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Human Resource Management
People's Transformation: "The UOB Way"
Ivy KWAN and Linny NG
Case Ref No.: ABCC-2024-007
Pub. Date: SEP-2024
Category: Human Resource Management
Topic(s): Organizational Behaviour; Strategy; Sustainability
Case Length: 25 pages
Abstract: This case examines HR transformation from the Chief Human Resource Officer’s (CHRO) point of view. Driving a successful HR transformation requires a multi-phased approach. This case showcases the first two phases of UOB’s HR transformation, in which a foundation was laid to prepare the ground for organization-wide change.
By 2023, UOB’s HR transformation, driven by the Group Head of HR, Dean Tong, had achieved several significant milestones, such as stronger fit and desired capabilities among an evolving mix of employee profiles, increase in recruitment numbers, clarified career paths for all employees that favoured talent retention and promotion from within, increased cross-department exposure for employees through job rotations, and improvements in employee engagement.
The close of the case prompts readers to contemplate the next phase of UOB’s HR transformation, drawing attention in particular to remaining challenges and areas for evolution and improvement.
NTU FACULTY
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Enhancing patient care by transforming the work environment for front-liners at the National University Hospital (NUH)
Lim Beng Chong, Catherine Koh
Case Ref No.: ABCC-2021-008
Pub. Date: OCT-2021
Category: Human Resource Management
Topic(s): Business & Government; Communication; Organizational Behaviour; Strategy; Sustainability
Case Length: 15 pages
Abstract: As a major public healthcare provider in Singapore, it was imperative for the National University Hospital to attract and retain an adequate number of nursing staff to meet the mounting demand in healthcare services and to take on the hospital’s plans for service expansion.
The LUV-ing Nurses Movement was introduced in 2013 with the strategic intent of creating an energising and engaging practice environment in which nurses would stay and grow with NUH. “LUV”, an acronym for “Listen, Understand, and Value”, encouraged nursing staff to provide the best “LUV-ing” care to patients.
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Reimagining Employee Centricity: The Digital Transformation of HR Function at DBS
Nigel Phang, Mou Xu and Sia Siew Kien
Case Ref No.: ABCC-2020-005
Pub. Date: JUN-2020
Category: Human Resource Management
Topic(s): Technology
Case Length: 8 pages
Abstract: Digital to the core has been a rally call in DBS Bank for almost a decade. The bank was recognized as the “World’s Best Digital Bank” by Euromoney twice in 2016 and 2018 respectively. What role did HR play in supporting the bank’s transformation journey? The aspiration to transform the bank into a 28,000-person startup culture requires the Human Resources Division to reimage the HR value chain. What would a HR digital roadmap look like? How would employees, including potential new hires, experience an employee-centric digital culture? In a global war for digital talent, how to win the heads and hearts of employees?
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The Experience of Wendy Chan: Challenges Faced by Woman Leaders in STEM-Related Sectors
Foo Maw Der, Angeline Lim, Lim Wee Kiat and Leong Yi Tung
Case Ref No.: ABCC-2019-004
Pub. Date: FEB-2019
Category: Human Resource Management
Topic(s): Communication; Organisational Behaviour
Case Length: 5 pages
Abstract: This case examines gender challenges confronting women leaders as highlighted above, particularly in Science, Technology, Engineering, and Mathematics (STEM)-related sectors through the lens of Wendy Chan, a data science team leader in Europa, a multinational insurance company. It highlights how she responded to issues concerning bias against women leaders, gender differences toward work issues, and work-life balance. It caters to courses on management and/or entrepreneurship with a focus on diversity and leadership issues, especially those covering the topic of gender. It is also suitable for gender studies and women’s studies courses focusing on diversity and leadership issues.
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Surbana Jurong: Navigating Organisational Challenges in a Mass Termination
Yang Mei Ling and Shirley Koh
Case Ref No.: ABCC-2017-022
Pub. Date: OCT-2017
Category: Human Resource Management
Topic(s): Communication; Organisational Behaviour
Case Length: 14 pages
Abstract: This case describes Surbana Jurong’s experience in its termination of 54 employees in early 2017 as part of its performance management exercise. The mass termination raised concerns that the company was retrenching workers under the banner of poor performance so that it would not have to pay additional compensation to its former employees. The case highlights several communication issues and human resource management challenges in a termination exercise. The accompanying teaching note is prepared by Adeline Tay covering Human Resource Management and Yang Mei Ling covering Communication Management.
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LG Display Wroclaw: Creating a Workplace of Joy
K. Ravi Kumar and Divya Bhutiani
Case Ref No.: ABCC-2017-018
Pub. Date: MAY-2017
Category: Human Resource Management
Topic(s): Communication
Case Length: 13 pages
Abstract: This case highlights the initial challenges faced by LG Display when they opened a TFT-LCD Module Plant in Wroclaw, a small city in southern Poland. The Polish plant was important for LGD because it offered significant cutbacks in distribution costs and a head start compared with the main competitors. Soon the company started facing low employee productivity and high employee turnover due to cultural clashes between Korean managers and Polish workers. This case also shows the pressure faced by Ji-Hyung Kim, LG Display’s country director of Poland plant, to improve the working culture of the plant in the next one year.
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LG Display Wroclaw: Creating a Workplace of Joy (Chinese version)
K. Ravi Kumar and Divya Bhutiani
Case Ref No.: ABCC-2017-018CH
Pub. Date: MAY-2017
Category: Human Resource Management
Topic(s): Communcation
Case Length: 11 pages
Abstract: This case highlights the initial challenges faced by LG Display when they opened a TFT-LCD Module Plant in Wroclaw, a small city in southern Poland. The Polish plant was important for LGD because it offered significant cutbacks in distribution costs and a head start compared with the main competitors. Soon the company started facing low employee productivity and high employee turnover due to cultural clashes between Korean managers and Polish workers. This case also shows the pressure faced by Ji-Hyung Kim, LG Display’s country director of Poland plant, to improve the working culture of the plant in the next one year.
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The Singapore Safety Glass Story
Nigel Phang and Lim Beng Chong
Case Ref No.: ABCC-2016-015
Pub. Date: SEPT-2016
Category: Human Resource Management
Topic(s): Strategy; Organisational Behaviour
Case Length: 14 pages
Abstract: Singapore Safety Glass, a 27-year-old manufacturer of customised glass solutions for buildings, had built a reputation on its high product quality. Faced with increased competition from China, and the tightening flow of foreign labour supply into Singapore, how should the company change its business model and people management practices to sustain and grow its business?
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To Throw or Not to Throw? A Case Study on Leadership in Operational Contexts
Koh Cheng Boon
Case Ref No.: ABCC-2016-010
Pub. Date: AUG-2016
Category: Human Resource Management
Case Length: 3 pages
Abstract: The crew on board a Singapore naval patrol vessel was tasked with providing humanitarian aid to Vietnamese boat people and preventing them from reaching Singapore shores. The crew was confronted with a dilemma when it was carrying out its order from headquarters.
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Perspective on Leadership Effectiveness: From Employee's Lens
Koh Cheng Boon
Case Ref No.: ABCC-2016-009
Pub. Date: JUNE-2016
Category: Human Resource Management
Case Length: 4 pages
Abstract: An employee heard through the grapevine that his new supervisor had a micromanaging and task-focused leadership style. He wondered if he could excel under this type of leadership and if he should start looking for a new job.
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A 30-year Cross-Border Alliance in China – Chongqing Jianshe Motorcycle Co. and Yamaha Motor Co.
Wee Beng Geok, Chen Aihua, Liu Xiaoxiao and Chen Xizi
Case Ref No.: ABCC-2015-005
Pub. Date: AUG-2015
Category: Human Resource Management
Topic(s): Organizational Behaviour
Case Length: 23 pages
Abstract: This case provides an opportunity to explore the issues and challenges confronting cross-border joint ventures at various phases of development, as well as highlights key factors that could shape the prospects and potential of such collaborations.
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A 30-year Cross-Border Alliance in China – Chongqing Jianshe Motorcycle Co. and Yamaha Motor Co. (Chinese version)
Wee Beng Geok, Chen Aihua, Liu Xiaoxiao and Chen Xizi
Case Ref No.: ABCC-2015-005CH
Pub. Date: JULY-2016
Category: Human Resource Management
Topic(s): Organizational Behaviour
Case Length: 22 pages
Abstract: This case provides an opportunity to explore the issues and challenges confronting cross-border joint ventures at various phases of development, as well as highlights key factors that could shape the prospects and potential of such collaborations.
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Malaysia's HerbaLine Facial Spa: A Human Resource Strategy for Growing a Startup *Popular*
Lim Beng Chong and Wee Beng Geok
Case Ref No.: ABCC-2015-001
Pub. Date: APR-2015
Category: Human Resource Management
Case Length: 15 pages
Abstract: The case discusses the human resource strategy of a fast-growing company in the highly competitive beauty spa industry in Malaysia. It examines how the founders' personal values and philosophies were expressed in the human resource policies and practices, and the influence of these on the company's customer service delivery and service culture.
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Singapore Airlines – Moving to a Flexi-Wage System during Volatile Times
Hesan Quazi and D.G. Allampalli
Case Ref No.: ABCC-2008-008
Pub. Date: SEPT-2009
Category: Human Resource Management
Case Length: 21 pages
Abstract: In 2003, SIA faced difficulty in the negotiation of wage restructuring and retrenchments with its unions. The SIA management contemplated tweaking the Seniority-based Wage System and moving to a more flexible and competitive compensation structure.
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Changi General Hospital: Balancing Work-Life in a Healthcare Organisation
Tan Joo Seng and D.G. Allampalli
Case Ref No.: ABCC-2008-006
Pub. Date: SEPT-2008
Category: Human Resource Management
Case Length: 19 pages
Abstract: This case describes work-life programmes (WLPs) implemented by Singapore's Changi General Hospital (CGH) from the late 1990s to 2005. WLPs had contributed to overall improvement of key performance indicators (KPIs) of CGH from 2003 to 2005. However, attrition rate and absenteeism of the Operating Theatre (OT) Department were higher than CGH's average. What could be done to improve the KPIs of the OT Department?
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Tata Consultancy Services: A Systems Approach to Human Resource Development *Popular*
Wee Beng Geok and Ivy Buche
Case Ref No.: ABCC-2008/12-004
Pub. Date: MAR-2012
Category: Human Resource Management
Case Length: 24 pages
Abstract: As TCS followed its multinational clients and set up operations in China, the Chinese government expected TCS to tap on local engineering talent as much as possible. The challenge was whether the training framework TCS had used to build its India-based human resource pool would also be effective in the Chinese context where TCS hoped to grow its second global delivery hub after India.
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Philips Singapore: Creating Value Through Human Resource Shared Services Centre
Hesan Quazi and D.G. Allampalli
Case Ref No.: ABCC-2006-006
Pub. Date: JUNE-2007
Category: Human Resource Management
Case Length: 21 pages
Abstract: In 2003, Philips Electronics Private Limited, Singapore launched Philips People Services (PPS), a shared services centre to provide various standardised human resource services. With PPS reducing the cost of business support function and improving decision-making related to recruitment and retention activities, the Head of PPS had to mull over a product division head's expectation of lower annual service fee.
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Setting the Stage For Service – Drama–based Workshops For Soft Skills Development
Wee Beng Geok and Ivy Buche
Case Ref No.: ABCC-2006-005
Pub. Date: JULY-2006
Category: Human Resource Management
Case Length: 13 pages
Abstract: In 2004 and 2005, The Theatre Practice (TTP), an established theatre company in Singapore conducted a series of drama workshops for service staff of InterContinental Singapore. In the absence of performance metrics, TTP had to convince managements of other hotels and service firms that theatre techniques could help to build the soft skills critically needed by service workers in Singapore.
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