In April 2020, Yuno Learning Global Private Limited, an entrepreneurial venture that offered online training for International English Language Testing System examinations, wanted to optimize its digital marketing and increase the number of prospects who subscribed to the company’s program. The founder and chief executive officer had to decide among multiple marketing channels and funnels to choose the option that maximized value for the marketing effort, and he had to make that decision in the midst of the COVID-19 pandemic, when all businesses were being affected by the move to online interaction.
In April 2020, Yuno Learning Global Private Limited, an entrepreneurial venture that offered online training for International English Language Testing System examinations, wanted to optimize its digital marketing and increase the number of prospects who subscribed to the company's program. The founder and chief executive officer had to decide among multiple marketing channels and funnels to choose the option that maximized value for the marketing effort, and he had to make that decision in the midst of the COVID-19 pandemic, when all businesses were being affected by the move to online interaction.
In February 2013, the vice-president of human resources at PowerTech India Private Limited (PowerTech India), was in his office at the company’s Gurgaon headquarters studying the organizational chart of his firm with interest. In his seven-year tenure with the company, he had watched the organization grow considerably. What he loved most about his job was the company’s commitment to follow best practices in human resources management and the people-oriented approach that made the work a creative, feel-good, and dynamic process. In this highly competitive power sector, expansion had been the catchphrase of the organization as it strove to carve a niche for itself; now retention of talent was more crucial than ever. But after meeting with PowerTech India’s managing director, the vice-president wondered if the expected turbulent times required a reconsideration of the company’s key human resource policies, which had become a hallmark of the organization. Redesigning the workforce at PowerTech India would be a delicate balancing act.
In February 2013, the vice-president of human resources at PowerTech India Private Limited (PowerTech India), was in his office at the company's Gurgaon headquarters studying the organizational chart of his firm with interest. In his seven-year tenure with the company, he had watched the organization grow considerably. What he loved most about his job was the company's commitment to follow best practices in human resources management and the people-oriented approach that made the work a creative, feel-good, and dynamic process. In this highly competitive power sector, expansion had been the catchphrase of the organization as it strove to carve a niche for itself; now retention of talent was more crucial than ever. But after meeting with PowerTech India's managing director, the vice-president wondered if the expected turbulent times required a reconsideration of the company's key human resource policies, which had become a hallmark of the organization. Redesigning the workforce at PowerTech India would be a delicate balancing act.