個案資料

By April 2019, the Bihar Rural Livelihoods Promotion Society (Jeevika), had become a cornerstone in empowerment and poverty-eradication efforts in Bihar, the poorest state in India. With an innovative talent-management initiative known as the Young Professional (YP) program, Jeevika aimed to harness the potential of top-tier postgraduate students to drive its projects. However, the organization faced significant challenges with this program, including a high turnover rate and growing dissatisfaction among YPs regarding disparate compensation and career progression opportunities. The YP program was established to bring fresh, innovative perspectives to Jeevika, and it succeeded in making substantial contributions to major World Bank–funded projects like the Bihar Rural Livelihoods Project and the Bihar Transformative Development Project. Despite these successes, the growing number of grievances about unequal pay, a lack of job security, and unclear career trajectories led to numerous resignations. Senior leaders at Jeevika now stood at a crossroads, needing to decide whether to continue, amend, or dissolve the YP program in light of these challenges. Members of the leadership group had different views on these issues and the strategic implications of any changes they might make to the policy. Should the company discontinue the program? If it chose to continue it, how could it best address the issues YPs faced? What policies would best serve them?

This case is suitable for undergraduate- and postgraduate-level courses on talent management, human-resource strategies, leadership, and change management. It can be used to explore topics such as compensation strategy, talent retention, organizational justice, leadership dynamics, and workforce development. After working through the case and assignment questions, students will be able to do the following:<br><br><ul><li>Analyze the impact of human resource policies on employee satisfaction and organizational effectiveness.</li><li>Understand the complexities of managing a young, high-achieving workforce in a non-profit setting.</li><li>Discuss the role of leadership in addressing and reconciling internal conflicts and stakeholder perspectives.</li><li>Evaluate the implications of organizational decisions on talent retention and institutional reputation.</li><li>Develop strategic recommendations to improve employee engagement and policy effectiveness.</li></ul>

• organizational justice
• compensation strategy
• leadership dynamics
• equity in workplace
• talent management
• non-profit organizations
• human resource policies
• talent retention
• employee satisfaction
• workforce development
• young professionals
• employee engagement
• career progression
• job security
• leadership challenges
• stakeholder perspectives
• organizational effectiveness
• innovation in workforce
• non-profit talent strategy
• workplace grievances