require careful planning to ensure the product resonates with a larger
audience

Could you elaborate on how brand loyalty to existing beverages might impact this
expansion?

Absolutely. City consumers tend to be loyal to established beverage brands they

are familiar with. Convincing them to switch to a new drink, especially one with a
unique flavor, will require strong brand positioning and awareness campaigns to
break through their habitual choices

How would the unique taste and seasonality of the fruit affect market reach?

Since the drink relies on a specific seasonal fruit, it may appeal only to those who
enjoy that flavor or are open to trying something new. Seasonality also limits its
availability, meaning market segmentation and seasonal marketing will be key to
capturing a dedicated audience

Considering health trends, do you think this drink aligns with consumer
preferences?

This is a crucial factor. Consumers today are increasingly health-conscious,

particularly regarding sugar and sustainability. To attract this segment, the drink’s
health benefits, natural ingredients, or low-sugar content would need to be
emphasized

How would you handle the pricing and financial considerations in this market?

Given its entry into a competitive market, the drink would initially adopt a skimming
pricing strategy, potentially leading to higher costs for promotional activities. The
seller would need to balance customer acquisition costs with long-term
profitability, as aggressive marketing could strain resources initially

Thank you for this comprehensive analysis. You’ve highlighted the complexities
well

Thank you for the opportunity. I believe with strategic planning and brand
differentiation; this drink can successfully establish itself citywide

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 HR | Performance Management | ★★
HR Case –Improving Recruitment Cycle by identifying bottlenecks

Company ‘A’ faces employee dissatisfaction as managers lack detailed discussions and constructive feedback during quarterly appraisals. The
goal is to implement a plan that enhances manager sensitivity to foster more meaningful appraisal conversations

Background Information
▪ Client – Company A Constructive
Feedback
▪ Location/Geography – India Initiative

Training for Ongoing Coaching Metrics & Recognition

Feedback Loops Expectation Setting
Managers & Support Monitoring Program

Goal Setting Access to Anonymous Define Feedback Rewards for

Satisfaction scores
Workshops Coaches/ Trainers feedback frequency & quality feedback quality

Constructive Emphasis on Highlight Reinforce Incentives for

Frequency of
Feedback consistent Improvement expectations via constructive
discussions
Techniques feedback practices Areas leadership discussions

Actionable
Tracking
Improvement
performance trends
Planning

Case recommendations
▪ Approach from both employee and manager perspectives to build trust and transparency
▪ Encourage a gradual shift in culture by reinforcing constructive feedback as a standard

Case tips
▪ Focus on a structured yet flexible approach that prioritizes continuous improvement
▪ Ensure consistency through regular feedback and reinforcement

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HR | Performance Management | ★★
HR Case – Improving Recruitment Cycle by identifying bottlenecks
An IT Company has seen a rise in the recruitment cycle from 6 months to 12 Yes, onboarding is often delayed due to paperwork and background checks, which
months recently. Identify the reason behind this and provide some are mostly handled manually.
recommendations to shorten the recruitment cycle and optimize the process.
That might be contributing to the overall timeline as well. Automating parts of the
Can you tell me what are the various steps in the recruitment process so that I onboarding process could help in streamlining this stage.
could delve deeper into each step to identify the bottlenecks? Based on our discussion, could you summarize your recommendations to address
these issues?
Sure, the recruitment cycle involves everything from job opening to sourcing to
selecting to offer acceptance to onboarding. Please go ahead. Absolutely. My recommendations are as follows:
1. Sourcing Optimization: Prioritize sourcing channels that consistently deliver
I see that the recruitment cycle has doubled, now taking up to 12 months. Could high-quality candidates and consider automating candidate filtering to save
we start by looking at the sourcing stage? Has there been a noticeable difference time on initial evaluations.
in the quality or quantity of applicants from the channels we use? 2. Streamlined Selection Process: Reduce interview rounds or combine
assessments where possible, especially for lateral hires. Additionally,
Yes, there have been some issues. We recently added new sourcing channels to implementing an initial online assessment can help speed up the initial
attract a wider pool, but they haven’t provided the quality we expected. Our screening.
traditional channels are also slower than before. 3. Employer Branding Enhancement: Strengthen our Employer Value
Proposition (EVP) through social media presence, employee testimonials, and
I see. It sounds like we might be investing time in channels that aren’t yielding the
active engagement with campus talent to improve brand perception and
best results. It could be helpful to focus on high-performing sources. Now, moving attract top candidates.
to the selection stage, how many interview rounds do candidates typically go
4. Digitized Onboarding: Automate onboarding steps, including documentation
through, and have we noticed any significant drop-off in candidates along the and background checks, to accelerate the process and avoid delays.
way?
That’s a comprehensive approach. Thank you for sharing your insights on this
We have four interview rounds, often spread over weeks. We’ve noticed that recruitment cycle optimization process. Let’s close this.
especially with lateral hires, candidates lose interest and drop out around the
second or third round.

That could indicate that the interview process might feel overly lengthy to
candidates. Consolidating some rounds or conducting initial assessments online
could potentially keep candidates more engaged. How about the offer acceptance
stage? Are candidates accepting offers as expected, or are we seeing declines?

We’ve actually noticed a fair number of candidates declining offers, particularly

from campus recruitment. It seems they receive multiple offers and often go with
companies that have a stronger reputation or faster hiring processes.

That could point to a branding issue, especially with campus hires who may be
more drawn to companies with a well-promoted employer brand. Now, regarding
onboarding, are there any delays in bringing new hires fully onboard once they
accept the offer?

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 HR | Performance Management | ★
Improving Manager Sensitivity for Effective Quarterly Appraisals
You are part of a recruitment team in an organization. Recently, the recruitment cycle has increased from 6 months to 12 months. Analyse the
reason and suggest methods to reduce the recruitment cycle. Company recruits through both campus placements and lateral hiring (further info
is provided as per the questions of the candidate)

Background Information
▪ Client – Company A Constructive Feedback
Initiative
▪ Location/Geography – India
Ongoing
Training for Expectation Metrics & Recognition
Coaching & Feedback Loops
Managers Setting Monitoring Program
Support

Access to Define Feedback

Goal Setting Anonymous
Coaches/ frequency & Mindset Utilisation
Workshops feedback
Trainers quality

Constructive Emphasis on Highlight

consistent Reinforce Effectiveness
Feedback Improvement Communication
feedback expectations Scores
Techniques Areas
practices
Actionable
Co-working
Improvement Output
space
Planning

Employee Well-
being

Work-life
integration

Case recommendations
▪ Approach from both employee and manager perspectives to build trust and transparency
▪ Encourage a gradual shift in culture by reinforcing constructive feedback as a standard
Case tips
▪ Focus on a structured yet flexible approach that prioritizes continuous improvement
▪ Ensure consistency through regular feedback and reinforcement

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HR | Performance Management | ★
Improving Manager Sensitivity for Effective Quarterly Appraisals
Company ‘A’ holds a quarterly performance appraisal cycle, where employees set Thank you for sharing this approach. It’s a thoughtful way to enhance appraisal
goals at the start of the year, and managers review their progress each quarter, discussions in the organization.
followed by an annual review. Recently, an employee engagement survey
highlighted that many employees feel managers lack detailed discussions and Thank you for the opportunity to discuss this. I believe this Constructive Feedback
constructive feedback during appraisals. Develop an innovative approach to Initiative could truly improve employee engagement and drive positive cultural
encourage managers to engage in detailed and constructive appraisal change within Company ‘A.’
discussions.

I’d suggest a “Constructive Feedback Initiative” where we shift from traditional

appraisal reviews to a more feedback-oriented, ongoing discussion model

Interesting. Can you elaborate on this Constructive Feedback Initiative?

Certainly. The initiative would be broken down into three key components:
structured training, feedback loops, and continuous support. Training sessions
would focus on skills like goal-setting and constructive feedback. Feedback loops
would involve gathering insights from employees on manager performance, while
continuous support offers coaching resources for managers

How would you ensure managers are consistent in providing constructive

feedback?

We’d implement regular feedback audits. This means managers would receive
anonymous feedback on their appraisal sessions from their teams, highlighting
areas where they excel and where they could improve

What impact would you expect this initiative to have on office culture?

This initiative would foster a culture of open communication and improvement. By

normalizing regular, constructive feedback, we’re encouraging managers and
employees to have honest conversations, creating a more engaged and motivated
workforce.

How would you track the effectiveness of this initiative?

We’d introduce metrics like employee satisfaction scores post-appraisal, the

frequency of detailed discussions, and employee performance trends over time.
Additionally, managers who consistently provide high-quality feedback could be
recognized and rewarded, reinforcing positive behavior

What challenges do you foresee with this approach?

The primary challenge would be getting managers accustomed to this new

feedback model. Some might be resistant to change, especially if they’re used to
traditional appraisal systems. Overcoming this would require clear communication
on the benefits, along with ongoing support and reinforcement.
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 HR | Performance Management | ★
Transitioning HCM to Cloud
A company ‘A’ is planning to shift its HCM (Human Capital Management) platform to the cloud. What would your approach be for managing this
change?

Background Information
▪ Client – Company A Transitioning
HCM to Cloud
▪ Location/Geography – India

Assessment Monitoring &

Stakeholder Training & Communication Implementing Continuous
and Skill Gap Managing
Engagement Development Plan the Change Improvement
Analysis Resistance

Clear,
Identify affected Training
Identify key Develop phased transparent Address Ongoing training
departments & completion
stakeholders training plan communication concerns early opportunities
functions levels
strategy

Set up cross Adjust process

Conduct a skill Tailored training Use multiple Implement a
functional task Adoption rates based on
gap analysis programs channels support system
force feedback

Prioritize critical Interviews to Realistic

Incentivize Feedback
existing understand timelines &
participation surveys
competencies concerns milestones

Assess current
Establish
technological
change leaders
readiness

Case recommendations
▪ Encourage a gradual shift in culture by reinforcing constructive feedback as a standard

Case tips
▪ Focus on a structured yet flexible approach that prioritizes continuous improvement
▪ Case is a generic change management situation which can be addressed using various models

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HR | Change Management | ★
Transitioning HCM to Cloud
A company ‘A’ is planning to shift its HCM (Human Capital Management) platform To address resistance, I’d start by listening—holding focus groups or one-on-one
to the cloud. What would your approach be for managing this change? meetings to understand people’s concerns. I’d also set up a peer support system
with change champions who can encourage others and provide guidance. Offering
I’d start with a solid foundation: a phased approach with clear objectives at each incentives or rewards for early adopters can also help shift the mindset.
stage. The key steps would be Assessment, Stakeholder Engagement, Training,
Communication, and Monitoring. Now, let’s talk results. How would you measure whether this strategy is actually
working?
Let’s break that down a bit. What would you focus on first?
I’d track several KPIs to measure success. For example, employee satisfaction
I’d start with the assessment phase and look closely at which departments and scores to gauge sentiment, training completion rates to ensure everyone’s
roles will be most affected. A skill gap analysis would be crucial here—figuring out prepared, and system adoption rates to see if employees are actually using the
what cloud-specific skills employees lack and where they’ll need extra support. This new platform. I’d also keep an eye on productivity and error rates—if those are
way, we know exactly what we’re working with and can tailor the training stable or improving, it’s a good sign we’re on track.
accordingly.
And what if things don’t go as planned? How would you handle any setbacks?
And after you understand those skill gaps, what’s next? How would you get people I’d hold regular check-ins with department leads to get feedback and see what’s
on board? working or not. If we notice any issues, we can make quick adjustments, like
That’s where stakeholder engagement comes in. I’d create a cross-functional task additional training or extra support where needed. Being proactive helps prevent
force with leaders from impacted departments, like HR and IT, to keep everyone small issues from becoming big roadblocks.
aligned. I’d also put together a “change coalition”—influential leaders who will Great. Your approach is comprehensive yet practical. It sounds like you’d cover all
champion the transition and help drive enthusiasm for it. Kotter’s change model the critical areas for a successful transition
emphasizes building buy-in, and I think this coalition is key.

I like that focus on building support from the top down. Let’s talk training—how
would you ensure people actually gain the skills they need?

I’d design a phased training plan tailored to each role. Some employees might need
deep technical training, while others just need an overview. We could use a mix of
e-learning modules, hands-on workshops, and maybe even one-on-one sessions
for those who need extra help. And we’d set specific timelines to keep everyone on
track so that by the time we go live, everyone feels prepared.

Makes sense. But with a change like this, people are bound to have concerns. How
would you keep everyone in the loop and address any anxieties?

Communication is critical here. I’d set up a multi-channel communication plan—

emails, webinars, and live Q&A sessions—to explain the “why,” “what,” and “how”
behind this change. Employees need to know how this impacts them and why it’s
beneficial. I’d also create a feedback loop, where employees can voice concerns
and ask questions. This keeps everyone connected and reassured.

That sounds thorough. How would you handle resistance, though? Change can be
tough, and not everyone will be on board right away.

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 HR | Workforce Restructuring | ★★
HR Case – Workforce Restructuring in a coal company

The coal company A you're consulting with is facing declining demand and financial losses. They need a workforce restructuring strategy
g s . How
would you approach this?

Background Information Assessment

▪ Client – Company A
▪ Location/Geography– India Skill Gap Analysis &
Talent development

Workforce restructuring
Organizational
Restructuring

Communication and
Vision Alignment

Alternatives to
layoffs
Cost Savings
Supporting Affected
Employees
Turnover rates
Monitoring
Adjustment
Long term
productivity gains

Adjustment based on
feedback

Case recommendations
▪ Approach from both employee and manager perspectives to build trust and transparency

Case tips
▪ Follow a structured and comprehensive approach aligning with company’s prioritizes (layoff or no layoffs)
▪ Ensure a people-centric approach

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HR | Workforce Restructuring | ★★
HR Case – Workforce Restructuring in a coal company
The coal company A you're consulting with is facing declining demand and How would you communicate it and handle any negative reactions from
financial losses. They need a workforce restructuring strategy. How would you employees?
approach this?
I’d recommend:
I’d suggest a balanced approach that focuses on immediate crisis management • Q&A sessions with leadership,
and long-term planning. My main steps would be assessment and planning, skill • Sending regular updates on the restructuring process, and
gap analysis, organizational restructuring, communication, exploring alternatives • Addressing common concerns, like job security and the company’s future
to layoffs, and finally, supporting employees through any transitions. I’d make sure managers are trained to handle difficult conversations
empathetically. We could also set up support channels where employees can
Great. Let’s start with assessment and planning. How would you kick things off? voice concerns anonymously. Transparency and openness are key to
maintaining morale.
I'd begin by conducting a thorough analysis of the company’s current workforce
needs versus projected demand. Specifically, I'd look at: Let’s explore some alternatives to layoffs. What options would you consider?
• Which departments are most affected by reduced demand,
• Areas where we can streamline roles, and There are several cost-saving measures to try before layoffs. For example:
• Key roles that are essential for the company to maintain core functions. • Job Sharing: Two employees could share one role, reducing costs without
reducing headcount.
That sounds comprehensive. What tools or frameworks would you use for this • Voluntary Separation Packages: Offering incentives to employees who may
assessment? want to retire or move on.
• Redeployment: Transitioning employees to roles in growing areas of the
I’d likely use a scenario planning framework to anticipate different demand levels
company or adjacent sectors
and assess resource needs under each scenario. This would give us flexibility in
I’d prioritize the alternatives based on cost-effectiveness and employee
case demand recovers faster than expected or continues to decline.
preferences. For example, redeployment could work if we see potential in other
Once you have a clearer view of the current workforce needs, what would you areas where employees’ skills align.
focus on next?
If layoffs are necessary, how would you manage that transition to ensure
Next, I’d perform a skill gap analysis. Given the changing energy landscape, it’s sensitivity?
crucial to identify skills that align with future demands—such as roles in renewable
If layoffs are unavoidable, I’d prioritize ethical and supportive approaches. This
energy or alternative operation. I’d start by mapping existing skills and
includes providing outplacement services like career coaching, resume
competencies against future requirements.
assistance, and job search support; offering clear severance packages and
And what if some employees aren’t a fit for future roles? communicating benefits thoroughly. It’s also crucial to support remaining
employees with counseling and communication. Regular check-ins, open-door
In that case, we’d look for roles they could transition to internally, or if necessary, policies, and an emphasis on the company’s vision can help maintain morale.
offer outplacement support and a clear path forward. The idea is to minimize
layoffs while preparing the workforce for a shifting market. Finally, how would you measure the success of the restructuring?

Let’s talk about restructuring. How would you approach reorganizing teams and I’d track metrics like:
departments? • Cost savings relative to restructuring targets,
• Employee engagement and turnover rates, and
I’d recommend a centralized restructuring process to ensure consistency: • Long-term productivity gains in reorganized departments
Merging departments where responsibilities overlap,
Flattening management layers to streamline decision-making, and Thank you for this comprehensive yet concise overview.​
Reducing redundant roles while retaining critical skills by analyzing job functions

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 HR | Change Management | HealthFlow Medical Group | ★★★

EHR Implementation (1/2)

Our client is HealthFlow Medical Group, one of the largest healthcare networks in 3. A document repository with search functionality.
the Southeast United States. They're in the process of implementing a new
Electronic Health Record system across their 15 hospitals and 200+ clinics. They've The app was deployed in three phases aligned with the EHR implementation. What
approached us to evaluate the effectiveness of their change management strategy, would you want to know about these phases?
particularly their custom mobile app called "Pulse" which they developed internally.
How would you approach analyzing the success of their change management I'd like to understand:
strategy? 1. What were the specific objectives for each phase?
2. How did you measure success in each phase?
Thank you for presenting the case. Before diving in, I'd like to clarify a few points 3. What were the key challenges encountered?
about HealthFlow's situation. Could you tell me:
1.When did they begin this EHR implementation? Good questions. Let me share some specific data:
2.What were their key objectives for the change management process? Pre-Go-Live Phase:
3.How many employees are affected by this change? • 98% training completion rate
• 85% task completion rate
• Average response time to queries: 2 hours
Good questions. The implementation began 18 months ago and affects
Go-Live Phase:
approximately 25,000 employees. Their key objectives were:
• 2,500 change requests processed
✓ Ensure smooth transition to the new EHR with minimal disruption to patient care
• 95% issue resolution within 24 hours
✓ Achieve 100% staff training completion before go-live
• Real-time support deployment based on feedback
✓ Maintain clear communication channels throughout the transition
Post-Go-Live Phase:
✓ Enable real-time problem-solving during implementation
• 70% reduction in support tickets
Would you like to share your approach to analyzing this situation?
• 90% user satisfaction with documentation
Yes, I'd like to structure my analysis around four key areas: • 85% of staff regularly using Pulse
1.Technology infrastructure and integration
2.Communication effectiveness What insights do you draw from these metrics?
3.Task management and execution
4.Feedback and adaptation mechanisms These metrics suggest strong overall performance of Pulse, particularly in user
Would you like me to start with any particular area? adoption and issue resolution. However, I notice the task completion rate in pre-go-
live was 85%, which might indicate some initial challenges. Could you share more
Let's focus on technology infrastructure and how Pulse was used to manage this about what contributed to the incomplete tasks?
change. What specific aspects would you want to examine?
Good observation. The 15% incomplete tasks were primarily related to optional
For technology infrastructure, I'd look at:
customization requests rather than critical path items. However, it raises an
1. Key features and functionality of Pulse
interesting point about prioritization. How would you have approached task
2. Integration with existing systems
prioritization in this system?
3. User adoption rate
4. Technical performance metrics I would suggest a three-tier prioritization system:
Could you share more details about Pulse's main features? 1. Critical path items affecting patient care
Certainly. Pulse was designed with 3 core modules: 2. Workflow efficiency improvements
1. Task mgmt. system integrated with Tableau dashboards for leadership 3. Optional customizations
oversight Could you share how HealthFlow approached prioritization?
2. Role-based communication interfaces
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EHR Implementation (2/2)

They actually used a similar system but added a real-time urgency modifier based
on feedback from the floor. For example, if multiple departments reported issues The most crucial lesson would be the importance of creating a flexible, integrated
with a particular feature, it would automatically be escalated. What are your platform that enables real-time feedback and adjustment during the change
thoughts on this dynamic prioritization approach? process. The success of Pulse demonstrates that when organizations provide tools
that combine communication, task management, and feedback in one accessible
That's an innovative approach. To evaluate its effectiveness, I'd want to look at: platform, they can significantly improve change adoption and reduce
1. Response time improvements implementation challenges.
2. User satisfaction scores
3. Resource allocation efficiency Excellent! That concludes our case discussion. You've demonstrated strong
Based on the data you've shared, what would you say were the biggest success analytical skills and provided practical recommendations based on the data. Your
factors of Pulse? focus on both the technical and human aspects of change management was
particularly impressive.
Good question. The three key success factors were:
1. Real-time feedback integration
2. Role-specific communication
3. Centralized task management
Now, looking at everything we've discussed, what recommendations would you
make for other healthcare organizations planning similar implementations?

I would recommend:
1.Technology Integration:
• Develop a custom solution that fits organizational needs
• Ensure robust integration with existing systems
• Build in flexibility for real-time adjustments
2.Communication Strategy:
• Implement role-based communication channels
• Create a centralized information repository
• Enable two-way feedback mechanisms
3.Implementation Approach:
• Use a phased rollout strategy
• Implement dynamic prioritization
• Maintain strong focus on user adoption
4.Measurement and Monitoring:
• Establish clear KPIs for each phase
• Monitor real-time feedback
• Regular assessment of user satisfaction
Would you like me to elaborate on any of these areas?

No, those are solid recommendations. Let me wrap up with one final question: If
HealthFlow were to implement another major change initiative, what would be the
one key lesson from this experience that they should apply?

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Merger of 2 entities
A New York-based traditional car manufacturer is acquiring an electric vehicle • Create a structure that leverages strengths from both companies
company. How would you manage the human capital of these merging companies? • Establish centers of excellence for key areas (e.g., EV technology)
• Design clear reporting lines and decision-making processes
• Ensure balanced representation in key positions
• Create cross-functional teams to drive innovation
I'd approach this in several key steps, focusing on integration while preserving the
unique strengths of both companies. Talent retention seems crucial here. What's your approach?
Can you outline these steps? For talent retention and development:
Certainly. The main steps would be: • Identify and retain key talent, especially in EV technology
• Create retention packages for critical employees
1.Assessment and Planning • Develop cross-training programs between traditional and EV divisions
2.Leadership Integration • Establish a clear career path for employees in the new structure
3.Organizational Structure Design • Implement a mentorship program to facilitate knowledge transfer
4.Talent Retention and Development e can leave the other aspects; how would you implement and monitor this plan?
5.Culture Integration
6.Communication Strategy For implementation and monitoring:
7.Implementation and Monitoring
• Develop a phased integration plan with clear milestones
Let's start with assessment. What would you focus on? • Establish KPIs for measuring integration success
• Conduct regular pulse surveys to gauge employee sentiment
In the assessment phase, I’d: • Set up an integration management office to oversee the process
• Regularly review and adjust the plan based on feedback and progress
• Conduct a skills inventory of both companies
• Identify key talent and critical roles How would you measure the success of this human capital management plan?
• Analyze cultural differences
• Assess redundancies and gaps I'd look at metrics such as:
• Define the desired end state for the merged entity
• Employee retention rates, especially for key talent
• Employee engagement and satisfaction scores
This gives us a clear picture of our human capital landscape.
• Speed and efficiency of decision-making in the new structure
• Innovation output, particularly in EV technology
How would you approach leadership integration? • Synergies achieved in terms of cost savings and revenue growth

For leadership integration, I’d: Thank you for covering exhaustively.

• Create a merged executive team with representation from both companies

• Define clear roles and responsibilities
• Establish a transition leadership team
• Provide executive coaching to help leaders navigate the change
• Set up regular leadership alignment meetings

What about organizational structure?

For organizational design, I’d:

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Implementing LMS
We're implementing a new learning management system (LMS) across the How would you prepare for implementation?
organization. How would you approach this change?
Preparation would involve:
I'd approach this in several key steps, focusing on effective change management • Conducting a pilot with a small group to identify issues
throughout the L&D transformation. • Developing training materials for different user groups
• Setting up a support system (e.g., help desk, FAQs)
Can you outline these steps? • Preparing data migration plans
• Establishing KPIs to measure success
Certainly.
The main steps would be: What does the execution phase look like?
1. Assess current state and define goals
2. Develop the change strategy During execution, we would:
3. Create a communication plan • Roll out the new LMS in phases, starting with early adopters
4. Prepare for implementation • Provide hands-on training and support
5. Execute the change • Actively seek and address user feedback
6. Monitor and adjust • Celebrate quick wins to build momentum
7. Reinforce and sustain the change • Continuously communicate progress and address concerns

Let's dive into each. How would you start with assessment? How do you ensure the change sticks?

I'd begin by: To reinforce and sustain the change, I would:

• Analyzing our current L&D processes and systems • Integrate LMS usage into performance evaluations
• Identifying pain points and inefficiencies • Showcase success stories and best practices
• Gathering stakeholder input on needs and expectations • Provide ongoing training and support
• Defining clear, measurable objectives for the new LMS • Regularly gather user feedback for continuous improvement
• Align HR policies to support the new L&D approach
Moving to strategy development, what would you focus on?
Thank you for this comprehensive yet concise overview.
Key elements would include:
• Selecting the right LMS that aligns with our objectives
• Identifying key stakeholders and potential champions
• Developing a phased rollout plan
• Creating a timeline with major milestones
• Allocating resources, including budget and personnel

Communication is crucial in change management. What's your approach?

I'd create a comprehensive plan that:

1. Clearly articulates the 'why' behind the change
1. Outlines benefits for different stakeholder groups
2. Uses multiple channels: town halls, emails, intranet, team meetings
3. Encourages two-way communication for feedback and questions
4. Provides regular updates on progress and wins

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Streamlining HR Operations in Mobile Manufacturing
A mobile manufacturing company with 5,000 employees in Noida wants to Fair point. Now, how would you redesign the HR structure? Any potential resistance
streamline its HR operations. They currently have 50 HR generalists. How would you foresee?
you approach this?
For HR structure redesign:
. • Move from generalist model to a hybrid model with both specialists and generalist
Interesting challenge. I'd focus on restructuring the HR department, leveraging • Create Centers of Excellence (CoE) for specialized functions like recruitment,
technology, and optimizing processes. Let me break it down. L&D, compensation
• Establish a shared services center for transactional tasks
Sounds good. Before you dive in, any immediate red flags you see with their • Implement HR Business Partner roles for strategic support
current setup? • Consider the right mix of HR professionals to employee ratio
As for resistance, yes, some HR generalists might feel threatened by the
The generalist model for all 50 HR staff stands out. It might lead to inefficiencies specialization. We'll need to communicate growth opportunities clearly
and lack of specialized expertise. But let me outline my approach first, then we can Do you think 50 HR people are sufficient for 5,000 employees, especially after
dig deeper these changes?

Fair enough. Please go ahead. The current ratio of 1:100 (HR to employees) is actually higher than the typical
industry standard of 1:100-150. After streamlining, we could potentially operate
I'd approach this in five steps: efficiently with fewer HR staff, perhaps 35-40, bringing the ratio closer to 1:125-
1.Assessment and Analysis 150. However, the exact number depends on:
1. Complexity of HR operations
2..HR Structure Redesign 2. Level of automation achieved
3. Technology Implementation 3. Industry-specific requirements
4.Process Optimization 4. Strategic HR initiatives planned
5.Change Management and Training
Interesting. So we might be looking at downsizing the HR department. How would
you handle that sensitive issue?
Solid framework. Let's start with assessment. What would you look at? And how
long do you think this phase would take? Carefully. We'd first look at natural attrition and reassignment opportunities. For
any necessary layoffs, we'd provide outplacement services and generous
In the assessment phase, I'd: severance. The key is transparent communication throughout the process.
• Analyze current HR processes and workload
This strategy seems comprehensive. Any final thoughts on implementation? What's
• Identify bottlenecks and inefficiencies
the one thing you'd emphasize to the CEO?
• Benchmark against industry standards
• Gather feedback from employees and managers Success hinges on employee buy-in and adaptability. I'd emphasize to the CEO
• Review HR metrics like time-to-hire, turnover rates, etc. that this isn't just about cutting costs or streamlining processes. It's about
This gives us a clear picture of where to focus our efforts. I'd estimate 4-6 weeks transforming HR into a strategic partner that drives business value. Change
for a thorough assessment management is crucial – we need to bring everyone along on this journey.

Well articulated. Thank you for your insights..

That's quite a bit of time. What if the company wants quicker results?

We could prioritize high-impact areas for immediate assessment, but rushing this
phase might lead to incomplete data and flawed strategies later. It's crucial to get a
comprehensive view.

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Overtime Leakage Analysis at Manufacturing Company

We've got an interesting case to discuss - our client, Global Manufacturing Co., is Comprehensive list. I can tell you've done this before. We actually have most of that
grappling with some serious overtime leakage issues. Before we dive in, could you data available. Assuming you've had a chance to analyze it, what root causes might
tell me a bit about your experience with similar problems? you be looking at?

Of course. I've actually worked with several manufacturing firms on optimizing their Several possibilities come to mind: inefficient production processes, inadequate
labor costs. In my last project, we managed to reduce overtime expenses by 22% staffing or skill mismatches, poor scheduling, lack of overtime controls, potential time
while maintaining production levels. But every case is unique, so I'm eager to hear theft, and outdated standard times for tasks. Each of these could contribute to
more about Global Manufacturing's specific challenges. unnecessary overtime.

Those all seem plausible. I'm particularly intrigued by the skill mismatches and
That's impressive results! I'm sure that experience will be valuable here. So, how
outdated standard times - those aren't issues we've considered much before. So,
would you approach this overtime leakage problem?
what solutions would you propose to address these root causes?
Based on my experience, I'd tackle this in five key steps. First, we need to define I'd recommend a multi-faceted approach. We should implement stricter overtime
the problem clearly. Then, we'll gather and analyze relevant data. After that, we'll approvals, optimize workflows using lean techniques, improve workforce planning
identify root causes and develop targeted solutions. Finally, we'll implement with advanced scheduling software, provide targeted training, introduce modern
changes and monitor results. This approach ensures we cover the full cycle from time-tracking, conduct a time study to update task standards, and consider flexible
analysis to implementation and continuous improvement. staffing for peak periods. This mix addresses both immediate and long-term issues.
Solid framework. I like how it covers the full cycle from analysis to implementation. I'm impressed - that's a solid mix of quick wins and longer-term structural changes.
Let's dig into each step. How would you go about defining the problem? Any final thoughts on monitoring the results long-term?

Well, from what you've shared, it seems the core issue is excessive overtime Long-term monitoring is crucial. I'd set up a real-time dashboard tracking key metrics
payments that aren't justified by production levels. This points to inefficiencies in like overtime hours, productivity, and output. Weekly reviews with floor managers
how labor is being utilized, or possibly even abuse of the overtime system. But I'd and monthly ones with upper management would ensure we're on track.
want to clarify - are we seeing this across all departments or in specific areas? Additionally, periodic employee surveys could provide invaluable insights that data
alone might miss, helping us identify new improvement areas and ensure our
Good question. It's most pronounced in our assembly and packaging departments, changes are effective.
but it's a company-wide issue to some degree.
That's a great point about employee feedback - we sometimes overlook that
That's helpful context, thanks. Knowing that, I'd define the problem as: "Unjustified
valuable source of information. Thank you for your comprehensive analysis. This
overtime expenses, particularly in assembly and packaging, leading to inflated labor
gives us a clear roadmap to address the overtime leakage issue, and I appreciate
costs without corresponding increases in productivity.
how you've drawn on your past experiences to provide practical, actionable insights.
Nicely put. Now, what data would you want to analyze to get a handle on this?
Thank you for the opportunity. I'm excited about the potential impact for Global
I'd focus on key metrics to get a comprehensive view. We'd need overtime hours Manufacturing Co. If you move forward, I'd be happy to discuss implementation
and costs by department, paired with production output data to correlate overtime details or any other questions.
with productivity. Standard working hours and labor productivity metrics would Thanks again for your time today
establish our baseline. Staffing levels and schedules would reveal any understaffing
or shift mismatches. Historical overtime trends could show if this is a new or
ongoing issue. Lastly, I'd look into recent changes in production processes or
management that might have triggered the increase.

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Acknowledgements for this casebook

This book wouldn’t have been possible without the help and support of our family, friends, mentors, and professors at XLRI. We
owe an enormous debt of gratitude to everyone who has helped us in putting together the resources for this book. The stories
behind their cases and preparation, make our book what it is – a valuable resource for anyone looking to crack their next
consulting interview. This book is a culmination of their experiences and things they learned on their way to success. This book is
richer for their contributions.

Last but not least grateful for the unwavering dedication and teamwork from the entire CRUX team - thank you for making this
edition of casebook possible!

Aman Singh, Ansh Magon, Mayanka Chattopadhyay, Mridul Gupta, Nalin Bansal, Neha Mailk, Nishchhal Goel, Payal Das,
Pratikshit Bhardwaj, Priyanshu Gupta, Ritul Jha, Sanyam Jain, Shivam Garg, Shourya Srivastava, Shreya Jain, Sreya Sanghai

Thank you to the 76th and 77th batch of XLRI!

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