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  • Jucai Human Resource Development: Empowering through Data

    The founder of Jucai Human Resources Development Co., Ltd. had witnessed the development of China’s human resources service industry over the previous 20 years. In the company’s early stages, it had mainly relied on the advantage of information asymmetry of the Internet to carry out online recruitment services. But from 2015, the founder became interested in and confident about the prospects of providing a talent assessment service for public institutions and thus decided to start such a service. After five years of development, the company had become a leading enterprise in the domestic talent assessment service for public institutions. However, with the onset of the COVID-19 pandemic, talent assessment services for public institutions suddenly stagnated. The founder realized that this service was too dependent on government policy support, although income from this service accounted for 70 per cent of its revenue. If public institutions shifted their talent assessment business from outsourcing assessment to independent assessment, the company would face a severe challenge. Therefore, the founder had to consider how his company could reduce its dependence on policies and achieve sustainable development by using existing data resources.
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  • Atotam Productions: Bridging the Gap Between the Oil and Gas Industry and First Nation Communities

    The president of Atotam Productions, a media production company near Edmonton, Alberta, Canada, was dedicated to helping industry meet its social licence to operate by creating positive stories of existing and mutually beneficial media projects. He wanted to show that partnerships among industry, the government of Canada, First Nations communities, and the Canadian public could exist, and Indigenous people could be consulted and engaged in major industrial projects. Though he was aware of the long-standing and inherent disconnect among these groups, he understood how changing market conditions in the oil and gas industry in Alberta could influence a First Nation member-owned media. Should his company continue pursuing work with the oil and gas industry or consider branching out into other industry sectors? If the company branched out, which sector(s) could it focus on? He wondered how industry could best convey to the communities that worthwhile benefits could be shared through cooperative and collaborative approaches in industrial development projects. How could the First Nations communities be assured that industry would take their culture and history seriously? More specifically, how could Atotam Productions best address the need for meaningful and respectful communication and knowledge sharing among these groups in the context of market volatility and change?
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