學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
People Management, The Mantra for Success: The Case of Singhania and Partners
內容大綱
The case is about HR practices at Singhania and Partners, one of the largest full-service national law firms in India. People are at the core of the services industry and it is imperative that service organisations have systems in place to attract and retain talent. The Indian legal services industry has been booming since the country's economy began liberalising in the early 1990s. The exponential growth of this industry was accompanied by an acute talent crunch. Indeed, the very ability to hire and retain talent was becoming a source of competitive advantage. Mr Ravi Singhania (managing partner), in conversation with Ms Manju Mohotra (chief executive officer), evaluates the firm's current HR practices and is concerned about whether the firm faces human resource risks.