C O U R S E M A T E R I A L S

2014

Articles

Books & Chapters

Brief Cases

Cases

Course Modules

Simulations

Textbook Case Maps

Video

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CASES

Cases, slices of business life, focus on actual problems and decisions facing a company. Students are challenged to put themselves in the protagonist’s place and suggest business strategies, tactics, and solutions.

New Cases

Building a Community at Semiconductor Manufacturing International Corporation (SMIC)SMIC has developed a unique set of benefits and cultural amenities for employees, including an attractive residential campus and an award-winning international school. These amenities allow the company to attract and retain high-quality employees at modest pay, but due to financial challenges, the management team must now justify the costs of these benefits to investors. Harvard Business School #413083

Huntington UniversityAs the Huntington University staff grows dramatically from 6,800 to over 10,000, President Malcolm Singletary launches a major initiative to develop the university’s most promising managers through effective instruction and feedback. The case highlights 3 common people management issues. TN Stanford Graduate School of Business #E439

Massachusetts Financial Services (Abridged)The senior management team of Massachusetts Financial Services (MFS) Investment Management contemplates an introduction of hedge funds at the firm, but many believe that typical hedge fund manager pay would harm the MFS culture. The case presents the MFS compensation philosophy and plan, the types of people it attracts, the resulting culture, and how the senior management team approaches the hedge funds question. Harvard Business School #913036

Say-on-Pay at The Walt Disney CompanyThis case focuses on the lead-up to Disney’s 2012 annual meeting at which Disney would face a vote on the compensation package of its CEO, Robert Iger. Leading proxy advisory firms were recommending that shareholders reject the proposed compensation package. Harvard Business School #113052

Serena and LilyThis case describes 3 challenging situations faced by Lily Kanter, CEO of Serena and Lily, a luxury home goods company. The case addresses subjects including recruitment, termination, and difficult conversations with trusted employees and challenging board members. It is appropriate for any course that addresses corporate culture in an entrepreneurial setting. TN Stanford Graduate School of Business #E438

Trunk ClubThe Trunk Club follows CEO Brian Spaly through a series of 4 vignettes that examine the difficult decisions and conversations that arise in a growing venture. Students learn ways of dealing with a valuable employee threatening to damage the business, juggle considerations in building a team of investors and advisors, role play the recruitment of a valued player without the typical “hooks,” and debate how to best use equity incentives in a growing company. TN Stanford Graduate School of Business #E458

H B S P . H A R VA R D . E D U 1 TN Teaching Note Available

Work from Home: Curse or Boon?The productivity of employees at Knowledge Service Online India Ltd. is evaluated by units of documents delivered. The output of the home-based team has increased twofold, resulting in rewards and compensation that are double those of the office-based team. The head of HR is convinced home-based workers are using unfair means to achieve the high output. She disagrees with the project manager’s decision to increase the size of the home-based team. TN Ivey Publishing #W13168

Popular Cases

Cirque du SoleilCirque du Soleil’s workforce of 2,100 employees includes 500 artists. Managing creative people is a distinct challenge, and this case follows the company’s casting director as she attempts to achieve the company’s growth strategy by attracting more business and talent. TN Harvard Business School #403006

“This is an exceptionally interesting case study … Students really enjoyed it, it was a fun class, I would recommend it highly.” —Review on the HBP for Educators web site*

John SmithersThis case describes an ill-fated effort to institute a total quality program. Students will identify many things that can undermine implementation of change, including lack of corporate commitment, overly formalized programs, inflated expectations, and lack of initial successes. Harvard Business School #402041

Otis Elevator: Accelerating Business Transformation with ITThis case focuses on the major restructuring of Otis Elevator by its CEO. The transformation represents a remarkable 20-year effort to reduce operating costs and build the Otis service image by reengineering all infrastructure processes at Otis. TN Harvard Business School #305048

Performance Pay for MGOA Physicians (A)An orthopedic surgical group at a premier teaching and research hospital is transitioning from a system in which the surgeons are compensated with flat salaries to a system in which they are compensated based on profitability. The case covers critical issues in compensation, incentive issues, and pay-for-performance in a not-for-profit environment. Harvard Business School #904028

Recruitment of a StarThis case details the power dynamics that unfold when one of a firm’s best and brightest threatens to leave. It focuses on the challenges of attracting, hiring, compensating, negotiating with, and leveraging a star performer in a professional service firm. TN Harvard Business School #407036

“My students referred to this case study throughout the course. It was an excellent tool for teaching the recruitment and selection process. Students were excited to learn at the end, who was selected for the position.” —Review on the HBP for Educators web site*

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SG Cowen: New Recruits Chip Rae, director of recruiting at SG Cowen, must decide which recruits to keep after a final interview process for new outside associate hires. He uses a hiring strategy that, after some initial resistance, meets the approval of his senior management. Through Chip’s story, students are introduced to the complexity of recruiting in professional services firms and are taught the basics of a recruiting process. TN Harvard Business School #402028

Two Tough Calls (A)A young female manager must decide whether to terminate two poorly performing employees. The case illustrates the practical and ethical issues involved in firing decisions. This case is supplemented by Two Tough Calls (B). TN Harvard Business School #306027

Brief Cases

ARISE: A Destination-for-a-Day SpaA new Dallas-based day spa aims to use a highly distinctive human resource system as the foundation of its competitive strategy. By encouraging employees to act as “personal wellness coaches” with broad responsibilities, the leadership intended to provide a level of service that would justify premium rates. However, the system is not working. TN #913521

Celeritas, Inc.: Leadership Challenges in a Fast-Growth IndustryCeleritas is a leading data communications company in a crowded and competitive market. With sales suddenly declining after years of record growth, Celeritas has begun to lose its status as a top player. The CEO calls for an off-site meeting to address problems he believes are causing the recent slide. TN #4360

Performance Management at Vitality Health Enterprises, Inc.In an effort to retain top performers, the company institutes a forced distribution model of performance rankings, moving from an absolute ranking system to a relative one. The Senior VP of Human Resources and his team must assess the effectiveness of the new system. TN #913501

“The case is engaging and generates significant discussion among students around how performance should be evaluated. Great case with a detailed teaching note!” —Review on the HBP for Educators web site*

Raleigh & Rosse: Measures to Motivate Exceptional ServiceIn January 2010, U. S. luxury goods retailer Raleigh & Rosse is being sued by its employees for encouraging “off the clock” hours. At the center of the class action lawsuit is the famous Raleigh & Rosse performance measurement system previously thought to be the core of the retailer’s success. TN #4353

NEW! Southfield PackagingSouthfield Packaging provides materials and services to medical device manufacturers. The case examines the relationship between a corporate vice president, Mark Sanders, and one of his direct reports, regional manager Frank Belby. Sanders’ preparation for Belby’s annual performance review highlights the common challenges and difficulties associated with performance reviews. TN #913562

Æ Find more cases and Brief Cases at hbsp.harvard.edu

TN Teaching Note Available

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ARTICLES

Articles from Harvard Business Review and other renowned journals provide up-to-the-minute ideas from the best business thinkers.

New Articles

Great Leaders Who Make the Mix WorkBusiness leaders send a powerful message when they make a commitment to diversity that goes beyond rhetoric. Through interviews with 24 CEOs whose firms were known for embracing people of all backgrounds, the authors identify 8 best organizational practices for instilling such a culture. Harvard Business Review #R1309D

Health Care’s Service FanaticsDespite its reputation for medical excellence, the Cleveland Clinic received dismal service scores from patients. In 2009, the CEO decided to act, and the clinic leaped to the top of patient satisfaction surveys. The clinic’s new practices hold lessons for executives in any industry that must compete by creating a superior customer experience. Harvard Business Review #R1305J

Honeywell’s CEO on How He Avoided LayoffsWhen the recession hit, CEO David Cote thought that any restructuring at Honeywell should be based on efficiency and profitability over the long term—not solely a reaction to the recession. The leadership team settled on furloughs, and this is the story of how they worked. Harvard Business Review #R1306A

The Third Wave of Virtual WorkIn 3 major waves of change over the past 30 years, employers and workers have converged on new arrangements for getting knowledge work done. First, home computers and email spawned an army of freelancers. Next, mobile technology and global teamwork gave the same kind of work-anywhere, work-anytime flexibility to full-time employees. Now, new ways of providing community and shared space are curing a side effect of virtualization—worker isolation—and driving increased collaboration. Harvard Business Review #R1301D

Tours of Duty: The New Employer-Employee CompactFor most of the 20th century, the relationship between employers and employees in the developed world was all about stability and lifetime loyalty. That has recently changed, giving way to a transactional, laissez-faire approach that serves neither party well. A new arrangement is needed, the authors argue—one built on alliance and reciprocity. Harvard Business Review #R1306B

Women in the Workplace: A Research RoundupHarvard Business Review presents a variety of recent research by business, psychology, and sociology scholars offering a window into women’s collective experiences at work. One of the most disturbing studies? One that reveals the extent to which both women and men are biased against working mothers. Harvard Business Review #R1309F

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Popular Articles

Cultural IntelligenceCultural intelligence, or CQ, is the ability to make sense of unfamiliar cultural contexts and is composed of 3 components—cognitive, physical, and emotional or motivational. The authors provide tools to identify one’s CQ strengths and training techniques to help people overcome CQ weaknesses. Harvard Business Review #R0410J

“This a is a very nice article. I use it for my undergraduate International Marketing class.” —Review on the HBP for Educators web site*

Data Scientist: The Sexiest Job of the 21st CenturyData scientists are the key to realizing the opportunities presented by big data. They bring structure to data, find compelling patterns in it, and advise executives on the implications for products, processes, and decisions. This article examines what organizations need to know about data scientists: where to look for them, how to attract and develop them, and how to spot a great one. Harvard Business Review #R1210D

Diversity as StrategyIn 1995, Lou Gerstner launched a diversity task force initiative at IBM to understand the differences among people within the organization and find ways to appeal to an even broader set of employees and customers. By pursuing diversity as a key corporate strategy in its own workforce, IBM was able to expand minority markets. The result was a virtuous circle of growth and progress. Harvard Business Review #R0409G

Employee Motivation: A Powerful New ModelBased on extensive research, authors Nitin Nohria, Boris Groysberg, and Linda-Eling Lee establish that an environment that meets an employee’s basic emotional drivers to acquire, bond, comprehend, and defend is vital to the employee’s motivation. They present a model to dramatically increase workplace motivation. Harvard Business Review #R0807G

Fear of FeedbackThis article explores why so many employees feel fear at the prospect of performance feedback. Employees can deal with feedback better by acknowledging negative emotions, constructively reframing fear and crticism, developing realistic goals, creating support systems, and rewarding themselves for achievement along the way. Harvard Business Review #R0304H

Make Your Company a Talent FactoryDespite the great sums of money dedicated to talent management systems, companies still struggle to fill key positions—limiting their potential for growth in the process. The authors recommend combining rigorous talent processes that support strategic objectives with a passion for talent cultivation among executives. Harvard Business Review #R0706D

One More Time: How Do You Motivate Employees? Frederick Herzberg’s influential research demonstrates that people are truly motivated to work harder and smarter not by extrinsic incentives—compensation, perks, improved office conditions—but by motivations intrinsic to their job such as achievement, recognition for achievement, the work itself, responsibility, and growth or advancement. Harvard Business Review #R0301F

Æ Find more articles at hbsp.harvard.edu

BOOKS & CHAPTERS

Many academic titles from Harvard Business Review Press are now available as eBooks. Each eBook title is available as a PDF and comes with a full-text educator copy available to registered Premium Educators on the Harvard Business Publishing for Educators web site.

Books

The First 90 Days, Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and SmarterWhether starting a new job, being promoted from within, embarking on an overseas assignment, or being tapped as CEO, how leaders manage transitions will determine whether they succeed or fail. The First 90 Days is the world’s most trusted guide for leaders in transition. Available as an eBook. Harvard Business Review Press #11323

Harvard Business Review on Finding & Keeping the Best People This collection of HBR articles will help new managers look for good people in the right places, interview more effectively, make—and keep—compelling promises to candidates and employees, mitigate the risks of hiring stars from other companies, coach and mentor to shore up commitment, stretch promising employees’ responsibilities, rotate high performers into a variety of teams, and reverse the female brain drain. Available as an eBook. Harvard Business Review Press #10324

HBR Guide to Coaching Your EmployeesCoaching is an important part of being an effective manager. This guide gives students the tools they need to agree on goals and growth, motivate people to achieve them, support employee efforts, and measure their progress. Available as an eBook. Harvard Business Review Press #17065

Laying Off EmployeesImplementing a layoff is one of the most difficult and painful challenges a manager can face. This guide outlines proven strategies for laying off employees. Students learn how to make key decisions before, during, and after a layoff; communicate effectively with employees about the situation; and rebuild a dedicated, high-performing post-layoff team. Available as an eBook. Harvard Business Review Press #12443

Reinventing You: Define Your Brand, Imagine Your Future Reinventing You provides a step-by-step guide to help managers assess their unique strengths, develop a compelling personal brand, and ensure that others recognize the powerful contribution they can make. Mixing personal stories with engaging interviews and examples from well-known personalities, this book teaches students how to think big about professional goals, take control of their careers, and build reputations that open doors. Available as an eBook. Harvard Business Review Press #10835

Retaining EmployeesRetaining Employees prepares students to stay competitive in the war for talent by using creative and effective retention strategies. This guide provides strategies for managing or removing common obstacles to retention, such as burnout and work-life imbalance, developing programs to better meet employees’ diverse needs and interests, and hiring the right employees in order to improve retention. Available as an eBook. Harvard Business Review Press #12591

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Chapters

The Business Case for Diversity: How Companies Benefit from Reevaluating the Male Competitive ModelThe “off-ramping” or downshifting of many women in the workplace has serious ramifications not only for personal careers but for businesses as well. This chapter outlines the demographic shifts and global competitive pressures facing today’s organizations, making a case for gender diversity as part of the solution.

From Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success #4698BC

Combating Stigma and Stereotypes: Keeping Talented Women on the Road to SuccessAccording to the author of Off-Ramps and On-Ramps, there are 6 essential elements that need to gain real traction if a company is to fully realize female talent over the long haul. This chapter addresses one of these essential elements, showing how companies are beginning to battle head-on the stigma and stereotypes associated with flexible work arrangements and other work-life policies and programs.

From Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success #4705BC

The End of an Era: Why Traditional Talent Management No Longer WorksWith factors like the rise of outsourcing and Internet job searches, the world is a different place than it was in the 1950s. The talent management models of that era no longer work, and so employers have moved from a model of planning to a model of shopping for talent. The fundamental challenge employers face in the modern competitive business environment is managing uncertainty.

From Talent on Demand: Managing Talent in an Age of Uncertainty #7577BC

Make It Happen in Practice: Creating a Differentiated Workforce at the American Heart AssociationDifferentiating your workforce involves developing the right strategy, the right jobs, the right workforce, and the right HR management practices. This chapter shows how to identify and implement the key lessons learned in designing and developing a differentiated workforce, using the example of the American Heart Association.

From The Differentiated Workforce: Transforming Talent into Strategic Impact #3249BC

The Problem of Uncertainty in Talent Demand: Focusing on Internal DevelopmentThis chapter explains how to structure internal development to reduce uncertainty and lower costs by using techniques from operations research. These techniques include shortening the forecasting cycle, relying on the principle of portfolios to reduce variability, and reorganizing the delivery of developmental programs to improve responsiveness.

From Talent on Demand: Managing Talent in an Age of Uncertainty #7576BC

Put Strategy, Not People, First: An Introduction to Differentiated Workforce StrategyDespite all the talk about a new strategic emphasis on the workforce, most companies haven’t yet capitalized on the opportunity for strategic success that effective workforce management can provide. The authors of this chapter believe that a fundamental change in the entire approach to workforce strategy is needed. They describe a new approach—called differentiated workforce strategy—and outline why differentiation is essential to strategic success.

From The Differentiated Workforce: Transforming Talent into Strategic Impact #3237BC

Æ Find more books and chapters at hbsp.harvard.edu/list/book-chapters

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SIMULATIONS

Online simulations present real-world management challenges for students and encourage classroom interaction and discussion. Results are available immediately for a comprehensive debrief session. All simulations include a detailed Teaching Note.

Change Management Simulation: Power and Influence V2Playing the role of either a middle manager or a CEO at a manufacturing firm considering adoption of an enterprise-wide sustainability program, students must choose among 18 change levers to move members of the organization along a 4-step pathway from awareness to adoption. #4345

Leadership and Team Simulation: Everest V2This second release of Leadership and Team Simulation: Everest combines the proven learning objectives and story line of the original with an updated user experience and enhanced administrative features. Students experience group dynamics and leadership through the dramatic setting of a Mount Everest expedition while playing 1 of 5 roles on a team of hikers. As they attempt a climb to the summit, students must reach individual goals while also sharing information to maximize group achievement. #7000

Project Management Simulation: Scope, Resources, Schedule V2Students make qualitative and quantitative decisions as they manage a critical new product development project. Human resource issues include project staffing, managing schedules, deadlines, team morale, coaching and training priorities, and setting appropriate team and management expectations. #4700

Æ Find more simulations at hbsp.harvard.edu/list/simulations

COURSE MODULES

Course Modules offer a road map to the best teaching materials, with recommendations on how to organize them. Each module suggests 4–6 items plus some alternate suggestions. Popular modules in Human Resource Management include:

� Compensation � Employee Training and Development � Performance Evaluation � Recruiting, Hiring, and Promoting

Æ Find more Course Modules at hbsp.harvard.edu/list/course-module

TEXTBOOK CASE MAPS

Textbook Case Maps match cases to the leading business textbooks on a chapter-by-chapter basis. Maps are prepared by experienced editors at Harvard Business Publishing and suggest several cases for each chapter.

� Baron & Kreps: Strategic Human Resources Wiley � Jackson & Schuler: Managing Human Resources South-Western � Noe, Hollenbeck, Gerhart & Wright: Human Resource Management McGraw-Hill � Werner & DeSimone: Human Resource Development Thomson/South-Western

Æ Find more Textbook Case Maps at hbsp.harvard.edu/list/textbook-case-maps

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VIDEO SHORTS

These free, short videos are all under 10 minutes long and illustrate a case’s central learning objective. The streaming video is available to registered Premium Educators at hbsp.harvard.edu. Cases with Video Shorts include:

� Bringing Kids Home: The Wraparound Milwaukee Model #HKS127

� Merck Latin America (A) #401029

� People Express Airlines: Rise and Decline #490012

� Taking a Therapeutic Approach to Juvenile Offenders: The “Missouri Model” #HKS104

Æ Find more Video Shorts at hbsp.harvard.edu/list/video-shorts

eBOOKS 50% Student Discount via HBP CoursepacksMany new and best-selling academic titles from Harvard Business Review Press are now available as PDF eBooks. Registered Premium Educators can see full-text Educator Copies online. For the first time, students receive a 50% discount when acquiring an eBook through an HBP digital coursepack.

MOST ADOPTED TITLES:

¢ HBR Guide to Coaching Your Employees #17065

¢ The First 90 Days, Updated and Expanded Proven Strategies for Getting Up to Speed Faster and Smarter #11323

¢ Retaining Employees #12591

¢ Harvard Business Review on Finding & Keeping the Best People #10324

¢ Reinventing You Define Your Brand, Imagine Your Future #10835

¢ Laying Off Employees #12443

¢ Managing Diversity #14781

SEE A FULL LIST:hbsp.harvard.edu/list/ebooks

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Cases $6.95 $3.95

Articles $6.95 $3.95

Simulations $37.50 $12.50

Online Courses $38.00–$129.00 $19.00–$64.50

Multimedia Cases $20.00 $7.00

Similar discounts apply to all teaching materials at hbsp.harvard.edu. Prices subject to change without notice.