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• September 26, 2022

Best HR Case Studies

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HR as a function has undeniable importance from a business management perspective. With the advancement in technology, 2022 saw a huge technological shift in this aspect of business management as well. Apart from digitizing all other business aspects, organizations have begun to incorporate technology and data into HR practices as well.

HR Analytics Case Studies with Business Impact and its benefits are listed below:

An american mnc reduces attrition using people analytics and forecasting.

Case: This American MNC is a client of PeopleStrong and is suffering from a high turnover of employees at five locations. The company intended to install analytics in order to evaluate the main drivers of attrition and do forecasting for their occurrence at different business locations.

Solution: An integrated tool for workforce analytics was created and implemented. This tool could capture attrition results and their drivers and do a forecasting based on trends.

Also Read:  Executive Development Program In Human Resource Management From XLRI Jamshedpur

Result: The forecasting report predicted that 500 of the 5000 employees were going to quit in the next 6 months. Better employee retention policies were designed which included rewards and incentives apart from better people strategies. Even though 250 people still left, the figure was 50% lower than the prediction.

Under Armour digitized employee recruitment and enhanced employee experience

Case: Under Armour, an American organization dealing with the manufacture of sports and casual apparel and footwear, is a global company. With more than 130 global outlets and 8500 employees, their ATS system received more than 30,000 resumes in a month. Thus, hiring was a cumbersome process for them as well as candidates applying for a job.

Solution: They engaged in a digital recruitment system called Hirevue. With Hirevue, managers could create interviews with candidates with the help of pre-recorded questions. This screening process helped managers call in only employees who met their requirements for webcam or mobile recorded interviews.

Result: Managers could now hire new employees much more quickly. There was a 35% reduction in time in the overall interview to the hiring process. Talent quality also improved.

These above case studies show the emerging trend of incorporating analytics in the HR function of business management . This can also be seen to have positive results in the recruitment and retention processes. 

Human resource management is quite a recent term. Employees are treated with a lot of respect and regard nowadays compared to earlier. There were times when workers were considered to be expendable and they had few rights. Working conditions were miserable and people had no say in how organizations are operated or in the way they were treated. The industrial revolution is what brought changes. Companies started realizing that keeping employees loyal was essential for running businesses smoothly.  

Caring For Employees During The Industrial Revolution

Courses for human resources certification online teach that before the industrial revolution there were hardly any large industries and a need for managing workers was not felt. Working conditions were dangerous for them and pay was hardly commensurate with what work they did. In the late 1900s, companies like the UK-based Cadbury and Jacob from Ireland appointed welfare officers. These firms introduced a system of payment during sick leaves and cheap housing for employees.

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It was F W Taylor during the early twentieth century who introduced a system for managing staff. He believed that people could be trained to become experts in certain jobs. The famous carmaker Ford adopted his methods. Tools in manpower management like job analysis, employee selection procedures, and training methods were introduced during this period. Certain fast food organizations also adopted Taylor’s theories. His mistake was that he did not think people can get bored with doing the same job.

Employee Management During The World Wars

Two events that changed many things for us are the first and second world wars. Employee unions had been formed during the first world war. As men went to fight wars, women came to be seen more in workplaces. In your HR training certification by IIM Raipur , you will learn how companies had to think about managing workers and form new rules. Recruitment, dismissal, bonus, and absence from work came under the scope of manpower management.

Researchers like Elton May opined that factors like motivation, job satisfaction, leadership skills, and group dynamics could influence performance. The improvement in the economy after the war saw many firms adopting a more flexible approach to staff members. Big companies used employee benefits to lure and retain people. Personnel and welfare work was in full swing during the second world war, but it was done in a bureaucratic style as government-run firms influenced law-making.

The Post-War Scenario

The 60s were not good times for industrial relations as it was found that none of the entities involved in negotiation had skills to discuss issues of employees. As the decade came to an end, employment opportunities improved, and along with this, people management techniques began to be used. When you study human resources certification online courses you will know that terms like motivation, organizational behavior, and management training were heard more commonly.

Also Read:  Executive Development Program In Talent Management

In the seventies, much was talked about rewarding employees. The next two decades saw economies sliding and companies becoming less profitable. But it was also then that many organizations realized the importance of retaining people. They began looking at workers as an asset that must be taken care of if the firm wants to have an edge over competitors. Humans started to be regarded as resources that need to be effectively managed. Human Resource Management was born.

The Nineties To Now

It is no more only personnel management and administrative tasks for workforce heads. The HR training certification by IIM Raipur will tell you that it is more about employee engagement and development that people managers are tasked with now. Human resource departments are strengthening the culture in an organization and finding people who can fit that environment. They are also tasked with ensuring that every employee gets an opportunity to use his or her talents for the benefit of their companies.

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HR managers are more focused on workers than on processes. This department is also gaining more importance as management’s realize a need to attract and retain the best talents available in the market. HR leaders find themselves among the C-suite as their role in getting the best out of employees is increasing. They must understand the needs of a more diverse, multicultural, and multigenerational workforce and ensure to fulfill them. Retention of good hands has assumed much importance nowadays.

The Future Of HR Management

  The human resources certification online courses will teach that it is not just enough to employ and retain people, but they must also be trained and developed. The speed at which new technologies emerge, there is a need to keep employees abreast of modern developments. HR managers must continuously update themselves with modern technology and arrange training programs to empower workers with new skills. The journey of staff members in an enterprise will be that of continuous learning.

Acquiring best talents and retaining them will remain the focus of any progressive organization. People managers will have to find innovative means to attract those who are equipped with the latest skills required for a job. Engaging with prospective employees through social media platforms will be practiced by more HR heads. There will be increased use of automation for screening resumes and conducting initial interviews. This will speed up the process and reduce costs.

HR departments will be trying innovative methods to improve employee experience in the company. They will find out the requirements of the new breed of recruits. Learning opportunities will be improved. Promotions and salary hikes will no longer be based on experience or seniority. New procedures for evaluating employees will be used. Getting HR training certification by IIM Raipur will teach new methods that are used by global enterprises for appraisal and rewarding.

Looking at the evolution of human resource management can show you that there has been a shift from looking at employees as only a means to achieve company objectives, treating them as individuals, and satisfying their needs. There is a realization that it is equally important to ensure that their goals are achieved and these objectives are in line with that of the organization. HR departments will play a more important role as retaining good talent becomes crucial. Combining the human force with machines and using that synergy will be highly important in the future.

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Cases in Human Resource Management

• David Kimball - Elms College
• Description

Cases in Human Resource Management provides students with insights into common challenges, dilemmas, and issues human resource managers face in the workplace. Using a wide variety of well-known companies and organizations, author David Kimball engages students with original, real-world cases that illustrate HRM topics and functions in action. Each case is designed to encourage students to find new solutions to human resource issues and to stimulate class discussion. Case questions challenge students to think critically, apply concepts, and develop their HRM skills. The contents are organized using the same topical coverage and structure as most HRM textbooks, making Kimball the ideal companion for any introductory HRM course.

See what’s new to this edition by selecting the Features tab on this page. Should you need additional information or have questions regarding the HEOA information provided for this title, including what is new to this edition, please email [email protected] . Please include your name, contact information, and the name of the title for which you would like more information. For information on the HEOA, please go to http://ed.gov/policy/highered/leg/hea08/index.html .

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May adopt as a supplementary Text in the future.

KEY FEATURES

• Original case studies bring concepts to life through a number of well-known organizations, including Apple, Amazon, Google, LinkedIn, and Zappos.
• Case questions require students to think critically about HR issues and apply HR concepts to each case.
• An emphasis on important issues and current trends in HRM brings up key topics in the field such as state and federal minimum wage, succession planning, executive compensation, mindfulness, cyber attacks, CSR, and managing a multigenerational workforce.
• A chapter on international HRM topics examines important issues like that of helping expatriates succeed.

Sample Materials & Chapters

Chapter 7: Training, Leading, Talent Management and Development

Chapter 16: Global Issues for Human Resource Managers

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This title is also available on SAGE Knowledge , the ultimate social sciences online library. If your library doesn’t have access, ask your librarian to start a trial .

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Best practices: 10 most popular case studies of 2019

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A compressed workweek that drove employee engagement, an "unbossed" leadership approach to employer branding,  and the use of robotics to save nine man days -we've heard about it all this year.

To recap, this special edition of the HR Bulletin showcases 10 of our most popular case studies of 2019, featuring the tried-and-test best practices of Experian, Shopee, BAT Singapore, and more.

1. How foodpanda is overcoming the matter of people working "systematically long hours"

As part of a special feature we did this year on work-life harmony, hear from Managing Director Luc Andreani , a line manager, and a Millennial on what integrating work and life really means, and how foodpanda's flexible working initiatives focus on the quality of work produced, over the number of hours clocked in.

[ Read the full case study here ]

2. How an "unbossed" leadership approach drives Novartis' employer branding journey

In this exclusive , Jason Tan, Head of HR for People and Organisation, Novartis , sheds light on the firm's "unbossed" philosophy, and how this approach to employer branding led to a series of D&I and CSR initiatives for the greater good.

3. How British American Tobacco Singapore reduced absenteeism by 23%

Rather than focusing on fixed targets, BAT creates a culture where employees are empowered to make conscious choices towards their health,  Mausami Arora, Head of HR, British American Tobacco Singapore , shares.

4. How Shopee has trained over 450 leaders across the region for a learning culture

Lim Teck Yong, Shopee's Head of Regional Operations and People Team , speaks on the online marketplace's competency-based, systematic and holistic approach towards leadership development for both new and experienced leaders.

[Read the full case study here]

5. How AXA Affin GI's compressed workweek drives high employee engagement

Anuradha Purbey, People Function Director for Southeast Asia, Aviva , is tapping on technology to create capacity for accelerating business growth . Here's how the team got started on this journey.

Interviewees' photos / providedLead image / xxStock photo / iStock

Follow us on Telegram and on Instagram @humanresourcesonline for all the latest HR and manpower news from around the region!

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13+ HR Case Studies: Recruiting, Learning, Analytics, and More

Reposting a piece from the blog over at Lighthouse Research because I know not all of you subscribe over there!

While much of the work we do at Lighthouse Research & Advisory focuses on quantitative research studies, we do a fair amount of qualitative research as well. We’ve collected case studies over time (and continue to) that highlight interesting approaches and examples of innovation within human capital management. The list below offers a wide variety of industries, examples, and flavors for you to learn from.

Want to see another topic or example not listed here? Comment below and and I will see what we can do to find that for you!

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13 HR Analytics Courses Online To Check Out in 2024

FEBRUARY 23, 2024

While this course does present an overview of people analytics theory and some of its basics, it does not teach complex data analysis . You can complete the course’s four modules in about eight hours of study time. Conduct a brief presentation on data analysis results. This two-day course is offered both in-person and virtually.

HR Trends and Case Studies

Effortless HR

JANUARY 20, 2022

These case studies and HR trends 2021 show how the future of work might look as we approach 2022. Data Analysis of Workforce. HR trends during the pandemic (and as we move towards a post-pandemic phase) show numerous creative adaptations and adjustments across companies and workplaces. HR Trends Throughout 2020-21.

Retail Bank Case Study

MARCH 19, 2021

These plans and reporting were being managed through spreadsheets and custom reporting and analysis . The post Retail Bank Case Study appeared first on DecuSoft. The client manages a variety of Merit cycles, long-term incentives, equity, and discretionary plans. Download PDF.

The Evolution of HR with AI Technologies

FEBRUARY 19, 2024

Case studies from various companies show the success of integrating AI into HR strategies. Research by Accenture suggests that AI could increase productivity in HR by up to 45% by automating routine tasks and data analysis . The post The Evolution of HR with AI Technologies appeared first on Hppy.

Top 15 HR Analytics Certifications

HR Tech Girl

JUNE 12, 2023

HRCI’s intermediate course is designed to help you master big data analysis and research design. Enrollment is on an ongoing basis, but the online course is self-paced with a mix of videos, readings, and real-world case studies . There are no prerequisites for this course.

Flimp Communications’ 2021-22 Open Enrollment Case Study and Trends Report Shows Digital Postcards Drive Extraordinary Employee Engagement Rates of 72 Percent

Flimp Communications

MAY 24, 2022

May 25, 2022 Boston, MA Third-annual report offers analysis of over 200 digital benefits communication campaigns that reached 700,000+ employees with targeted OE messaging, educational videos and other trackable content Flimp Communications, the leading full-service provider of digital employee communication and engagement solutions, today revealed.

How to Minimize Interview No-Show Disappointments Keywords

Professional Alternatives

AUGUST 14, 2023

One way to gather insights is through data analysis . These platforms provide features like email templates, sequence automation, and reach analysis , allowing you to create personalized and targeted outreach campaigns. These touchpoints can take various forms, such as informative blog articles, case studies , or personalized emails.

Sonoco Case Study

Stories Incorporated HR

OCTOBER 30, 2018

Elliott was to conduct a customer analysis to determine the price point that would bring these customers to the market; after presenting his findings to leadership the Vice President of Sales simply stated, “We’ll announce the price increase next Tuesday.” The post Sonoco Case Study appeared first on Stories Incorporated.

Case study: Conifer Research uses automation and agile project performance evaluation apps to track project performance in a dynamic, rapidly changing, and project-centered environment.

AssessTEAM Performance Management

JUNE 5, 2020

The client needed to be able to automate the processes of tracking, analysis , and reporting as much as possible. The automated reporting and analysis have enabled the client to see how well individuals perform on specific projects on an ongoing basis. Project Evaluation. Actionable Project Performance Data.

10 Things Your B2B Competitive Analysis Should Include

The Incentive Solutions News blog

FEBRUARY 9, 2021

10 Things Your B2B Competitive Analysis Should Include | Incentive Solutions. Our eBooks, FAQ’s and case studies are packed with information about deploying an incentive program that best suits your needs. Time to complete your B2B competitive analysis again? The Basic Questions of B2B Competitive Analysis .

TEKsystems Case Study: Learn. Share. Repeat. A New Approach Pays Off

MARCH 28, 2019

After doing some analysis on their corporate L&D system, TEKsystems realized that it was outdated and no longer functioning at a high enough level. Read our latest case study to learn more about how TEKsystems was able to do away with the old and upgrade its L&D system using Degreed’s help and a three-pronged learning approach.

HR Business Partner Resources Repository

AUGUST 20, 2021

A Critical Discursive Analysis of HR Managers’ Struggle for Legitimacy. The rise (and fall) of HR analytics: a study into the future applications, value, structure, and system support. Case Study : How we Determined Optimal Staffing Levels. Case study : Key Drivers of Retail Sales Performance. Relevant video.

Are Freelancers Your Best Performers? Applying Organizational Network Analysis to the Gig Economy

MAY 8, 2018

In that article, we also introduced a tool called “organizational network analysis ” (ONA) that can map the social networks, often hidden beneath formal hierarchies. Our review of published research and case studies didn’t find any, which suggests there is vast untapped potential to learn more. Rob Cross is the Edward A.

People Analytics and HR-Tech Reading List

Littal Shemer

OCTOBER 11, 2022

“Technology can have huge benefits for the HR function: saving time by streamlining processes, boosting engagement by enabling analysis of people data or improving employee development by allowing staff to access the content they need on different platforms, wherever and whenever they need it. How to collect and analyze it? Fink (2019).

Case Study: Taking Advantage of Polaris’ Advanced Analytics to Get Complete Visibility into Your Business

DECEMBER 10, 2020

Erroneous data plagues 91 percent of organizations, making it unfit for any analysis . […]. The post Case Study : Taking Advantage of Polaris’ Advanced Analytics to Get Complete Visibility into Your Business appeared first on Replicon. It’s mostly because the data is inaccurate, incomplete, or inconsistent.

9 Best HR Courses for Beginners to Check Out Right Away

FEBRUARY 9, 2024

Topics include: Exploring the role of HR from administrative and compliance to strategy and business growth Learning where to begin with an HR audit Discovering the process of recruiting great talent, from job analysis to writing interview questions and job postings Learning about a performance management process with more impact.

Why aren’t HR pros relying on AI to assess hiring decisions yet?

HRExecutive

FEBRUARY 26, 2024

According to i4cp’s 2024 Priorities & Predictions report, HR leaders are leveraging gen AI for various tasks , including email communication, presentation creation, policy development, case study compilation, scenario planning, sentiment analysis of employee surveys and industry trend monitoring.

People Analytics Case Study: How HR made customers happy

AUGUST 20, 2018

At AIHR we get a lot of requests for case studies to make the analytics process more tangible. In their new book, Predicting Business Success , Scott Mondore and co-authors provided one of the most interesting studies we’ve come across. recruiting, hiring, surveying) and demonstrate its value to the rest of the business.

Case Study: How We Got Employees Access To Their Earned PAY Before Payday

JANUARY 22, 2019

The following article appeared in the January 15 issue of What’s Working in Human Resources and is a Q&A between the publication and Kym Cross, HRIS & data analysis director and Geoff Gerks, CHRO, of G4S Secure Solutions in West Palm Beach, FL. Read more DailyPay Case Studies . Positive Results.

Employee Wellness Benefits for Your Quick Service Restaurant Workers

JULY 18, 2023

Wages, management, and scheduling are top concerns for QSR employees, based on an analysis of exit interviews and a review of text messages exchanged between employers and employees. They have remained engaged throughout the whole process.” – Maritza Denman, Payroll Manager, JAE Restaurant Group Read the full case study here.

HR Analytics Case Study: Why Expats Quit – and how to Retain them

SEPTEMBER 5, 2018

Case study . Another proposal was a deep dive analysis into among others exit interview texts, to uncover the themes mentioned by surveyed leavers. The post HR Analytics Case Study : Why Expats Quit – and how to Retain them appeared first on Analytics in HR.

Case study: how Workable’s TechOps optimized its processes

JULY 20, 2023

TechOp’s journey underlines the power of detailed analysis and continuous monitoring, even when performance seems satisfactory. The post Case study : how Workable’s TechOps optimized its processes appeared first on Recruiting Resources: How to Recruit and Hire Better.

Talent Acquisition Tests in HR: Navigating the Path to Recruitment Triumph

Best Practices for Implementing Talent Acquisition Exams Studies show standardized talent testing precipitates 70% faster hiring and 60% lower costs per recruitment. Analyzing Test Results for Data-Backed Hiring Decisions Meticulous test analysis is pivotal to reap benefits. What Are Some Proven Implementation Strategies?

Case Study: How We Got Employees Access To Their Earned Wages Before Payday

The following article appeared in the January 15 issue of What's Working in Human Resources and is a Q&A between the publication and Kym Cross, HRIS & data analysis director and Geoff Gerks, CHRO, of G4S Secure Solutions in West Palm Beach, FL.

How Data Cleansing Can Streamline Your HR Analytics

JULY 5, 2023

It is a critical step in data management and analysis . Misspelled names, addresses, or other data can lead to confusion and inaccuracies in analysis . Without proper data cleanup, the analysis may include duplicate records or inconsistent data, leading to inaccurate insights.

Navigating DEI When Hiring Executive Leaders in Private Equity

Slayton Search Partners

MAY 7, 2024

One analysis shows that gender parity in promotions won’t be reached for another six decades in the PE sector. Prioritizing DEI in PE Recruitment Strategies Both companies highlighted in these case studies understand that the quality of their leadership and board talent is critical in building successful, high-growth portfolio companies.

Unveiling Personality Patterns for Effective Team Building

AUGUST 15, 2023

Real-World Case Study Let’s look at one interesting real-world example underlying the importance of balancing personality patterns in teams. This case study shows that differences in personality patterns can influence team performance in significant and impactful ways.

How FP&A Can Address the Challenges of Poor-Quality Data

DECEMBER 13, 2022

Financial planning and analysis (FP&A) teams demand reliable, accessible data to effectively perform key finance functions, including: Planning: Timely, accessible, quality data drives the ability to receive and incorporate actuals, continuously re-forecast, deploy rolling forecasts , and deliver assessments.

IHG Hotels: Partnering with Cognisess to Drive Positive Change and Unlock Potential

APRIL 13, 2023

Cognisess has been working closely with IHG to set up the academy and provide assessments that help trainees understand their potential and future career paths; based on cognitive games, behavioural analysis , and Natural Language Skills AI.

Top 10 Procurement Software in 2024

NOVEMBER 3, 2023

With features like intelligent sourcing, spend analysis , and supplier portal, Oracle Procurement Cloud is a powerful tool for optimizing procurement operations. GEP SMART GEP SMART is a unified procurement platform that combines spend analysis , sourcing, contract management, savings tracking, and procurement operations.

15 ways HR leaders are using gen AI now

JANUARY 10, 2024

“AI Innovators are more likely to have higher market performance, increased levels of innovation and productivity, and healthier cultures than those that have been slower to adopt AI,” writes Oakes. “Keeping HR out of AI strategy conversations could prove quite costly in the long-term.”

Game Theory in HR: Applications and 3 Case Study Examples

OCTOBER 4, 2022

The differences between game theory and simulation modeling Game theory explained The strategic benefits of game theory for HR Game theory case studies Why is game theory not extensively used in operational HR? It doesn’t lie in reporting or predictive analytics but rather in analysis , which sits somewhere between these two.

Elevating Sales Excellence: The Imperative to Upskill in 2024

The Perfect Hire

APRIL 29, 2024

As the use of artificial intelligence (AI) grows more pervasive every day, sales leaders are seeing major industry transformations, including automation, data analysis , and enhanced productivity. Leveraging Artificial Intelligence. By using AI to boost sales activity many AI adopters saw conversion and sales productivity improve by 10-30 %.

Case Study: Diverseco

SEPTEMBER 13, 2022

The post Case Study : Diverseco appeared first on EmployeeConnect HRIS. Diverseco specialise in engineering, manufacturing, and professional services. EmployeeConnect continually reaches out to us for product feedback and input when modernising further products. They are communicative, responsive and solution focussed.

ProQuest Case Study: Using the Oscillation Principle for Software Development

Conversation Matters

MAY 6, 2014

The researchers go on to say, “But the concept of common ground is subtler than this simple analysis would indicate. Common ground refers to that knowledge which the participants have in common, and they are aware that they have it in common.”

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HR Training Resources

A Guide to Human Resources Management Case Studies

Human Resource Management case studies provide valuable insights into the challenges faced by HR professionals in diverse workplaces. In this comprehensive guide, we will explore real-life examples of HRM in action, showcasing the strategies and solutions implemented to tackle various HR challenges.

Key Takeaways:

• Human Resources Management Case Studies offer practical insights for HR professionals.
• Real-life examples highlight strategies and solutions for overcoming HR challenges.
• Case studies showcase the importance of effective HR strategies in organizational success.
• Diverse scenarios demonstrate the application of HRM practices in different workplaces.
• Continuous learning and adaptation are crucial for HR professionals to stay effective.

The Changing Landscape of HRM

In the rapidly evolving global business environment, Human Resources Management (HRM) is constantly adapting to new trends and challenges. From the emergence of emerging markets to the digitalization of workplaces, HR professionals have had to navigate through various obstacles to effectively manage their workforce. One of the most significant challenges in recent times has been the global COVID-19 pandemic, which has necessitated swift and innovative HR strategies.

To gain a deeper understanding of how organizations have successfully managed these changes and optimized their HR practices, we will delve into a range of case studies. These case studies provide valuable real-world examples that HR professionals can analyze and apply in their own organizations. By studying these HR case studies , professionals can learn from the experiences of others, gaining insights into successful strategies and approaches.

Utilizing HR case studies for analysis allows us to discover how organizations have leveraged HRM to overcome obstacles and adapt to new circumstances. These real-life examples showcase the diverse ways in which organizations have effectively managed HR challenges, providing valuable lessons and strategies for HR professionals across industries.

Company XYZ, a multinational technology firm, faced challenges in attracting and retaining top talent due to the fast-paced nature of the industry. To address this, they implemented a strategic HR initiative that focused on creating a flexible work environment, providing opportunities for professional development, and offering competitive compensation packages. As a result, the company experienced a significant reduction in employee turnover and an increase in employee satisfaction and productivity.

This case study highlights how HR professionals at Company XYZ were able to adapt to the changing landscape of HRM by implementing innovative strategies. By analyzing such success stories, HR professionals can gain valuable insights into the strategies and practices that drive organizational success.

• HRM is constantly evolving to respond to new trends and challenges in the business world.
• Case studies provide real-world examples of effective HR practices in managing change.
• Successful organizations leverage HRM strategies to optimize their workforce and drive organizational success.

The Importance of Effective HR Strategies

Effective HR strategies are crucial for organizations to attract, retain, and develop top talent. By implementing strategic HR practices, companies can create a positive work environment that fosters employee engagement, productivity, and overall organizational success. In this section, we will explore case studies that highlight successful HR strategies implemented by companies across different industries, providing valuable insights for research and inspiration.

Case Studies: Success Stories in HR Management

Case Study 1: Company X

“Our HR strategy of prioritizing employee well-being and work-life balance has had a significant impact on our organizational culture. Through flexible work arrangements, wellness programs, and regular communication channels, we have seen a remarkable increase in employee satisfaction and productivity.”

Case Study 2: Company Y

“By investing in employee development and career progression, we have been able to attract top talent and retain key employees. The implementation of mentorship programs, training initiatives, and performance feedback systems has led to higher employee engagement and a stronger talent pipeline.”

Case Study 3: Company Z

“Our HR strategy focuses on promoting a diverse and inclusive workforce. Through targeted recruitment efforts, diversity training programs, and inclusive policies, we have successfully created a culture that celebrates and values diversity, leading to improved employee satisfaction and innovation.”

The Impact of Strategic HR Practices

These success stories demonstrate the tangible benefits of strategic HR practices. Organizations that prioritize effective HR strategies are better equipped to attract and retain top talent, foster employee engagement and satisfaction, and drive overall organizational success. By studying these case studies, researchers and HR professionals can gain valuable insights and inspiration to enhance their own HR practices and achieve similar levels of success.

By examining these HRM case studies for research and guidance, organizations can adopt successful strategies and adapt them to their unique contexts. The implementation of effective HR strategies is key to creating a thriving workplace culture that empowers employees, maximizes productivity, and ultimately drives the success of the organization.

Fundamental Concepts of HR Management

Before diving into Human Resources Management Case Studies , it is essential to have a solid understanding of the fundamental concepts that underpin HR management. This section will explore key definitions and concepts to provide a strong foundation for in-depth analysis of the case studies.

Definitions and Clarifications

Let’s start by clarifying some key terms:

• Management : Refers to the process of coordinating and overseeing organizational resources to achieve specific goals and objectives.
• Resources : In the context of HR, resources refer to the individuals who contribute to the organization’s success, including employees, contractors, and other stakeholders.
• Role of a Manager : A manager is responsible for planning, organizing, directing, and controlling resources to achieve organizational goals and objectives. In the HR context, managers focus on effectively managing human resources.
• Difference between Management and Administration : While the terms management and administration are sometimes used interchangeably, it is important to note the subtle distinctions. Management is concerned with the implementation of strategies and the coordination of resources, whereas administration involves the overarching policies, procedures, and regulations that govern the organization.

By understanding these fundamental concepts, we can delve deeper into the case studies and gain valuable insights into the challenges and solutions faced by HR professionals.

Inspiring Quote

“Management is doing things right; leadership is doing the right things.” – Peter Drucker

Key Definitions

Management functions and responsibilities.

Effective management is essential for HR professionals in their role of overseeing an organization’s human capital. Understanding the four basic functions of management – planning, organizing, directing, and controlling – is critical for HRM success. Each function contributes to the efficient and effective management of human resources, ensuring organizational goals are met.

In addition to these management functions, HR managers have specific responsibilities that contribute to the overall success of the organization. These responsibilities include:

• Recruitment and selection of qualified candidates
• Employee onboarding, training, and development
• Creating and enforcing HR policies and procedures
• Ensuring legal compliance in all HR practices
• Managing employee relations and resolving conflicts
• Designing and administering compensation and benefits programs
• Developing and implementing employee engagement initiatives
• Overseeing performance management and evaluation processes

Furthermore, HR plays a vital role in the administrative cycle of an organization. HR professionals are responsible for managing and maintaining accurate HR records, handling payroll and benefits administration, and ensuring compliance with employment laws and regulations.

By effectively executing their management functions and fulfilling their responsibilities, HR professionals contribute to the development and success of an organization’s human resources, driving overall organizational performance and productivity.

Skills and Competencies in HR Management

The success of an HR manager relies on a combination of technical skills and personal qualities. Understanding and mastering these essential skills and competencies is crucial for effectively managing human resources in any organization. Here, we will explore the key characteristics that distinguish an effective HR manager and how they contribute to success in HR management.

1. Integrity

Integrity is the foundation of trust in any HR department. HR managers must demonstrate honesty, transparency, and ethical behavior in all aspects of their work. By upholding high ethical standards, HR managers cultivate a culture of integrity, ensuring fair and unbiased treatment of employees and fostering a positive work environment.

2. Flexibility

Flexibility is essential in an ever-changing business landscape. HR managers must adapt to evolving workplace dynamics, industry trends, and technological advancements. This includes being open to new ideas, embracing change, and continuously updating HR strategies to align with organizational goals and employee needs.

3. Resilience

HR managers often face challenging situations that require resilience and the ability to navigate complex issues. They must stay composed in difficult times, effectively manage conflicts, and find creative solutions to address HR challenges. Resilient HR managers are invaluable assets to organizations, as they can lead teams through change and uncertainty, ensuring continuity and stability.

4. Proactivity

Successful HR managers are proactive in identifying potential issues before they escalate. They anticipate future needs and create proactive strategies to address them. By staying ahead of the curve, HR managers can plan and implement initiatives that support employees’ growth, well-being, and overall job satisfaction.

“Proactive HR managers take a proactive approach to identify potential pitfalls early on, allowing organizations to prevent problems rather than just managing them when they arise.”

In addition to these personal qualities, HR managers must possess a range of technical skills to effectively manage human resources. Some of these skills include:

• Recruitment and selection
• Training and development
• Performance management
• Employee relations
• Compensation and benefits
• HR data analysis

To exemplify these skills and competencies, let’s take a look at a real-life HR case study:

By analyzing such HR case studies , aspiring HR professionals and organizations can gain valuable insights into the practical application of skills and competencies in HR management.

Now that we have explored the essential skills and competencies in HR management, it is clear that successful HR managers possess a unique blend of personal qualities and technical skills. These individuals play a vital role in driving organizational success by effectively managing human resources and fostering a positive work environment.

Employee Motivation and Engagement

Motivated and engaged employees are essential for organizational success. In this section, we will explore the crucial role of HR in motivating employees and fostering a culture of engagement. By examining real-life case studies, we will identify effective strategies and initiatives implemented by organizations to boost employee motivation and engagement.

Motivation through Recognition

Employee recognition is a powerful tool for motivating and engaging employees. Organizations that prioritize recognition programs create a culture of appreciation and reinforce desired behaviors. Case studies highlight the impact of tailored recognition programs on employee satisfaction, morale, and performance.

Professional Development and Growth

Providing opportunities for professional development and growth is another key driver of employee motivation and engagement. Organizations that invest in training, mentorship programs, and career advancement opportunities empower employees to enhance their skills and fulfill their potential. Real-life examples demonstrate how these initiatives contribute to higher employee satisfaction and loyalty.

Well-being Initiatives

Employee well-being initiatives play a vital role in nurturing a positive work environment and enhancing motivation. By offering wellness programs, flexible work arrangements, and promoting work-life balance, organizations prioritize the holistic well-being of their employees. Case studies highlight the positive impact of these initiatives on employee engagement, productivity, and overall satisfaction.

Effective Communication

Open and transparent communication is integral to fostering motivation and engagement among employees. Organizations that prioritize effective communication channels, including regular feedback, town hall meetings, and collaborative platforms, create an environment of trust and inclusion. Real-life examples demonstrate how improved communication positively influences employee engagement and overall organizational performance.

“Effective employee motivation and engagement are the cornerstones of a thriving organization. By examining real-life case studies, HR professionals and organizations can gain valuable insights into successful strategies and initiatives that fuel motivation and foster meaningful employee engagement.”

The case studies above demonstrate how organizations have successfully implemented strategies to motivate and engage their employees. By leveraging recognition, professional development, well-being initiatives, and effective communication, these organizations have created a positive work environment that drives employee satisfaction, productivity, and loyalty.

Strategies for Effective HR Management

HR professionals play a critical role in developing and implementing effective HR strategies. By analyzing real-life case studies, we can gain valuable insights into HR best practices. These case studies highlight successful strategies in key areas such as:

Recruitment and Selection

Training and development, performance management, compensation and benefits, labor relations.

Let’s explore how organizations have utilized these strategies to optimize their HR practices and achieve their business objectives.

“The key to effective HR management lies in understanding the unique needs and challenges of your organization. By analyzing case studies, we can gain valuable insights and tailor our strategies to drive employee engagement, productivity, and organizational success.”

Effective recruitment and selection processes are crucial for attracting and hiring top talent. Case studies in this area often showcase innovative methods used to identify and attract qualified candidates. From leveraging technology platforms for applicant screening to implementing targeted recruitment campaigns, organizations have successfully optimized their hiring processes.

Investing in employee training and development is essential for enhancing skills and fostering long-term growth. By examining case studies in this domain, we can learn from organizations that have successfully implemented comprehensive training programs, mentorship initiatives, and continuous learning platforms. These strategies contribute to a skilled and motivated workforce.

Effective performance management systems align individual and team goals with organizational objectives. Case studies in this area often highlight organizations that have implemented performance measurement frameworks, regular feedback systems, and performance-based incentives. This data-driven approach ensures transparency, fairness, and continuous improvement.

Strategic compensation and benefits programs attract, retain, and motivate talented employees. Case studies demonstrate how organizations have designed competitive salary structures, employee recognition programs, and comprehensive benefits packages. These initiatives contribute to higher employee satisfaction, engagement, and overall organizational performance.

Managing labor relations requires effective communication, negotiation, and conflict resolution skills. Case studies in this area offer insights into organizations that have successfully fostered positive relationships with unions, implemented fair labor practices, and resolved labor disputes amicably. These examples highlight the importance of proactive labor management strategies.

By learning from these case studies and applying the demonstrated strategies, HR professionals can optimize their HR management practices and create a positive impact on organizational success.

These case studies showcase the application of effective HR management strategies in different organizations. They provide practical examples of how organizations have achieved success by implementing various strategies tailored to their unique needs and challenges.

Leveraging HR Technology

HR technology has revolutionized HRM processes, enabling organizations to streamline operations and enhance efficiency. By leveraging the power of technology, HR professionals can optimize their strategic decision-making and ensure a seamless employee experience.

Let’s examine some insightful case studies that illustrate the successful implementation and utilization of HR technology. These examples demonstrate how organizations have harnessed the potential of HRIS (Human Resource Information System), talent management software, and data analytics tools to drive meaningful outcomes and achieve their HR objectives.

Case Study 1: Enhancing Recruitment with HRIS

In this case study, Company ABC implemented an HRIS software to streamline their recruitment process. The software automated job posting, applicant tracking, and resume screening, significantly reducing the time and effort spent on manual tasks. With the implementation of HRIS, the HR team at Company ABC experienced a 40% reduction in time-to-hire and an improvement in the quality of hires.

“The HRIS software has transformed our recruitment process, allowing us to focus on strategic talent acquisition. The automation and advanced analytics capabilities have enabled us to make data-driven decisions and hire top talent efficiently.” – Sarah Thompson, HR Manager, Company ABC

Case Study 2: Optimizing Performance Management with Talent Management Software

In this case study, Company XYZ adopted a talent management software platform to streamline their performance management process. The software offered features such as goal setting, continuous feedback, and performance analysis, empowering managers and employees to take a more proactive approach to performance improvement. As a result, Company XYZ experienced a significant increase in employee engagement and aligned performance goals across the organization.

“The talent management software has revolutionized our performance management process. It has fostered a culture of continuous feedback and empowered our employees to take ownership of their professional growth. The transparent performance analytics have enabled us to identify and reward top performers effectively.” – John Davis, HR Director, Company XYZ

Case Study 3: Leveraging Data Analytics for Strategic Decision-Making

In this case study, Company DEF implemented advanced data analytics tools to gain insights into their HR processes. By analyzing data related to employee engagement, turnover rates, and performance metrics, the HR team at Company DEF could identify trends, patterns, and areas for improvement. This strategic use of data analytics enabled Company DEF to make informed decisions and implement targeted HR interventions, resulting in improved retention rates and increased productivity.

“Data analytics has been a game-changer for our HR department. By leveraging actionable insights from our HR data, we have been able to proactively address employee concerns, enhance our talent acquisition strategies, and design targeted training programs. Our data-driven approach has significantly contributed to our overall organizational success.” – Lisa Johnson, HR Manager, Company DEF

These case studies demonstrate how organizations can harness the potential of HR technology to drive efficiency, improve decision-making, and enhance the employee experience. By leveraging the right combination of HRIS, talent management software, and data analytics tools, HR professionals can transform their HR practices and contribute to the strategic objectives of the organization.

Leveraging HR technology is essential in today’s digital era, where technology continues to shape the future of work. By staying informed about the latest HR technology trends and exploring case studies, HR professionals can identify opportunities for innovation and drive impactful HR initiatives.

Now, let’s explore another critical aspect of HR management – diversity and inclusion.

Diversity and Inclusion in HR Management

In today’s diverse workforce, creating an inclusive environment is essential for effective human resources management. Organizations that prioritize diversity and inclusion benefit from improved employee satisfaction, increased productivity, and enhanced innovation. Let’s explore some real-life examples of HRM case studies that highlight the successful efforts of organizations to foster diversity and inclusion within their workforce.

Case Study 1: XYZ Company

XYZ Company, a global technology firm, recognized the value of diversity and inclusion in driving organizational success. They implemented a comprehensive diversity program that focused on recruiting and retaining employees from diverse backgrounds. By promoting a culture of inclusion through training, mentorship, and employee resource groups, XYZ Company witnessed a significant increase in employee engagement and creativity. This case study demonstrates the positive impact of diversity and inclusion initiatives on overall organizational performance.

Case Study 2: ABC Corporation

ABC Corporation, a leading retail company, recognized the importance of diversity and inclusion in meeting the needs of their diverse customer base. They implemented unconscious bias training for their hiring managers and implemented policies to ensure equal opportunities for all employees. As a result, ABC Corporation experienced improved employee satisfaction, reduced turnover rates, and a boost in customer loyalty. This case study exemplifies the positive outcomes that can be achieved through a commitment to diversity and inclusion in HR management.

By analyzing these HRM case studies , organizations can gain valuable insights into successful diversity and inclusion initiatives. Implementing similar strategies, such as targeted recruitment efforts, inclusive policies, and diversity training programs, can help companies create a more inclusive and diverse workforce, fostering a culture of innovation and success.

Incorporating diversity and inclusion into HR management practices is not only a legal and moral imperative, but it also leads to tangible business benefits. Organizations that embrace diversity and create an inclusive workplace are better equipped to attract top talent, retain employees, and drive innovation. By learning from these HRM case studies , organizations can develop effective strategies to foster diversity and inclusion, ultimately contributing to their long-term success.

Adapting HR Practices in Times of Crisis

In times of crisis, such as economic downturns or natural disasters, HR professionals face unique challenges that require them to adapt their practices quickly and effectively. By analyzing HRM case studies that showcase organizations’ responses to crises, we can gain valuable insights into the strategies and approaches they employed to navigate through turbulent times and emerge stronger.

The Importance of Flexibility

One key lesson we can learn from HR case studies in times of crisis is the importance of flexibility. Organizations need to be agile and responsive to rapidly changing circumstances. HR professionals play a vital role in proactively adjusting HR practices, policies, and procedures to meet the immediate needs of employees and the organization as a whole.

“During the global financial crisis of 2008, XYZ Corporation faced severe economic challenges that threatened its survival. The HR team swiftly implemented cost-cutting measures, including a freeze on hiring and salary reductions, while carefully balancing employee morale and engagement. Through open communication and transparent decision-making, XYZ Corporation managed to weather the storm and emerge with a more resilient workforce.”

By adopting a flexible approach, HR professionals can help organizations navigate through turbulent times, mitigate the impact on employees, and position the company for recovery and future growth.

The Power of Resilience

Resilience is another critical factor in adapting HR practices during a crisis. HR professionals need to demonstrate resilience in the face of uncertainty and guide employees through challenging times. By instilling confidence, providing support systems, and fostering a sense of unity, HR managers can help organizations withstand the pressures of a crisis and emerge stronger.

Resilience can be seen in action through the implementation of employee assistance programs, mental health initiatives, and crisis communication plans. These measures help employees navigate the emotional and psychological challenges brought on by the crisis, ensuring their well-being and enabling them to contribute effectively to the organization’s recovery efforts.

Proactive Planning for Future Crises

The best HR case studies in times of crisis highlight the importance of proactive planning. While crises may be unexpected, organizations can anticipate potential challenges and develop contingency plans to address them swiftly and efficiently. By anticipating various scenarios and regularly reviewing and updating crisis response strategies, HR professionals can position their organizations for success even in the face of uncertainty.

In addition to crisis preparedness, proactive planning involves identifying key skills and competencies that will be crucial in future crises. By integrating training programs, succession planning, and talent management initiatives into their HR practices, organizations can ensure they have the capabilities necessary to navigate through any crisis that may arise.

Table: Strategies for Adapting HR Practices in Times of Crisis

Adapting HR practices in times of crisis requires a combination of flexibility, resilience, and proactive planning to ensure the well-being of employees, maintain productivity, and secure the organization’s long-term success.

Human Resources Management Case Studies provide HR professionals with valuable insights into real-world challenges and innovative solutions. By analyzing these examples, organizations can learn from best practices and optimize their own HR strategies. The showcased case studies highlight the diverse scenarios that HR professionals face and the creative approaches they employ to overcome obstacles.

Continuous learning from these experiences enables HR professionals to enhance their skills and contribute to the overall success of their organizations. These case studies serve as a source of inspiration, demonstrating the importance of adaptability, strategic thinking, and effective HR management.

By embracing the lessons learned from Human Resources Management Case Studies, HR professionals can strengthen their expertise, foster employee engagement, and drive organizational growth. These real-life examples reaffirm the significance of HRM for businesses in today’s dynamic and ever-evolving corporate landscape.

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Testing for Talent: An HR Case Study

Barnum Financial Group used an assessment of employees' behavioral instincts and preferences to guide coaching, communications and teamwork.

Barnum is a Connecticut-based office of MetLife with about 400 employees, including 275 highly trained financial representatives who interact with clients, product and investment specialists, and an operations area that processes transactions for 230,000 clients across the U.S. We are one of MetLife’s most successful firms and have grown rapidly in recent years in both staff and assets under management. 

​While we work closely with MetLife Human Resources, Barnum operates its own HR function responsible for sourcing talent, performance development and human capital management firm-wide. Our HR team is relatively small, and we need to be flexible to meet the emerging needs of a growing company in a fast-paced, competitive industry. 

Paul Blanco, the managing director of Barnum, has overseen growth that has taken us from a tiny, seven-person office in 1993 to today’s sizeable and successful organization—MetLife’s Firm of the Year for 2013. Paul is a hands-on manager, always speaking with employees about their work and its value while looking for new ways to keep us at the top of our game.

​Having the right people, of course, is critical to success, but as HR professionals know, it is equally important to place people in positions where they can work productively with one another. That is what Paul had in mind when he challenged us to come up with a way to evaluate employees’ intrinsic strong points more systematically and holistically.

Increasing Industry Demands

Our evaluation objectives arose in the context of increasing demands from clients facing complex financial decisions in a volatile economic and market environment. The era of the lone financial representative as the source of all wisdom is fast fading. Firms providing financial guidance and planning are turning to teams of specialists to get the job done for clients. Team leaders may work with two, three or more professionals who analyze portfolios, provide guidance on estate planning, suggest ways to save for college, or meet other specific client requests.

Our goal was to shape client service teams that functioned most effectively and efficiently. Finding a reliable way to evaluate individuals’ talents was an important first step. Because financial representatives and their client service teams must coordinate and interact with associates in all areas of the company—sales, administration, operations, etc.—we wanted to assess the skills and aptitudes of everyone from certified financial planners to administrative assistants.

Testing Assessments

We began our search by reaching out to our colleagues at the MetLife home office, who provided some suggestions. We, along with some members of the firm’s leadership team, then completed several assessments ourselves and discussed the tests in a series of conference calls with vendors. The assessment tools varied—some short, some long, some personality-based.

After learning plenty of information about ourselves, we zeroed in on  the Kolbe System , which has been in existence for some 35 years. Kolbe posits three distinct parts of the mind—Cognitive, or thinking; Affective, or feeling; and Conative, or doing. Conative strengths are particular to the individual because they are driven by intrinsic instincts, which translate into the way one solves problems and attains goals.

The system provides a simple, yet sophisticated, assessment tool to determine an employee’s innate strengths and intrinsic work style. In a multiple choice format, an employee chooses what he or she would be most and least likely to do in certain situations. There are no negatives in the assessments, which provide an overall result called an M.O. (mode of operation). This is a summary of an individual’s strong points in various work modes, such as simplifying, systematizing, improvising or building.

While other indexes measure personality, social styles or overall preferences, the Kolbe Index tells us what a person will do—their natural way of taking action. This was one of our primary reasons for selecting Kolbe. No system or tool is perfect, of course, and its usefulness depends on an organization’s objectives. For us, having a reliable predictor of behavior and preferences shortens the learning curve and allows managers and team leaders to act as more helpful coaches to individuals.

An Implementation Strategy

To implement our assessment tool, we built a strategy, rolling it out to early adopters via pilot teams representing various functions:

• A formal team of financial advisors and their support staff.
• A team of infrastructure associates working in various administrative capacities.
• A team managed by an agency sales director.

We are only in the early stages of assimilating the tool into the Barnum culture, but the impact is already evident. Everyone in our organization takes at least a Kolbe A Index, the assessment of one’s own natural instincts. Our offices and cubicles are adorned with the red, blue, green and yellow signs used to identify the “Action Modes” of individuals: Fact Finder, Follow Thru, Quick Start, and Implementor. Each individual has strength in each mode; what distinguishes employees is their particular combination of strengths, as we explain in our one-on-one interpretation meetings with employees.

Employee enthusiasm has spread widely as familiarity with the tool has grown. Our teams use the tool’s language when interacting with one another, and many find it helpful in understanding how clients solve problems and reach their decisions.

We have conducted several workshops that allow Kolbe-identified behaviors to be seen through hands-on applications, including a “Glop Shop,” which predicts how a team of associates will muddle through a bag of “stuff” to build a product prototype based solely on their M.O.

We have received a lot of individual feedback, including from the head of our operations area, Zory Lilova: “The assessment verified for me that I am a big-picture person and don’t need reams of information to make a decision. Many of the people who report to me, though, are what the assessment tool calls ‘Fact Finders.’ They want a good deal of verification when making decisions. We all have to keep one another’s comfort zones in mind.”

Coaching employees has been one of the most gratifying aspects of implementing the assessment tool. In addition, we have discovered that the intrinsic structure behind Kolbe—the three parts of the mind—provides a framework for a selection strategy for hiring:

• Cognitive—this can include the candidate’s resume, experience, knowledge and credentials.
• Affective—the interview(s) and candidate interactions.
• Conative—the Kolbe A Index.

This framework helps us to make recommendations to our advisor teams as they grow and add support staff.

​We’ve learned a lot in the process of evaluating and selecting an assessment tool that was right for our firm. We can now coach individuals toward career paths and have already made changes in workforce teams. Moreover, we are highlighting optimal methods of communicating, while creating an awareness of potential stressors. For many people, simply knowing that a particular action may evoke stress can help them move past the emotional component to what needs to be done. Most important, the tool has helped managers and team leaders to make good staffing decisions. By recognizing and then drawing on our individual proficiencies and work styles, we have become much more effective as a whole.

Michelle Hite is director of human resources and Amelia Nathanson is director of training for the Barnum Financial Group, an office of MetLife based in Shelton, Conn.

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HR’s new operating model

The way in which organizations manage people used to be relatively straightforward. For more than two decades, multinational companies generally adopted a combination of HR business partners, centers of excellence, and shared service centers, adjusting these three elements to fit each organization’s unique nature and needs.

Today, this approach—introduced by Dave Ulrich in 1996 1 David Ulrich, Human Resources Champions: The Next Agenda for Adding Value and Delivering Results , first edition, Boston, MA: Harvard Business Review Press, 1996. —is rapidly evolving. In interviews with more than 100 chief human resources officers (CHROs) and senior people leaders from global multinational businesses, we identified five HR operating-model archetypes that are emerging in response to dramatic changes in business and in the world—including heightened geopolitical risks, hybrid working models, and the rise of majority-millennial workforces.

These emerging operating models have been facilitated by eight innovation shifts, with each archetype typically based on one major innovation shift and supported by a few minor ones. The key for leaders is to consciously select the most relevant of these innovation shifts to help them transition gradually toward their desired operating model.

Eight innovation shifts driving HR’s new operating models

Today’s increasingly volatile, uncertain, complex, and often ambiguous business environment is forcing companies to transform at an unprecedented pace. The global COVID-19 pandemic and rapid evolution of workplace technology have accelerated the adoption of various alternative, hybrid working models—as well as new challenges in monitoring employee conduct and performance. The emergence of majority-millennial workforces has led to a profound shift in employee preferences. And the “Great Attrition” of workers , 2 Aaron De Smet, Bonnie Dowling, Marino Mugayar-Baldocchi, and Bill Schaninger, “‘ Great Attrition’ or ‘Great Attraction’? The choice is yours ,” McKinsey Quarterly , September 8, 2021. exacerbated by demographic developments in many parts of the world, has intensified existing talent shortages.

HR plays a central role in navigating this upheaval, creating a need for the function to rise to a new level of adaptability and responsibility . 3 Laura Blumenfeld, Neel Gandhi, Asmus Komm, and Florian Pollner, “ Reimagining HR: Insights from people leaders ,” McKinsey, March 1, 2022. While every organization has its own trajectory and HR operating model, our interviews with senior leaders revealed that organizations are innovating in ways that are collectively changing the HR function from the “classic Ulrich model”:

• Adopt agile principles to ensure both strict prioritization of HR’s existing capacity and swift reallocation of resources when needed, enabling a fundamentally faster rate of change in the business and with people and how they work.
• Excel along the employee experience (EX) journey to win the race for talent in the time of the Great Attrition , 4 Aaron De Smet, Bonnie Dowling, Marino Mugayar-Baldocchi, and Bill Schaninger, “‘ Great Attrition’ or ‘Great Attraction’? The choice is yours ,” McKinsey Quarterly , September 8, 2021. enabling both employee health and resilience.
• Re-empower frontline leaders in the business to create human-centric interactions, reduce complexity, and put decision rights (back) where they belong.
• Offer individualized HR services to address increasingly varied expectations of personalization.
• ‘Productize’ HR services to build fit-for-purpose offerings with the needs of the business in mind, and to enable end-to-end responsibility for those services through cross-functional product owner teams in HR.
• Integrate design and delivery with end-to-end accountability to effectively address strategic HR priorities, reduce back-and-forth, and clarify ownership.
• Move from process excellence to data excellence to tap into novel sources of decision making using artificial intelligence and machine learning.
• Automate HR solutions to drive efficiency and capitalize on the power of digitalization in HR.

These innovation shifts are driving the emergence of new HR operating models, albeit with different degrees of influence depending on the nature of individual organizations (Exhibit 1). In analyzing the drivers, we identified five HR operating archetypes.

Five emerging HR operating models

These eight innovation shifts have enabled companies to rethink how they manage their people and the best way to do so. Exhibit 2 shows the five emerging HR operating models we identified, which are all enabled by two core elements: a strong, consistent data backbone and a user-friendly, highly reliable service backbone. When asked which two archetypes best fit their HR operating model, 48 percent of people leaders attending a recent webinar selected Ulrich+, 47 percent EX-driven, 36 percent leader-led, 31 percent agile, and 6 percent machine-powered. 5 Reimagining HR Webinar Survey, McKinsey, November 2022, n = 140 senior people leaders. Figures do not sum to 100%, because of the possible selection of multiple answers.

This model is an adaptation of the classic Ulrich model, with HR business partners developing functional spikes and taking over execution responsibilities from centers of excellence (CoEs). In turn, CoEs are scaled down to become teams of experts and selected HR business partners. They are supported by global business services and have a digital operations backbone. Many CHROs believe the classic Ulrich model is not up to solving today’s HR challenges, with HR business partners lacking the skills and time to keep up with the latest HR developments. Inflexible CoEs limit agile reactions, while other organizational boundaries have steadily become more permeable. Multinational businesses with mature and stable business models are often the ones that experience these pain points.

An agile transformation

A global financial institution underwent an agile transformation with a focus on IT delivery, supported by an agile HR operating model with 2,000 staff members. It first structured its HR function along the employee life cycle, aligning resources to the employee experience (EX) journey: when they join, work, develop, perform, and exit. The evolution to an agile model was supported by three HR innovation shifts:

• reducing the number of handovers by integrating run (servicing and operations) and change (product delivery) activities into “workstreams”
• setting up workstreams with end-to-end service responsibility (for example, design and delivery of recruiting), common goals, and steering
• allocating resources to agile pods with product crews for each workstream and agile ways of working

Projects that cut across multiple product crews were supported with a center-of-excellence initiative manager at the divisional level, and the stream-by-stream transition plan was phased over two years.

This model calls for a smaller number of HR business partners, with an emphasis on counseling top management, while CoE professionals focus on topics such as data and analytics, strategic workforce planning, and diversity and inclusion. The freed-up resources are pooled to implement cross-functional projects. CHROs who favor this operating model believe that HR needs to accelerate to keep up with the increased focus on execution exhibited on the business side and to prevent HR from hindering rapid transformation. Companies are applying this and other agile methodologies when experiencing rapid growth or discontinuity. (For an example of this model, see sidebar “An agile transformation.”)

Optimizing the employee experience

A global software company adopted a new business strategy to maximize the customer and employee experience, committing to a two-year transformation journey. Its first step was to mirror the customer experience for employees by identifying and revamping “moments that matter” along the employee life cycle. Three HR innovation shifts facilitated this: persona-driven HR services began following a customized approach; product owners took on end-to-end responsibility over HR concept, design, and delivery to deliver moments that matter; and HR, IT, and business operations combined into a comprehensive data function.

This model is meant to help CHROs gain a competitive advantage by creating a world-class EX journey. Putting EX first means allocating disproportionate resources toward “moments that matter.” For example, HR, IT, and operations experts could be granted full responsibility to jointly plan, develop, and roll out a critical onboarding process. By creating a world-class EX, HR becomes the driving force in bridging cross-functional silos and in overcoming the patchwork of fragmented data and processes that many organizations suffer from today. The companies employing this model are highly dependent on their top talent, with a small set of clearly defined competencies. (For more on this model, see sidebar “Optimizing the employee experience.”)

In this model, CHROs transition HR accountability to the business side, including for hiring, onboarding, and development budgets, thereby enabling line managers with HR tools and back-office support. This archetype also requires difficult choices about rigorously discontinuing HR policies that are not legally required. Too much oversight, slow response times, and a lack of business acumen in HR have led some companies to give line managers more autonomy in people decisions. Companies exploring this choice typically have a high share of white-collar workers, with a strong focus on research and development.

Machine-powered

With this model, algorithms are used to select talent, assess individual development needs, and analyze the root causes of absenteeism and attrition—leaving HR professionals free to provide employees with counsel and advice. As digitalization redefines every facet of business, including HR, CHROs are looking for ways to harness the power of deep analytics, AI, and machine learning for better decision outcomes. Organizations that are experimenting with this are primarily those employing a large population of digital natives, but HR functions at all companies are challenged to build analytics expertise and reskill their workforce.

Innovation shifts shaping HR model archetypes

While innovation shifts have shaped the traditional HR operating model and led to the emergence of new archetypes, not all innovation shifts are equal. Each archetype is typically based on one major innovation shift and supported by a few minor ones (Exhibit 3).

For example, a leader-led archetype is mainly shaped by the shift of empowering the leaders and the front line. At the same time, it gives more flexibility to the needs of the individual (the “cafeteria approach”) because leaders have more freedom; it also builds on digital support so leaders are optimally equipped to play their HR role. Alternatively, an agile archetype is strongly focused on adapting agile principles in HR, but it typically also aims to move toward a productized HR service offering and strives for end-to-end accountability.

The critical decision for senior people leaders is to consciously select the most relevant of these innovation shifts to transition gradually toward their desired operating-model archetype. For example, the leader-led model puts business leaders, rather than HR, in the driver’s seat, allowing line managers to choose the right HR offerings for their individual teams. And for companies that decide to deploy machine-powered HR, the key is building and relying on deep analytics skills. This model uses integrated people data to make targeted, automated HR decisions.

In large, diversified organizations, CHROs may find that different archetypes fit the differentiated needs of specific businesses better and may adopt a combination of HR operating models.

Transitioning to a target operating model

Transitioning to a future-oriented archetype is typically a three-step journey. First, CHROs and their leadership teams align on the right operating-model archetype for their organization based on the most pressing business needs, expectations of the workforce, the wider organizational context, and the company’s dominant core operating model. In large, diversified organizations, CHROs may find that different archetypes fit the differentiated needs of specific businesses better and may adopt a combination of HR operating models.

Second, HR leadership teams prioritize the three or four most relevant innovation shifts that will move their function toward their chosen operating-model archetype. When doing this, people leaders need to reflect on strategic HR priorities and, even more important, the shifts required to establish the operating model given its feasibility, the potential limits to the speed of implementation, and the magnitude of change. (Today, we find that the capacity to change the HR information system is often the most limiting factor.) For example, if a company is operating in a traditional hierarchical “command and control” way, the sole shift of HR into an agile archetype requires profound and demanding changes to ways of working, likely beyond only HR. Similarly, a business accustomed to a “high touch, concierge service” HR approach will find that a shift to a leader-led archetype is challenging and requires significant effort to implement.

Finally, teams think comprehensively about the transition journey, working toward core milestones for each of the prioritized innovation shifts individually and ensuring a systemic, integrated transformation perspective at the same time. This requires mobilizing for selected shifts, building new capabilities, and acting on an integrated change agenda in concert across business and HR.

Sandra Durth is a senior expert and associate partner in McKinsey’s Cologne office, Neel Gandhi is a partner in the New York office, Asmus Komm is a partner in the Hamburg office, and Florian Pollner is a partner in the Zurich office.

The authors wish to thank Fabian Schmid-Grosse and Christian Winnewisser for their contributions to this article.

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The case for elevating human resources.

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The 2021 Fortune/Deloitte CEO Survey asked CEOs about their biggest challenges. They named one above all others: talent , including attracting, hiring, retaining, developing, growing, and engaging employees. 

Yet, despite this assertion that human capital is a precious resource, few companies actually include HR - the very function responsible for managing talent - as part of their “Inner Circle” for executing top business priorities.

This must change. 

Human capital now drives and determines American competitiveness. Now, and in the coming years, human capital management will be imperative for all companies, and it will require that HR sit at the leadership table.

The Primacy of Human Capital

Human capital drives the US economy. It’s the linchpin for companies that increasingly rely on people to generate value.

The US economy is now driven by services. Data by Deloitte shows that services businesses accounted for 86.3 percent of total private employment in the US in 2017, representing 124 million employees in everything from education and health care services to professional business services.  

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Many large US companies increasingly generate value from human capital. In 2020, for example, companies in the S&P 500 derived 90% of their value from  “intangible assets,” most notably their intellectual property (IP) and brand value, which rely on a creative and engaged workforce. 

But while human capital determines the success of US companies, competition for human capital is now fierce, and studies show it’s going to get worse.

Recently, employers have been facing what’s being called a "Great Resignation” as more employees switch jobs. Microsoft’s 2021 Work Trend Index found that 41% of the workforce is considering leaving their employer this year, with many looking for better pay and benefits, and more worker-friendly policies. 

Studies also show that employers must prepare for longer-term labor trends that will extend well beyond any pandemic-related labor shortages.

A recent report, by economic data and analytics firm Emsi , shows that the mass exodus of baby boomers from the workforce, record low participation rates among the working-age population, and the lowest birth rates in U.S. history, will all lead to a long-term shortage of workers for decades. 

Another report by The Conference Board’s, US Labor Shortages: Challenges and Solutions (2020) , warns that the pool of working-age people will barely grow over the next decade due to “massive retirements, and disappointing labor force participation rates for several key demographics.” 

In particular, The Conference Board report shows that blue-collar and manual services employers are experiencing tight labor markets, with 85 percent of companies in “mostly blue-collar industries” reporting recruiting difficulties. 

“Competition for talent is going to become brutal,” said Emsi’s Director of Staffing Product Ron Hetrick, in a press release announcing The Demographic Drought report. “Businesses can no longer assume there will be enough people to go around.”

The Essential Role of Chief Human Resource Officers

This is nothing short of a paradigm shift. Companies can no longer see employees as commodities. Now and in the future, human capital is as essential and valuable as balance-sheet assets. 

Human resources must be ready to navigate these new challenges. It requires newly empowered HR Directors who can work closely with CEOs and Boards on strategies for attracting and retaining increasingly scarce employees. 

Just as CFOs evolved from people who “managed the books” to important executives who advance growth, CHROs must evolve from payroll and employee benefits managers to Inner Circle C Suite advisors adept at maximizing human capital to achieve business outcomes. 

CEOs agree that employees and workplace culture are the keys to success. Yet a Deloitte study found that many leaders believe “culture is a potential competitive advantage,” only 19 percent believe they have the “right culture.

CHROs must work with C Suites to create the right workplace cultures that will bring out the best in their people and fosters high employee wellbeing. 

Gallup’s State of the American Workplace (2017) found that companies that foster high employee wellbeing see higher employee engagement and company performance, including improvements in:

• Attracting employees
• Retaining employees
• Customer service
• Product quality
• Higher Profits

The overarching goal is a workplace where employees can bring their best selves to work, which cultivates an engaged and loyal workforce. But to achieve these outcomes, HR must evaluate every aspect of the workplace, including everything from pay and benefits to management policies. 

Human capital management requires an employee-centric mindset. HR directors must assume a big picture outlook, including how workplace cultures help companies deliver better customer service, cultivate loyal customers, and boost reputations and ultimately their stock value.

HR must maintain employee-centric workplaces to “make the company a more attractive place to work by improving working conditions...increasing work schedule flexibility; and, if necessary, reduce employee workload,” according to The Conference Board report.

According to McKinsey, this also means ensuring that organizations live their purpose and values to “articulate and role-model desired individual mindsets and behaviors linked to purpose ...in the company’s culture and translating purpose into a set of leadership and employee norms and behaviors.”  

A recent McKinsey study on how businesses can best organize for the future , suggests “future-ready companies share three characteristics: they know what they are and what they stand for; they operate with a fixation on speed and simplicity, and they grow by scaling up their ability to learn and innovate.”

“Chief human-resources officers (CHROs) and other leaders should do nothing less than reimagining the basic tenets of the organization,” says a recent article by McKinsey, The New Possible: How HR can help build the organization of the future , by Asmus Komm , Florian Pollner , Bill Schaninger , and Surbhi Sikka.

Companies that manifest an authentic purpose, beyond earning profits, attract high-quality workers, inspire creativity and engagement, and see lower turnover because employees increasingly want to work for companies that share their values.

In this light, CHROs play a central role in maintaining an employer’s reputation as a great place to work. This influences the ability to attract good employees, consumer decisions based on how companies treat workers , and investors who increasingly reward companies with happier employees . 

Companies that don’t include CHRO’s in their Inner Circles will miss strategic opportunities. Companies must now give HR a seat at the leadership table which is essential for ensuring companies win the war for human capital.

Steven Van Yoder, co-founder at Returns On Wellbeing Institute, provided editorial support to this article.

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Trends in the mobility of primary healthcare human resources in underdeveloped regions of western China from 2000 to 2021: Evidence from Nanning

• Xinyi Xu 1 ,
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BMC Primary Care volume  25 , Article number:  154 ( 2024 ) Cite this article

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This research aimed to identify the fundamental and geographic characteristics of the primary healthcare personnel mobility in Nanning from 2000 to 2021 and clarify the determinants that affect their transition to non-primary healthcare institutions.

Through utilizing the Primary Healthcare Personnel Database (PHPD) for 2000–2021, the study conducts descriptive statistical analysis on demographic, economic, and professional aspects of healthcare personnel mobility across healthcare reform phases. Geographic Information Systems (QGIS) were used to map mobility patterns, and R software was employed to calculate spatial autocorrelation (Moran’s I). Logistic regression identified factors that influenced the transition to non-primary institutions.

Primary healthcare personnel mobility is divided into four phases: initial (2000–2008), turning point (2009–2011), rapid development (2012–2020), and decline (2021). The rapid development stage saw increased mobility with no spatial clustering in inflow and outflow. From 2016 to 2020, primary healthcare worker mobility reached its peak, in which the most significant movement occurred between township health centers and other institutions. Aside from their transition to primary medical institutions, the primary movement of grassroots health personnel predominantly directs towards secondary general hospitals, tertiary general hospitals, and secondary specialized hospitals. Since 2012, the number and mobility distance of primary healthcare workers have become noticeably larger and remained at a higher level from 2016 to 2020. The main migration of primary healthcare personnel occurred in their districts (counties). Key transition factors include gender, education, ethnicity, professional category, general practice registration, and administrative division.

Conclusions

This study provides evidence of the features of primary healthcare personnel mobility in the less developed western regions of China, in which Nanning was taken as a case study. It uncovers the factors that impact the flow of primary healthcare personnel to non-primary healthcare institutions. These findings are helpful to policy refinement and support the retention of primary healthcare workers.

Peer Review reports

Introduction

The attrition of primary healthcare physicians has appeared as a focal point of international research [ 1 , 2 , 3 , 4 ]. In China, primary healthcare workers, the principal bearers of China’s first-contact care system, play a pivotal role in constructing a tiered diagnosis and treatment system, which underpins China’s medical and health enterprises. Since the 21st century, China has issued a myriad of policies to fortify its grassroots healthcare workforce. Initially, the nation underscored the imperative of enhancing the educational and training programs for primary healthcare personnel in 2009. After 2015, grassroots medical and health institutions across China collaborated with higher-level medical entities to pioneer the establishment of medical alliances [ 5 ]. To entice these healthcare professionals to remain at the grassroots level, diverse regions in China have improved their salary and welfare packages. In terms of personnel management, an integrated service management approach is adopted for rural doctors, which gives rise to a novel management paradigm that features unification in administration, personnel, operations, medical equipment assets, performance evaluation, and finance. Additionally, China implemented a policy of rural-targeted tuition-free medical education [ 6 ]. Between 2010 and 2020, the nation cultivated over 70,000 medical students under this rural-oriented tuition-free program, amounting to an average of 1.9 undergraduate students directed towards each township health centre in the central and western regions.

In the western regions of China, densely populated grassroots communities demonstrate a huge demand for primary healthcare services. Following the recent healthcare reforms, prominent hospitals have exerted a marked ‘siphoning’ impact on grassroots medical and health personnel. Concurrently, there is a discernible level of dissatisfaction in job roles among these primary healthcare providers, evidenced by a notable incidence of professional burnout [ 7 , 8 , 9 , 10 , 11 ]. This has further intensified the attrition of primary healthcare staff. Moreover, the service quality offered by these professionals appears to be below optimal [ 12 ]. Therefore, it becomes imperative to explore strategies and design robust health policies to mitigate this staff loss and entice many medical practitioners to serve at the grassroots level.

Nevertheless, previous studies are predominantly reliant on sample surveys [ 10 ]. There remains a void in research that explores the large-scale data on the mobility of Chinese primary healthcare personnel over extended periods. In addition, after the healthcare reform in 2009, there is quite limited research that addresses the mobility trends of these grassroots healthcare professionals. While previous research has examined the mobility rate and influencing factors of primary healthcare physicians in the U.S., there is a discernible gap in the literature that analyzes their mobility from both temporal and geographical perspectives [ 13 ].

Nanning City in the Guangxi Zhuang Autonomous Region, situated in the less-developed minority areas of western China, boasts a significant number of primary healthcare workers, which makes its trends in healthcare human resource mobility noteworthy. This study utilizes data from 2000 to 2021 on the movement of primary healthcare personnel in Nanning. The target is to discern the fundamental characteristics, temporal and spatial attributes, directional preferences, and principal influencing factors of human resource mobility in primary healthcare in underdeveloped regions of western China during diverse phases of healthcare reform. Insights drawn can be utilized to inform and enhance policymaking related to the improvement of the grassroots healthcare workforce.

Sample and research design

China’s healthcare reform in the 21st century has undergone multiple phases, with scholars dividing its stages in varying ways. For instance, Tao et al. broadly categorized the reform into three primary phases [ 14 ]. To be specific, the first phase spans the first three decades following the establishment of the People’s Republic of China, from 1949 to 1979. The next phase encompasses the three decades after the economic reforms, from 1979 to 2009. The most recent phase termed the new healthcare reform, extends from 2009 to 2020, and is further separated into three sub-phases: The 2009–2011 phase, The 2012–2015 phase, and the 2016–2020 phase. In contrast, Yip et al. divided the post-2009 new healthcare reform into two segments [ 15 ]: 2009–2011 and 2012–2019. Drawing from the existing literature, this research classifies the healthcare reform post-2000 into five stages: 2000–2008, 2009–2011, 2012–2015, 2016–2020, and 2021 onwards. The primary sources for the policies of primary healthcare human resources in Nanning City across the five stages were derived from official policy documents publicly available on the websites of the Nanning City Health Commission and the Guangxi Zhuang Autonomous Region Health Commission.

The primary healthcare personnel database (PHPD) for Nanning City spans from 2000 to 2021. This database is bifurcated: the demographic and professional attributes of the inflow and outflow personnel (DPAP) and specific migration patterns of the outgoing personnel (SMPP). The influx and outflux characteristics of personnel across grassroots healthcare institutions mainly comprise data from four types of institutions: community health service center (CHSC), community health service station (CHSS), township health center (THC), and village clinic (VC). In the second section of the database, primary healthcare institutions do not cover village health clinics. Medical staff in these primary healthcare entities encompasses various professional categories, including nurses, practicing physicians, and administrative personnel. This dataset encapsulates fundamental details, such as gender, ethnicity, profession, and highest educational attainment of all incoming and outgoing primary healthcare staff. Moreover, for those exiting, the second section of the dataset not only presents basic attributes but also offers information on their originating institution, destination institution and year of migration. This study identified the longitude and latitude of each institution in the database to examine the spatial characteristics of the data. Also, it extracted data from the ‘Nanning City Statistical Yearbook, which encompassed such metrics as per capita GDP, degree of urbanization, permanent resident population, fiscal expenditure on health care, educational funding, and average wages in the health sector for all districts and counties of Nanning City from 2016 to 2020. This intends to clarify the spatial concentration of the movement of primary healthcare personnel in Nanning City and the associated influencing factors.

Measures and analysis

To begin with, this study selected descriptive data on the inflow and outflow of primary healthcare personnel in Nanning City and performed a descriptive statistical analysis of their characteristics. By utilizing the longitudinal and latitudinal data of each institution, QGIS was adopted to plot the heatmaps revealing the inflow and outflow points of primary healthcare personnel across the five phases. In addition, this research also applied the Yuill method and charted the centroid of movement and the standard deviational ellipse for personnel across different phases.

Secondly, spatial correlation analysis of primary healthcare personnel mobility was conducted using the R programming language. With the ‘spdep’ package, the construction of a spatial weight matrix constitutes a fundamental procedure for examining spatial correlations [ 16 ]. Given the fact that the movement of primary healthcare workers in various regions is affected by the economic conditions of those regions, with regional GDP per capita being a crucial indicator, this research constructed a geographical economic matrix based on regional GDP per capita using R. Upon successfully constructing the matrix, it proceeded with spatial correlation analysis. The primary tool for this analysis was the global Moran’s I. Moran’s I values range between [-1,1]. If the p-value of Moran’s I is below 0.05, then there exists a significant difference between regions. If Moran’s I is in [0,1], then it reveals positive spatial autocorrelation, meaning similar attributes cluster together. Conversely, a Moran’s I value in [-1,0] denotes negative spatial autocorrelation, which suggests dissimilar attributes cluster together. If Moran’s I is 0, then attribute values are randomly distributed in space [ 17 ].

Thirdly, this research analyzed the specific flow data of primary healthcare personnel. Through the use of R, it generated Sankey diagrams and utilized the ‘pheatmap’ package to create heatmaps [ 18 ], thereby elucidating the principal categories of institutions receiving primary healthcare workers and quantifying the magnitude of their transitions. With QGIS, migration maps of primary healthcare personnel were developed and a descriptive analysis was carried out on the top 10 primary healthcare institutions in terms of movement, which unveiled spatial characteristics.

Finally, this research filtered out all primary healthcare personnel who moved to non-primary healthcare institutions. Logistic regression was performed to identify the personal characteristics that influence their movement decision (See Fig.  1 ).

Data processing flowchart

Basic characteristics of primary healthcare personnel mobility

Community health service stations (chss).

A total of 919 primary healthcare personnel migrated into Nanning’s CHSSs. In terms of gender, 21.88% were male while the remaining 78.13% were female. Registered nurses accounted for 42.11%, while practicing physicians made up 33.30%. Notably, 97.28% of these healthcare workers had not acquired the national standardized training qualification certificate for resident physicians. In terms of professional technical positions, 35.47% were at the teacher level, 33.73% at the scholar level, and 18.61% at the intermediate level. From the perspective of educational qualifications, 47.23% had associate degrees or vocational school degrees, 23.50% had secondary vocational qualifications, and 26.12% held bachelor’s degrees. Moreover, 84.22% were not registered in general medicine, and 43.42% had not practiced in multiple locations. Their movement was motivated by varying aspects, with 55.39% due to other reasons and 38.41% transferring from other health institutions.

Regarding outflow, 368 primary healthcare workers left the CHSSs, with a gender distribution of 23.54% male and 76.46% female. Registered nurses and practicing physicians comprised 40.21% and 29.63%, respectively. A significant 98.41% had not acquired the national standardized training certificate for resident physicians. For professional roles, 38.62% were at the scholar level and 28.31% at the teacher level. In terms of academic credentials, 42.06% had associate or vocational school qualifications, 32.01% had secondary vocational credentials, and 21.16% possessed bachelor’s degrees. Furthermore, 88.89% were not registered in the field of general medicine, and 49.47% did not practice across multiple locations. The major motivations for their departure covered resignation or dismissal at 49.74%, transfers to other health institutions at 26.46%, and other reasons accounting for 20.11%.

Between 2000 and 2021, there were increasing personnel in CHSSs. From 2000 to 2008, the stations primarily witnessed an influx of personnel, with a noticeable peak in 2007. This trend persisted from 2009 to 2011. Despite this, between 2012 and 2015, personnel mobility accelerated, in which both inflows and outflows rose dramatically. The year 2014 marked a turning point in this movement. By 2015, there was a sharp surge in both incoming and outgoing personnel. Later, the period from 2016 to 2020 saw the highest mobility among all the phases, with the largest influx recorded in 2020, welcoming 205 personnel. Conversely, 2019 registered the highest outflow with 88 departures. In 2021, the outflow of personnel sharply dropped, while inflows moderately declined. A comprehensive visual representation is available in Fig.  2 .

CHSS personnel turnover time distribution Chart

Community health service centers (CHSCs)

The total number of health personnel that entered the CHSC amounted to 2,479. Of these, 19.16% were male and 80.84% were female. Registered nurses represented 38.00% of the professionals while practicing physicians comprised 30.50%. It should be noted that 95.97% of these health professionals had not obtained the standardized training certificate for national resident physicians. For professional technical positions, 28.36% were at the associate level, 32.92% were at the teacher level, and 21.70% were at the intermediate level. In terms of educational background, 41.67% had completed specialized university courses or vocational schools, 38.32% held a bachelor’s degree, and 14.56% had finished secondary vocational training. In the meantime, a significant 86.69% were not registered in general medical professions, while 12.59% were. Merely 1.43% practiced in multiple locations. Remarkably, 47.44% of these health personnel joined the CHSC for diverse reasons, while 43.00% were transferred from other institutions.

On the contrary, the number of health personnel departing the CHSC was 1,145. The male and female ratios stood at 22.27% and 77.73%, respectively. Registered nurses represented 32.58%, while 31.62% were practicing physicians. A staggering 98.78% had not acquired the national resident physician standardized training certificate. Regarding professional technical ranks, 30.66% were associates, 26.11% were at the teacher level, and 22.10% were intermediates. Concerning education, 41.92% finished specialized university courses or vocational schools, 31.27% had bachelor’s degrees, and 20.87% completed secondary vocational training. Only 9.69% were registered in the general medical profession, with 89.96% not being registered. In addition, 60.26% did not practice at multiple locations. The reasons for leaving covered resignation or dismissal (44.02%), transfers to other health institutions (28.56%), and other reasons (17.64%).

From 2000 to 2008, there was minimal staff turnover in the CHSC. Nonetheless, the period between 2009 and 2011 marked a significant turning point, with a noticeable rise in personnel movement post this period. From 2012 to 2015, the flux of health personnel was considerably high, which represented a period of rapid growth. Between 2016 and 2020, the turnover peaked, with 2020 witnessing the highest influx, totalling 410, and simultaneously, the highest departure, totalling 236. Notably, in 2017, the personnel movement was relatively high, with 306 incoming and 202 outgoing staff, constituting a minor peak in that cycle as revealed in Fig.  3 .

Temporal distribution of personnel mobility in CHSCs

Township health centers (THCs)

A total of 9,580 healthcare professionals entered THCs, with men constituting 28.75% and women 71.25%. The professional categories of registered nurses, practicing physicians, and assistant physicians took up 32.47%, 13.41%, and 11.43% respectively. A dramatic 98.12% of these professionals did not possess the national residency standardization certification. Their professional technical positions at the junior, intermediate, and probationary levels comprised 33.12%, 23.60%, and 19.66% respectively. Regarding educational qualifications, those with junior college or vocational school, secondary vocational, and undergraduate degrees accounted for 47.81%, 28.11%, and 17.81% respectively. Notably, 90.80% were not registered in general medicine. Furthermore, 49.43% were not practitioners at multiple locations. The primary reasons for their influx into THCs were other reasons (64.07%) and graduation from higher or secondary institutions (20.07%).

Regarding the outflow, 1,180 healthcare professionals left the THCs. Men and women took up 30.13% and 69.87%, respectively. Additionally, registered nurses, practicing physicians, and other healthcare technical staff accounted for 27.48%, 14.62%, and 12.39% respectively. A vast 99.69% lacked the national residency standardization training certification. Their professional ranks at the junior, probationary, and intermediate levels were 33.27%, 29.40%, and 17.92% respectively. In addition, the highest educational qualifications observed were junior college or vocational school (39.25%), secondary vocational (39.53%), and undergraduate (11.98%). A significant 94.75% were not registered in general medicine, and 62.11% were not practitioners at multiple locations. The predominant reasons for their departure lie in resignations or dismissals (63.81%) and transfers to other healthcare institutions (20.50%).

Between 2000 and 2008, personnel mobility in THCs was relatively low. The year 2005 marked a significant turning point with noticeable rises in both influx and outflow post that year. After 2009, a consistent rise could be seen in both inflow and outflow in these centers. In 2021, the maximum inflow was observed with 1,381 individuals, whilst the outflow dramatically reduced to just nine individuals. In contrast, 2019 witnessed the highest outflow with 573 departures, as manifested in Fig.  4 .

Temporal distribution of personnel mobility in THCs

Village health centers

The total number of healthcare workers who moved into village health rooms is 1,260. Among them, 58.81% were males and 41.19% were females. 29.60% specialized in clinical practice. 43.10% did not possess a professional technical position, while 25.56% had a junior professional rank and 20.16% were on probation. 67.14% of them had an education level of junior college or vocational school, 18.41% had secondary vocational education, and 10.87% had undergraduate degrees. 20.32% of these healthcare workers were not registered in general medicine, while 73.57% were transferred from other institutions.

The number of healthcare workers who left the village health rooms totals 2,585. Among them, 67.89% were males and 32.11% were females. 51.33% specialized in clinical medicine and 39.69% in traditional Chinese medicine. 52.11% did not acquire a professional technical position, whereas 22.03% had a junior professional rank. 48.59% had an education level of junior college or vocational school, 26.48% had secondary vocational education, and 16.41% were not registered in general medicine. The primary reasons for healthcare workers leaving the village health rooms were retirement (33.98%), other reasons (26.41%), and resignation or dismissal (22.34%).

Figure  5 shows that overall, the flow of healthcare workers in village health rooms differs from other primary health institutions. Before 2014, the influx of healthcare workers to village health rooms was more evident than the outflow. Nevertheless, after 2014, the outflow surpassed the influx. During 2000 and 2008, the influx displayed a declining trend, while the outflow remained relatively unchanged. During 2009 and 2014, the movement of healthcare workers in village health rooms was at a lower level. After 2014, the number of healthcare workers leaving village health rooms exceeded those coming in. Specifically, in 2020, the village health rooms experienced the highest movement with 310 healthcare workers leaving and 167 joining. Later in 2021, the inflow of healthcare workers in village health rooms once again surpassed the outflow.

Temporal distribution of personnel mobility in village health center

Characteristics of institutional types affecting the mobility of primary healthcare personnel

Frequency characteristics of movement to other institutions.

Figure  6 indicates that during the period from 2016 to 2020, the frequency of staff mobility among primary healthcare workers was at its highest, with the most significant movement occurring between THCs and other institutions, subsequently followed by CHSCs. In this timeframe, the exchange of personnel between THCs alone reached 477 instances. Movement of primary healthcare workers from these centers to secondary general hospitals happened 101 times, and to secondary specialty hospitals, 184 times, while transfers amongst CHSCs were recorded 73 times.

Characteristics of staff movement frequency among different healthcare institutions Note the names of different institutions are abbreviated

Characteristics of personnel movement to other institutional types

Figure  7 indicates that the primary movement of grassroots health personnel, aside from their transition to primary medical institutions, predominantly directs towards secondary general hospitals, tertiary general hospitals, secondary specialized hospitals, private outpatient departments, private primary hospitals, tertiary specialized hospitals, and private secondary specialized hospitals.

Sankey diagram illustrating the institutional transitions of primary healthcare personnel

Characteristics of primary healthcare workers transitioning to non-primary medical institutions

In the data presented in Table  1 , altogether 925 individuals transitioned to non-primary medical institutions. Of these, 22.28% were male and 77.62% were female. From the perspective of ethnicity, Zhuang and Han nationalities constituted 40.11% and 58.05% respectively. In terms of years of service, those with experience less than five years took up 6.38%, those with 5–10 years made up 36.86%, and those with over ten years represented 56.76%. Professionally, registered nurses comprised 40.43%, while licensed doctors accounted for 25.08%. Regarding professional technical positions, 36.54% held junior professional titles, 29.30% held intermediate titles, 18.38% were awaiting appointments, and 12.65% held mid-level professional titles. The highest educational level attained was junior college for 44.32%, secondary vocational or technical school for 29.62%, and undergraduate degree for 24.54%. Geographically, 13.08% of the primary medical personnel were in Binyang County, 12.22% in Wuming District, and 11.14% in Hengzhou City. A vast majority of 99.14% had no national qualification certificate from standardized residency training, and 94.05% were not registered in general medical practice. Additionally, 22.38% of health personnel moved to secondary general hospitals, whilst 31.24% transitioned to secondary specialized hospitals.

Determinants influencing the transition of primary healthcare personnel to non-primary healthcare institutions

As presented in Table  2 , after discarding records with missing values, a final sample size of 1912 was attained. The logistic regression outcomes reveal that primary healthcare workers who are male have a 66.5% likelihood of transitioning to non-primary healthcare institutions compared to females. For the highest level of educational attainment, the likelihood of health personnel possessing graduate degrees, undergraduate degrees, and associate degrees moving to non-primary healthcare facilities are 5.422, 3.316, and 1.674 times greater, respectively, than those with secondary vocational and technical education. Primary healthcare workers of Han ethnicity are 1.255 times more likely to move to non-primary healthcare institutions than those of other ethnic groups. Moreover, those in the role of intern physicians have a 25.3% likelihood of transitioning compared with administrative staff, and those registered as general medical practitioners have a 2.922 times greater likelihood of moving to non-primary healthcare institutions than those who are not. Additionally, regional variance can be observed in the propensities of primary healthcare workers to shift to non-primary healthcare settings. In comparison to Hengzhou City, staff from the three urban districts of Xingning, Xixiangtang, and Yongning are less likely to move to non-primary healthcare institutions, whereas those from the three counties of Mashan, Binyang, and Shanglin are more inclined to such transitions.

Analysis of geographic characteristics of primary health personnel mobility

Geographic characteristics of influx of primary health personnel.

As depicted in Fig.  8 , the influx of personnel to CHSCs is primarily concentrated at the confluence of Qingxiu District, Xingning District, Xixiangtang District, Jiangnan District, Liangqing District, and Yongning District. This region boasts a substantial concentration of medical personnel in its healthcare institutions, radiating out to several nodal core areas in the periphery. What began as scattered nodal cores in Wuming District and Jiangnan District in the initial phase has expanded by the fifth phase to involve multiple fragmented nodal cores in areas, such as Wuming District, Jiangnan District, Shanglin County, and Xingning District. By the same token, the inflow of personnel to CHSSs mainly clusters around the borders of several districts, with barely any change in the thermal core areas across the five stages. The inflow of personnel to THCs does not exhibit a particular concentration in any area, and the characteristics of personnel inflow to village health posts are similar.

Heat map of inflow points for primary health personnel. Note this figure presents point heat maps for five distinct stages, namely 2000–2008, 2009–2011, 2012–2015, 2016–2020, and 2021, arrayed in rows from 1 to 5

Geographic characteristics of outflow of primary health personnel

Figure  9 presents that the exodus centers of primary health personnel from CHSCs are predominantly concentrated at the intersections of Qingxiu District, Xingning District, Xixiangtang District, Jiangnan District, Liangqing District, and Yongning District. The outflow hubs of personnel from CHSSs were mainly clustered towards the intersections of the six districts, particularly around Xixiangtang and Liangqing Districts during the years 2000–2008 and 2009–2011. During the 2012–2015 and 2016–2020 periods, the exodus centers were primarily concentrated at the junctions of the six districts. In 2021, there were two main outflow centers, including one in Xingning District and the other leaning towards the intersection of the six districts in Jiangnan District. Furthermore, the personnel outflow from THCs and VCs was relatively dispersed.

Heat Map of pnflow points for primary health personnel. Note this figure presents point heat maps for five distinct stages, namely 2000–2008, 2009–2011, 2012–2015, 2016–2020, and 2021, arrayed in rows from 1 to 5

Analysis of the shift in the gravitational center of primary healthcare personnel

As shown in Fig.  10 , the center of inflow for personnel in CHSCs has shifted predominantly northward. The outflow center for these centers initially moved to the southwest after the initial stage, followed by a general shift northward from the second to the fourth stages, and a slight southward adjustment in the fifth stage. The inflow center for CHSSs has moved clockwise to the northeast, while the overall outflow center has shifted to the southeast. For THCs, the center of health personnel inflow moved to the northeast after the first stage, followed by shifting westward after the second stage, and then generally southward after the third stage. Specifically, the overall outflow of health personnel from these centers moved eastward, in which a southwestward shift followed the fourth stage. The inflow center for village health rooms initially moved southeastward, with a transition to the northwest after the third stage. In general, the outflow center for health personnel generally moved toward the northwest, which transitioned to the southwest after the first stage, then to the southeast after the third, and northeast after the fourth stage.

Primary healthcare personnel migration center of gravity map

Spatial autocorrelation analysis of primary healthcare personnel

As can be observed in Table  3 , Moran’s I indices for the inflow and outflow of healthcare personnel from the four primary healthcare institutions are not significant, which suggests no spatial clustering in the movement of primary healthcare personnel.

Trajectory analysis of primary healthcare personnel mobility

Figure  11 reveals that the number and extent of migration among primary healthcare personnel at grassroots medical and health institutions were relatively minor during 2000 and 2011. The staff migration at CHSSs remained modest in number and scale during 2012 and 2015. On the contrary, the migration magnitude for personnel at CHSSs and THCs became noticeably larger. From 2016 to 2021, the migration magnitude for healthcare personnel in primary medical and health institutions remained at a higher level. Table  4 implies that the main migration of primary healthcare personnel occurred in their own district (county).

Primary healthcare personnel migration map

In this research, it was observed that the mobility of primary health personnel at CHSCs and township health clinics in Nanning from 2000 to 2021 can be categorized into four distinct phases: an initial stage (2000–2008), a turning point (2009–2011), a rapid development stage (2012–2020), and a brief decline (2021). The mobility of primary health personnel in VCs and CHSSs was at its initial stage from 2000 to 2011, which experienced a turning point from 2012 to 2015 and a rapid development stage from 2016 to 2021. During the initial stage, the features of personnel mobility were marked by a limited number of movements and short distances. The turning point was characterized by the rise of personnel movements and an expansion in the distances traveled. The rapid development stage was distinguished by the highest levels of mobility regarding both the number of personnel moving and the distances they traveled.

The shift in the mobility trend for other medical personnel during 2009 and 2011 can be attributed to the new healthcare reform initiated in 2009, which was intended to decentralize general medical services to the primary level, and gradually implement community-based first consultations, tiered medical treatment and two-way referrals. Despite this, owing to financial constraints, primary healthcare institutions could not acquire advanced medical equipment, resulting in difficulties in diagnosing certain conditions. Additionally, these institutions were required to comply with the national essential drug list, which caused the unavailability of many medications at the primary level, necessitating patients to seek treatment at higher-level hospitals. This gave rise to a dramatic drop in patient trust in primary healthcare facilities, a drop in outpatient visits, and then a substantial outflow of primary healthcare personnel [ 12 ]. When seeking employment, medical students consider such factors as salary, prospects for development, and surrounding amenities. Most medical students do not opt for positions in primary healthcare institutions [ 19 ], Instead, they prefer to work in urban tertiary hospitals, with many viewing employment at primary healthcare facilities merely as a transitional role. These reasons have caused an increase in the turnover of primary healthcare personnel after 2009.

In 2021, the COVID-19 pandemic resulted in fewer external job opportunities, and accordingly, the outflow of staff from primary healthcare institutions declined. VCs in Nanning began implementing the “Township Recruitment, Village Employment” policy in the second half of 2020. This policy reformed the income structure of rural doctors, adopting a system of basic salary plus performance wages and providing social insurance contributions for rural doctors, which facilitated their transition from part-time farmers and part-time medical practitioners to professional rural physicians. The integrated rural policy reduced the inflow of rural doctors and lifted their retention, reversing the trend of more doctors leaving than entering rural practice. This policy is beneficial for enhancing health equity in rural areas.

Finishing the new healthcare reform to encourage more primary healthcare personnel to work in grassroots medical institutions, China has successively introduced many policies from the perspectives of medical education, salary, and professional title promotion, but there were no significant effects. In the aspect of medical education, China implemented the Rural-oriented Tuition-waived Medical Education policy in 2010. Students under this policy are required to complete five years of medical education, followed by three years of standardized training, and then serve for three years at township health clinics. As identified in existing research, a significant number of these medical students report low job satisfaction [ 20 , 21 ] with a pronounced intention to resign [ 22 ]. The principal reasons cited for this discontent are the low levels of pay, long working hours, scarce opportunities for further training, and limited prospects for career advancement. In terms of salary, before 2015, primary healthcare institutions operated under a “separate revenue and expenditure” policy, There was a very low proportion of healthcare workers’ performance pay compared to their basic salary, lacking incentives, which diminished their enthusiasm for offering clinical services and even resulted in the exodus of core clinical staff from these grassroots institutions. After 2015, this policy was gradually abolished, while its effects require time to dissipate. In 2017, the Chinese government’s “Two Permissions” policy aimed to provide positive guidance on the remuneration of primary healthcare institutions. Despite this, a great number of grassroots healthcare facilities have struggled to effectively implement this due to a lack of concrete and actionable measures. Numerous studies have demonstrated that satisfaction with compensation and job satisfaction are significant factors that affect the professional loyalty of primary healthcare workers [ 23 , 24 ]. China’s healthcare system remains predominantly centered around large hospitals [ 25 , 26 ] with primary healthcare institutions receiving comparatively less emphasis. Hence, the salaries offered by primary healthcare institutions are often insufficient to satisfy primary healthcare personnel, who may opt for non-primary healthcare institutions in pursuit of higher wages. In terms of professional promotion, the proportion of mid-to-high-level professional titles among primary healthcare personnel is relatively low, which makes career breakthroughs difficult. This study utilizes data on the mobility of primary healthcare personnel to examine the influencing factors of the transition of primary healthcare workers to non-primary healthcare institutions. The research identifies the principal determinants for primary healthcare personnel moving to non-primary healthcare settings, which cover gender, educational level, ethnicity, professional category, registration as a general practice professional, and their location (district or county). Except for VHCs where the number of male personnel moving exceeds that of females, in other primary healthcare institutions, the mobility of female staff goes beyond that of males. Primary healthcare workers from county areas have a higher likelihood of transitioning to non-primary healthcare institutions, whereas those from urban districts are less inclined to make such moves. Previous research suggests that younger primary healthcare personnel may migrate to higher-level hospitals for the sake of their offspring’s education, despite potentially higher salaries at THCs, owing to the generally lower standard of education available in rural areas compared to urban centers [ 10 ]. This study reveals that the predominant movement of primary healthcare workers occurs in their county, rather than being drawn to urban hospitals in large numbers [ 27 ]. Most of these healthcare workers migrate to other THCs in the same locality, with the secondary hospitals being the main non-primary healthcare institutions they move to. Given that most personnel in THCs hold educational qualifications of a bachelor’s degree or less, these primary healthcare workers typically do not leave the primary healthcare sector.

Healthcare personnel with higher qualifications have a higher likelihood of being drawn away by superior medical institutions given the broader array of choices available to them. Consequently, the government should not only expand recruitment efforts aimed at healthcare workers with qualifications below the undergraduate level but also bolster the development of such personnel, who are poised to become the backbone of primary healthcare services. For those with undergraduate degrees and higher, it is vital to create additional opportunities for professional advancement, which can solidify the ranks of primary healthcare workers and enhance the quality of services provided to the grassroots population.

In Nanning, a city in a western minority region where ethnic minorities constitute 51.45% of the population, Han healthcare workers may be confronted with difficulties assimilating due to language barriers and cultural disparities. Many elderly members of the Zhuang minority in rural areas have a limited command of Mandarin, primarily communicating in their native Zhuang language, which poses challenges for Han healthcare workers in their interactions with patients, leading to attrition from primary healthcare institutions. In view of this, it is recommended that leaders of primary healthcare institutions intensify their humanitarian care for non-local healthcare workers and promptly address the living and working challenges faced by non-local Han healthcare staff.

There is minimal likelihood of intern physicians from primary healthcare institutions transitioning to non-primary medical facilities given the fact that interns are required to accomplish their practicum assignments as stipulated by their academic institutions to qualify for graduation, which reduces the probability of their migration to non-primary healthcare settings. Physicians registered in general practice medicine have a higher propensity to leave, which echoes the findings of Gan et al. [ 28 ], where the primary factors for general practitioners’ resignations cover low professional titles, inadequate remuneration, educational level, and night shifts. Although general practitioners in Nanning receive specific subsidies, the lack of transparency in the wage structure suggests that many are unaware that these subsidies are included in their salaries. Moreover, the variability of these subsidies across varying regions restricts their intended compensatory impact. Thus, it is recommended that the government should enhance the transparency of general practitioners’ subsidies and coordinate across all districts and counties of the city to establish clear and transparent rules for these subsidies, with preferential allocation directed towards remote areas and districts (counties) serving larger populations.

With an econo-geographic matrix to analyze the spatial correlation of primary healthcare staff mobility in Nanning from 2016 to 2020, this study revealed an absence of spatial clustering in the mobility of primary healthcare personnel in the city. Research manifests that post the healthcare reform of 2009 in China’s southwestern regions, a significant enhancement was witnessed in the equitable distribution of primary healthcare staff [ 29 ]. Despite increased governmental financial input and policies to attract talent, a poor working environment and limited promotion opportunities continue to impact the distribution equity of primary healthcare personnel in China’s southwest, with geographic equity still lacking. Equitable regional distribution of primary healthcare staff plays an important role in fairness, which in turn is conducive to strengthening patient satisfaction [ 30 ]. The government should persist in fostering the construction of primary healthcare talent pools in remote areas and regions with larger service populations to enhance the geographical equity of health services.

The limitation of this study lies in that owing to missing data regarding the year and institution in the personnel mobility database, it is impossible to describe the mobility characteristics of primary healthcare staff in Nanning with complete accuracy. The categories included in the primary healthcare staff are numerous, and due to incomplete data provided in the Nanning Statistical Yearbook, this paper only discusses the spatial clustering of primary healthcare staff from 2016 to 2020. The study did not explore the temporal and spatial mobility characteristics of primary healthcare physicians and nurses, nor did it examine whether there is spatial autocorrelation in their movement, whether personnel mobility in primary healthcare institutions in different regions exhibits spatial effects, or whether there is a spatial effect in the flow data of primary healthcare personnel. All these are aspects that should be addressed in future research on the temporal and spatial mobility characteristics and spatial effects of primary healthcare physicians and nurses.

Enhancing the development of the primary healthcare workforce remains a critical topic of research in the academic community in China [ 31 , 32 , 33 , 34 ]. This study provides evidence of primary healthcare personnel mobility during diverse stages of healthcare reform, which can assist policymakers in better understanding the demographic, geographic, and temporal characteristics of the movement of primary healthcare workers in Nanning over the past two decades, the principal institutions to which they migrate, and the major features of those who move to non-primary healthcare institutions. Meanwhile, the findings of this research can help both better evaluate past primary healthcare personnel policies and refine the focus of future primary healthcare human resource policies.

Data availability

The datasets utilized and/or analyzed in the present study can be obtained from the corresponding author upon reasonable request.

Abbreviations

The primary healthcare personnel database

The demographic and professional attributes of the inflow and outflow personnel

Specific migration patterns of the outgoing personnel

Secondary General Hospital

Secondary Specialized Hospital

Tertiary General Hospital

Tertiary Specialized Hospital

Primary General Hospital (private)

Outpatient Department (private)

Community Health Service Centre

Township Health Center

Outpatient Department

Centers for Disease Control and Prevention

Community Health Service Station

Secondary Specialized Hospital (private)

Secondary General Hospital (private)

Tertiary Specialized Hospital (private)

Tertiary General Hospital (private)

Primary Specialized Hospital (private)

Primary General Hospital

Nursing Home (private)

Primary Specialized Hospital

Blood Banks

Health Supervision Institute

Specialized Disease Prevention and Control Institute

Emergency Centre

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This work was supported by a grant from The Guangxi Higher Education Institution’s Cultivation Plan for One Thousand Young and Middle-aged Key Teachers in Humanities and Social Sciences Project Approval Program: Research on the Remuneration Incentive Mechanism for Medical Staff in Primary Healthcare Institutions in Ethnic Areas (Grant Number: 2023QGRW015).

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Xinyi Xu, Jingyi Huang, Xiaoqian Zhao, Yumin Luo, Linxuan Wang, Yishan Ge, Xingyin Yu & Pinghua Zhu

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XX and PZ conceptualized the idea. JH, XZ, and YL conducted a comprehensive literature search from electronic databases. JH, LW, YG, and XY were involved in the screening, extraction, and quality assessment of data. XX analyzed the data and drafted the manuscript. All authors provided critical feedback and contributed to the interpretation of the analyzed results. All authors reviewed and approved the draft. PZ serves as the guarantor of the study.

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Xu, X., Huang, J., Zhao, X. et al. Trends in the mobility of primary healthcare human resources in underdeveloped regions of western China from 2000 to 2021: Evidence from Nanning. BMC Prim. Care 25 , 154 (2024). https://doi.org/10.1186/s12875-024-02403-7

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Determinants of adoption of multiple natural resource management practices: a case study from semi-arid tropics of Central India

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• Bishwa Bhaskar Choudhary 1 ,
• Priyanka Singh 2 ,
• Inder Dev 2 ,
• Purushottam Sharma 1 ,
• Ramesh Singh 3 &
• Khem Chand 4  

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Natural resource management is important for sustaining agriculture, especially in arid and semi-arid rainfed areas, yet the adoption of NRM practices have been generally low in developing countries like India. The present study, using cross-sectional data collected from 400 household with 1031 plots, examines the drivers of the adoption as well as intensity of adoption of multiple NRM practices in the semi-arid tropics of central India. Multivariate probit and Ordered probit model was the empirical framework used in this study. The results show that farmers’ adoption of multiple NRM practices and their intensity of use depend significantly on factors such as education, household size, dependency ratio, income from off-farm sources, plot size, land ownership and access to training. The study reinforces Human Capital Theory by showing that both education and household attributes significantly influences the adoption of NRM practices within agriculture. It proposes that tailored interventions directed at educated households with substantial land holdings could expedite the uptake of NRM, particularly in resource-scarce semi-arid regions. This should be coupled with efforts to promote off-farm employment options and improve extension services.

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The KISAN MITrA project, funded by government of Uttar Pradesh State (India), was started in the Bundelkhand region of Central India in the year 2017 by ICRISAT Development Center (IDC) Hyderabad in consortia with ICAR-Indian Grassland and Fodder Research Institute (IGFRI), Jhansi, ICAR-Central Agroforestry Research Institute (CAFRI), Jhansi and NGO partners.

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Choudhary, B.B., Singh, P., Dev, I. et al. Determinants of adoption of multiple natural resource management practices: a case study from semi-arid tropics of Central India. Environ Dev Sustain (2024). https://doi.org/10.1007/s10668-024-04995-7

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DOI : https://doi.org/10.1007/s10668-024-04995-7

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