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However, this observation is inconsistent with employee observations shared with Perez. Students must, therefore, adjust the pay gap estimates to reconcile employee perceptions with the pay data. Students are provided with a cross-sectional pay data file generated for Elemental's Binary Gender Pay Report. (It is a supplemental Excel file included with the case and teaching note). Informed by employee quotes provided in the case, students perform equity analytics to estimate Elemental's binary gender pay gap. The analyses start with an unadjusted pay gap estimate and then proceed through a series of adjustments. These analyses reveal that although there is no unadjusted gender pay gap across Elemental's four divisions there are distinct pay disparities within individual divisions. A key insight of the case is that aggregating unit pay data at the organization level can mask substantial pay disparities among an organization's constituent units. Students will attribute estimated pay differences to differential treatment of men and women employees (i.e., different behaviors produce different pay) or to disparate impacts of organizational practices (i.e., equivalent treatment produces different pay). More specifically, the instructor can use the equity analytics framework (detailed in the teaching note) to demonstrate which of Elemental's divisions exhibit one of the pay disparities featured in the equity analytics 2 x 2 framework: (1) differential allocations, (2) differential valuations, (3) disparate allocations, or (4) disparate valuations. Each of the four disparity-generating processes necessitates a different approach to closing the pay gap.

In June 2022, India’s community health workers, known as accredited social health activists (ASHAs) in the state of Jharkhand, were on strike, demanding regularization of their services, increase in remuneration, and incentive benefits. Dr. Nitin Kulkarni, the health secretary for the state of Jharkhand, must deal with the strike as soon as possible, as the state immediately needs the services of ASHAs during the COVID-19 pandemic.

Circl Learning Limited (Circl), a United Kingdom–based organization that provided coaching training to professionals and diverse young leaders from under-represented groups, was facing a challenge regarding impact measurement. Founded in 2018, Circl had grown and established a significant client base in a short time. Measurement of impact was a core component of its philosophy and growth strategy. As the chief executive officer prepared for a team meeting, he contemplated the measurements that Circl had in place and was currently tracking. What other key metrics should the organization consider for 2023?

In June 2022, India's community health workers, known as accredited social health activists (ASHAs) in the state of Jharkhand, were on strike, demanding regularization of their services, increase in remuneration, and incentive benefits. Dr. Nitin Kulkarni, the health secretary for the state of Jharkhand, must deal with the strike as soon as possible, as the state immediately needs the services of ASHAs during the COVID-19 pandemic.

Circl Learning Limited (Circl), a United Kingdom-based organization that provided coaching training to professionals and diverse young leaders from under-represented groups, was facing a challenge regarding impact measurement. Founded in 2018, Circl had grown and established a significant client base in a short time. Measurement of impact was a core component of its philosophy and growth strategy. As the chief executive officer prepared for a team meeting, he contemplated the measurements that Circl had in place and was currently tracking. What other key metrics should the organization consider for 2023?

Teams dealing with technological, structural, regulatory, or other fundamental changes perform better when they reskill individual team members before focusing on improved collaboration.

In 2020, Neha Mathur and Debi Kar co-founded the start-up Wishyogi India Pvt. Limited in Bangalore, India, and launched an online HR platform called Personifwy. Driven by artificial intelligence (AI), Personifwy analyzes employee engagement experiences and integrates data with the client’s own systems, thus serving as an HR analytics platform. During their interactions with clients, Mathur and Kar discovered a gap in the process of recruiting prospective employees. Many candidates were engaging in a phenomenon referred to as “ghosting,” which caused the talent acquisition teams of client firms to constantly restart the process, wasting time and resources. Mathur and Kar wanted to reveal the reason why candidates were dropping out of the recruitment process (or “ghosting” the employer) after receiving an offer letter and find a way to stop the practice. Potential solutions included having the client call these candidates directly or hiring consultants to establish a contact. Could AI technology help to resolve the issue? Could Mathur and Kar design an innovative solution to increase the ratio of job offer to confirmed employee for Personifwy clients? Should the company consider using employees advocates to help resolve the ghosting issue?

A business world characterized by volatility, uncertainty, complexity, and ambiguity (VUCA) presents many leadership and governance challenges to businesses large and small. Smaller family firms, in particular, need to demonstrate resilience both in navigating changes that arise from VUCA conditions and in staying firm on the core purpose with which their enterprises were founded.<br><br>Cases A and B present the approach of a family firm based in Toronto, Canada, that manufactures and markets industrial vacuum systems. The cases provide an opportunity for instructors to convey the trials and tribulations faced by the founder and his successor in building a purpose-driven organization and in staying on the committed path of responsible leadership and governance.

A business world characterized by volatility, uncertainty, complexity, and ambiguity (VUCA) presents many leadership and governance challenges to businesses large and small. Smaller family firms, in particular, need to demonstrate resilience both in navigating changes that arise from VUCA conditions and in staying firm on the core purpose with which their enterprises were founded.<br><br>Cases A and B present the approach of a family firm based in Toronto, Canada, that manufactures and markets industrial vacuum systems. The cases provide an opportunity for instructors to convey the trials and tribulations faced by the founder and his successor in building a purpose-driven organization and in staying on the committed path of responsible leadership and governance.

A business world characterized by volatility, uncertainty, complexity, and ambiguity (VUCA) presents many leadership and governance challenges to businesses large and small. Smaller family firms, in particular, need to demonstrate resilience both in navigating changes that arise from VUCA conditions and in staying firm on the core purpose with which their enterprises were founded.Cases A and B present the approach of a family firm based in Toronto, Canada, that manufactures and markets industrial vacuum systems. The cases provide an opportunity for instructors to convey the trials and tribulations faced by the founder and his successor in building a purpose-driven organization and in staying on the committed path of responsible leadership and governance.

Creating an equitable environment and supporting diverse populations in navigating them are key to sustaining workplace diversity. Organizations can work toward this goal by taking five steps: committing to sponsorship, addressing systemic factors to eliminate glass ceilings, diagnosing “glass cliff” situations, approaching mentoring conversations differently, and measuring and tracking progress.

Pay transparency regulations are designed to close the wage gap. Research shows that despite broad assumptions to the contrary, women do negotiate on salary. It also shows that when pay information is paired with performance data, it leads to clearer comparisons and fairer negotiations and can motivate people to perform better. Robust appraisal systems can make pay transparency an opportunity to improve performance rather than a compliance burden.

Cynet Systems Private Limited (Cynet) was a subsidiary of Cynet Corporation, a technology services firm providing staffing support for US clients. The Cynet team in India was based in smaller Indian cities such as Karnal and Dehradun. When a lockdown was announced in early March 2020 to curb the spread of COVID-19 in the country, the recruiters working for Cynet had to shift to remote work. This was a dramatic shift for the young recruiters, most of whom were recent college graduates. The onus of ensuring the client deliverable was met was on Shyam Sharma, the team leader at Cynet. At that time, the company created a centralized data reporting team, and in December 2021 the organization was still looking to enhance an analytics dashboard to better predict employee performance; further analytical insights would allow Cynet's top management to make better predictive outcomes versus what was currently being measured to evaluate performance.

Spreadsheet Supplement for Case W31026

Jill Herzog founded Caring@Work Support Services (Caring@Work) in 2014 with a desire to give back to the community. After running a successful plastics recycling business for many years and building goodwill in both her community and in the recycling industry, Herzog saw an opportunity to start a second business dedicated to social impact, one that focused on providing both paid work and support services for clients with intellectual and developmental disabilities.<br><br>Herzog expected that her team members would be highly engaged in their work, which involved helping people with disabilities live healthier and happier lives. However, she was shocked to find out that the opposite was true. Herzog noted several instances of Caring@Work employees lacking motivation and spreading gossip. Even more problematic was the fact that the service provided to the clients was being compromised, and employees frequently failed to complete the required note taking for Medicaid reimbursements. Herzog wondered if her goal of giving back to the community while earning a modest profit would ever be realized. Were the problems due to her leadership style? Were there larger, more systemic problems precipitating the counterproductive workplace behaviour?<br><br>Clearly, something had to change. After eight years in business, Caring@Work had yet to earn a profit. Herzog knew that her business could not grow to the point of being financially sustainable without a committed workforce that shared her passion for the company’s mission. When one of Caring@Work’s top performers, Sylvia Ward, threatened to leave due to the toxic work environment, Herzog knew she needed to act fast. Over the weekend, she drafted a speech to deliver at the next staff meeting on Monday, but she wondered if this was the right approach. Would the speech alienate her workforce even further? Or might it urge them to take their jobs more seriously?

James Han, director of strategy and planning at CHINT Group, needed to select the new country manager for the group's branch in Saudi Arabia. The branch was expected to become CHINT's regional hub for the Middle Eastern market, but the incumbent country manager lacked the necessary leadership skills. Han was considering two candidates: Wendy Sun, the country manager in Turkey, and Jack Ma, the country manager in Egypt. Both branches had achieved outstanding business growth under the leadership of Sun and Ma, respectively. Han needed to evaluate their capabilities and decide who was a better fit for the target market and the local team in Saudi Arabia, while also taking into account the cost of replacing them at their respective branches.

Poorly designed job roles hurt employee engagement and retention. The problem: Many managers don’t know how to create healthy, productive roles. New research shows that ChatGPT can bridge this knowledge gap and help leaders improve work design. But managers must understand the pros and cons of using generative AI technology for this task and how to do so effectively.

Culture can serve as a lever for implementing organizational change. Leaders must start the process by determining the type of change they’re seeking â€" change that involves reinforcing magnitude, reimagining activity, or rethinking direction. Each approach to change requires leaders to make certain choices about culture. The authors use examples from direct experience in corporate human resources leadership at three different companies to illustrate three different strategies in action.

This case and video supplement recount three high-profile public health decisions that German Minister of Health, Jens Spahn, made during the first year of the COVID-19 pandemic: how to procure masks, which vaccines to procure (and how many doses), and whether to pause AstraZeneca vaccine distribution after preliminary evidence linked it to a rare lethal side effect. These inflection points called on Spahn to evaluate tough tradeoffs and rapidly execute a series of high-stakes decisions with limited information, and under intense public scrutiny. In April of 2020, amid a global scramble for coveted N95 face masks and a wildly fluctuating market, Spahn procured millions of masks for German health care workers at the high cost of 4.50 Euros each. The decision garnered bad press just a few weeks later as supply chains relaxed, and mask prices plummeted. The following month, Spahn led Germany to secure contracts with as many vaccine manufacturers as possible and spearheaded a push for the European Union to negotiate vaccine procurement as a unified bloc. To achieve this, Germany had to assume a greater share of the purchasing risk than other EU countries and purchased significantly more vaccine doses than they would have otherwise. Then in March 2021, having received preliminary evidence that the AstraZeneca vaccine was linked to a rare but potentially fatal side effect, Spahn paused distribution of AstraZeneca in Germany. This case includes a 14:38 video supplement in which Jens Spahn revisits his approach to these key decisions, the factors that influenced his thinking and some of the lessons learned. HKS Case No. 2269.0

A.P. Moller-Maersk (MAERSK), an integrated container logistics company based in Copenhagen, Denmark, has been on a decade long strategic transformation journey that was accelerated by the COVID-19 pandemic. MAERSK’s ambitious strategic business transformation converted the organization from an unwieldy family-owned conglomerate to an integrated container and logistics company. This massive shift required new organizational capabilities, new leadership, and most importantly, a significant change in company culture. The transformation helped make MAERSK successful both from a business perspective (e.g., digital transformation, mergers, acquisitions) and from a culture transformation perspective. The company took appropriate steps to break away from a traditional culture without jeopardizing its core values. From a change management perspective, MAERSK’s 9,000 people managers evolved from “a victim mindset” within “a cycle of despair” to a “growth mindset” within “a cycle of hope.” However, the company faced several key questions about its future: “Why did it implement strategic change in the first place? What are the benefits of strategic transformation? Was the company’s transformation successful? What comes next? What challenges will it face in its consistent drive to be better?