個案總覽

In the era of artificial intelligence (AI), data and algorithms have been increasingly incorporated into organizations' talent management in general and recruitment processes in particular. The case discusses the experience of the China-based technology giant Baidu Inc. (Baidu) during its implementation and incorporation of AI in its recruitment process. It introduces the new trend of intelligent recruitment, addressing the transformation toward it, its technical functions, and the operational model and value creation it enables. It also explores the challenges and future opportunities in the use of AI for talent management.

In 2022, the SEEMA Center for Training and Protection of Women and Children's Rights, a non-profit organization in Khartoum, Sudan, was focused on eradicating the practice of female genital mutilation. The organization was facing cultural, educational, and political challenges in Sudan, as well as tensions from decades of civil unrest, which created barriers for the founder's fight to eradicate FGM. Her work was also greatly challenged by the deep cultural roots of the practice that existed within the country and in the surrounding regions. Female genital mutilation was a traditional ritual that generated a culture of illegal procedures and groups of extremists. These groups countered the work of the organization and made the founder's job all the more difficult. She had to find effective strategies and partnerships to help her achieve her organization's goal of eradicating female genital mutilation.

RiQian Motor was a Chinese company focusing on the development of wheel motors for mining machinery. Its long-term track record with providing high-quality products and service had won the trust and favour of its many clients. In 2016, the mining machinery industry began to focus on the production of electric vehicles. RiQian Motor invested in this new direction, but as of 2018, it was suffering losses in this new area. RiQian Motor was faced with a difficult choice: Should it discontinue its efforts at diversification and go back to the specialized strategy it excelled at? Or should it take a risk and continue the diversification strategy?

As managers face a flood of data, it is very important that they effectively analyze and interpret the available data to make decisions. Plotting data will help them in their analysis and interpretation of raw data. The same is true for students in business programs. However, students in business programs (and managers) often do not see the importance of plotting data. This case presents a typical classroom scenario in which the professor of data visualization quotes statistician John W. Tukey to his students and tries to drive home the importance of plotting data. A representative student understands about presenting summary statistics and running some statistical tests, but questions the usefulness of plotting points as well. The professor must decide how to teach the class about the merits of plotting data. The professor gives the student an assignment with data and instructions, and tells the student to report the class the next day. The student is unaware that he has been given the Anscombe quartet, and he becomes convinced of the benefits of plotting data.

In the evolving landscape of human resources and organizational development, the TRAIL Talent Management Model emerges as a comprehensive framework aimed at maximizing employee engagement and retention. TRAIL is an acronym that encapsulates the critical components of talent management within an organization: targets, or company goals; recruitment of people in alignment with those goals; assimilation of new hires into the company; idealizing, creating the best possible working conditions; and leaving, meaning handling employee departures. This technical note introduces each component of the TRAIL model and demonstrates how each builds upon the prior components, creating a holistic approach to developing and maintaining a robust workforce. At the Darden School of Business, this technical note is taught in the first- and second-year "Talent Trailblazers" course; it would also be suitable in a module on leadership in organizations.

In May 2023, KOSÉ Corporation (KOSÉ) was facing three ominous factors in the Chinese market: declining sales due to weak consumer spending in China following a surge in the number of COVID-19 cases after Beijing ended its zero-COVID-19 policy, new regulations requiring beauty manufactures after January 2024 to label all ingredients that constituted more than 0.1 per cent of a product in descending order (thereby risking disclosing trade secrets), and Chinese consumers' preferences shifting to local Chinese beauty manufacturers. About 30 per cent of KOSÉ's net sales came from the Chinese market, where it focused on its major brands, Sekkisei and Decorté. Yet the market was becoming more saturated with giant European beauty manufactures and local enterprises. Should KOSÉ keep focusing on the Chinese market as its pillar strategy?

Spreadsheet supplement for case W36187.

As Louise Bernard grew her entrepreneurial venture, Heeling Custom Athletic Shoes (Heeling), she wanted to ensure that she was managing her cash flow prudently to make sure the company was well positioned for future success and growth. Heeling's business model was to manufacture and sell custom athletic shoes for a variety of sports that provided customers with the perfect fit as well as personalized style and exceptional performance.

Spreadsheet supplement for case 124002.

When COVID-19 struck in 2020, Singapore responded swiftly with containment and mitigation measures to curb community spread. Underlying the city-state's quick public health response was an all-of-government approach characterised by decisive actions, rigorous surveillance, and prompt adaptation. Additionally, harnessing advanced healthcare technologies, such as artificial intelligence (AI) and data analytics, supported these efforts. Chatbots and automated instant messaging communications, as well as dissemination of information via traditional and social media, helped the public make sense of the uncertainties during the early days of the outbreak. As the pandemic progressed, digital contact tracing and even a robot dog were roped in to complement community surveillance measures as the country fought the war against COVID-19. More importantly, AI-enabled technologies and analytics played a vital role in disease diagnosis and prognosis as well as in supporting the research community in understanding the epidemiology of the novel coronavirus, predicting its evolution, and planning healthcare capacity. In 2023, WHO finally declared the end of COVID-19 as a global health emergency. However, the enduring effects of the pandemic persisted and continued to take a toll on the healthcare sector and on non-COVID-19 patients who had delayed medical care. Part of the burden of endemicity entailed living with the consequences of decisions made to prioritise hospital resources for COVID-19 patients, while non-urgent surgeries were either cancelled or postponed. Addressing the post-pandemic collateral damage became a pressing need. But how? Could AI, data analytics and other advanced technologies contribute to resolving this new healthcare challenge?

Just two years after launching its 10k by 2020 initiative to hire 10,000 employees by 2020, the COVID-19 pandemic forced Chief Executive Officer Mark Wilson to send nearly all of his staff at Chime Solutions (Chime) to work from home. Chime was a customer contact firm that offered call center services to corporate clients. Chime had an employee-focused model where it hired call center agents from underserved communities. It then offered skill building and life services to these agents, which led to industry-leading employee retention rates and an overall more committed and expert staff. After agents were deployed to work from home, however, it struggled to maintain its current operating model, causing increased attrition rates. It also had amassed a large amount of debt from maintaining its facilities in Morrow, Georgia; Dallas, Texas; and Charlotte, North Carolina. At the same time, the company was growing at a record pace, but needed to address its talent and debt challenges before realizing its dream of uncovering hidden talent in underserved communities.

New sustainability reporting mandates in the European Union will affect many U.S. companies that do business in Europe and will require them to come to grips with a new concept: double materiality. Rather than reporting solely on the financial materiality of sustainability issues, companies will need to develop new processes for identifying and assessing impact materiality â€" that is, how their actions affect external stakeholders.

Should you deploy that machine learning model â€" or will it fail? Most leaders making these decisions are focusing on the wrong metrics â€" which dooms many projects. In this article, adapted from the book The AI Playbook: Mastering the Rare Art of Machine Learning Deployment, learn how and why to use business metrics rather than technical ones to evaluate how well an ML model will perform â€" and how much business value it will deliver.

Anchal Abrol and Priya Puri faced a dilemma of enticing their children to eat nutritious food. In 2019, they decided to pool all their savings to launch Snaqary. The company's clever recipes, inspired by traditional Indian wisdom, focused on nutritious ingredients such as multigrain without compromising taste. Though organic growth met initial expectations, the time to launch the brand into the next orbit was upon them when they realized the need to generate a strong preference and pull for the brand to be able to command a position in the grocery retail system. It was March 2023, and they were planning the following year's strategy. Snaqary wanted to scale up and make the brand attractive to investors.

As one of the world's largest fried chicken chains, Popeyes had failed twice to enter the Chinese market over a twenty-year span. In March 2023, Restaurant Brands International (RBI), the owner of Popeyes, attempted a third strike by bringing the fried chicken brand under its local joint venture, Tim Hortons International Limited China (Tims China). The responsibility of making this third attempt successful rested with Yongchen Lu, the chief executive officer of Tims China. To cultivate another world-class, fast-service brand in China, Lu faced the imperative of delineating synergy between the two distinctive brands (one in coffee and the other in fried chicken). Could he make Popeyes a success in China?

This technical note explores the applications of usability testing to enhance the effectiveness of data visualizations in persuasive communication. It argues that beyond following best practices for visual design, usability testing-a common user research approach in website, app, and software development-can significantly improve how well data visualizations meet audience needs and accomplish persuasive goals. The note details various aspects of usability testing, including its objectives and methodologies applicable to charts versus interactive dashboards (e.g., five-second tests, task-based tests, and think-aloud protocols), and emphasizes iterative design based on feedback. By highlighting the importance of both qualitative and quantitative feedback from representative users, the document provides insights into creating more intuitive, efficient, and impactful data visualizations.

Jessica Johnson-Cope, CEO of Johnson Security Bureau (JSB), pondered options for scaling the firm. JSB was the oldest Black-owned security firm in New York, and among the oldest Black-owned security firms in the United States. It provided mostly unarmed security guards to locations such as banks, public works, hospitals, and others. Johnson-Cope could deepen her business in New York; engage in partnerships or joint ventures with other security firms outside of New York; develop a new line of business in cybersecurity; or some combination. If she joined forces with other firms, Johnson-Cope would have to consider whether to prioritize retaining JSB's status as a woman-owned, minority-owned firm, a crucial aspect of JSB's competitive strategy.