Batch 1 — Foundations of Human Resources Management

1. A growing company has an HR department that only maintains employee records. How could HRM be expanded into a strategic function?
2. An organisation is experiencing high employee turnover. Which HR functions should be examined first, and why?
3. A company is moving from traditional personnel administration to strategic HRM. What changes would you recommend?
4. A new HR manager wants to organise the HR department around the employee lifecycle. How could the major HR functions be integrated?
5. A company is introducing new technology and changing job roles. How should contemporary HRM respond?

 

Batch 2 — Mission, Vision, Strategy & HRM Frameworks

1. A company changes its vision from domestic growth to global expansion. How should its HR strategy change?
2. An organisation has a strong mission statement, but its HR policies do not reflect it. What should HR do?
3. A company plans to introduce a major new business unit. How would HR planning support the decision?
4. An organisation wants innovation to become part of its competitive strategy. What HR policies could support this goal?
5. A company has inconsistent HR decisions across departments. How could HR governance improve the situation?

 

Batch 3 — Core HRM Functions & Integrated HR Systems

1. A company recruits excellent employees but loses them within their first year. Which interconnected HR processes should be examined?
2. An organisation uses separate systems for recruitment, employee records, performance, and training. How could integration improve HR operations?
3. A new employee is joining an organisation. Describe how HR could manage the employee lifecycle from entry to development.
4. A company's performance management system is producing poor results. Which other HR functions might need to be examined?
5. An organisation wants to redesign its HR operating model. What factors should HR consider?

 

Batch 4 — Human Behaviour & Organisational Psychology

1. Two employees interpret the same managerial feedback differently. What psychological factors might explain the difference?
2. A team has technically skilled employees but poor cooperation. How could workplace psychology help explain the problem?
3. Employees report low job satisfaction despite receiving competitive salaries. What factors should HR investigate?
4. A manager notices that employees have different responses to the same reward system. How should the manager respond?
5. An organisation wants to improve employee motivation. What psychological factors should HR consider before designing interventions?

 

Batch 5 — Recruitment & Talent Acquisition

1. A company cannot attract qualified applicants for critical positions. What aspects of its talent acquisition strategy should HR examine?
2. An organisation wants to strengthen its employer brand among young professionals. What recruitment approaches could it use?
3. A company expects rapid expansion next year. How should HR prepare its talent pipeline?
4. An organisation wants to introduce AI into recruitment. Which recruitment activities could potentially benefit from AI?
5. A company receives many applications but few suitable candidates. How could its sourcing and selection strategy be improved?

 

Batch 6 — Selection & Assessment

1. A company is hiring software engineers. Which assessment methods would you combine and why?
2. HR notices inconsistent interview decisions among managers. How would structured interviews improve fairness?
3. A multinational company wants to recruit graduate trainees. How would an assessment centre be designed?
4. A company receives thousands of applications. How could AI-assisted screening help HR?
5. HR must recruit customer service employees. Which psychometric traits would be useful to assess?

 

Batch 7 — Onboarding & Employee Experience

1. A company hires 100 graduates. Design a one-week onboarding program.
2. New employees feel isolated during remote work. How can HR improve integration?
3. An organisation experiences high turnover during probation. What onboarding improvements would you suggest?
4. HR wants onboarding to improve employee engagement. Which activities would you include?
5. A global company hires employees from different cultures. How should onboarding address diversity?

 

Batch 8 — Learning, Training & Development

1. A manufacturing company introduces automation. Design a reskilling program.
2. HR wants to improve leadership capabilities among supervisors. What development activities would you recommend?
3. Employees have different learning preferences. How should HR design instructional methods?
4. A company wants to evaluate whether training improved performance. What evaluation methods would you use?
5. HR identifies a digital skills gap. How would you design an upskilling initiative?

 

Batch 9 — Performance Management

1. HR wants to shift from annual reviews to continuous performance conversations. What changes are needed?
2. A manager gives employees only negative feedback. How should HR improve the feedback process?
3. A sales department needs measurable KPIs. Design appropriate indicators.
4. HR is introducing AI dashboards for performance tracking. What safeguards should be included?
5. An employee consistently misses performance targets. How would coaching support improvement?

 

Batch 10 — Compensation, Rewards & Benefits

1. A company wants to design a compensation package for software engineers. What components should be included?
2. HR discovers salary differences between employees doing similar work. How should pay equity be addressed?
3. An organisation wants to introduce performance bonuses. What principles should guide the reward system?
4. HR is redesigning employee benefits for hybrid workers. Which benefits would be most valuable?
5. A startup wants to attract talent but cannot offer high salaries. How can total rewards help?

 

Batch 11 — Employee Engagement, Wellbeing & Retention

1. A company has high employee turnover despite offering competitive salaries. What engagement and wellbeing factors should HR investigate?
2. Employees report increasing levels of stress and exhaustion. What workplace interventions could HR introduce?
3. A remote workforce reports difficulty maintaining work-life boundaries. How should HR respond?
4. An employee engagement survey shows declining trust and commitment. What actions could management take?
5. A company wants to create a healthier workplace. Which HR practices should it prioritise?

 

Batch 12 — Leadership & Management

1. A manager is highly competent but has poor relationships with employees. What leadership changes would you recommend?
2. A team is experiencing low motivation under an authoritarian manager. What alternative leadership approaches could be considered?
3. A newly promoted manager struggles to provide constructive feedback. How could coaching help?
4. An organisation wants to develop future leaders. What leadership development activities would you introduce?
5. A manager faces an ethical dilemma involving a high-performing employee. How should the manager approach the decision?

 

Batch 13 — Organisational Behaviour & Culture

1. Two departments regularly blame each other for poor performance. How could HR address the underlying group dynamics?
2. Employees report that communication from senior management is unclear. What improvements would you recommend?
3. An organisation is introducing major structural change, and employees are resisting it. How should managers respond?
4. A team has talented individuals but poor collaboration. What organisational behaviour factors should be examined?
5. A company has a culture of avoiding difficult conversations. How could HR help change this behaviour?

 

Batch 14 — Employee Relations

1. An employee files a grievance against a supervisor. What process should HR follow?
2. Employees believe disciplinary decisions are inconsistent across departments. How should HR investigate?
3. Management wants to improve employee participation in workplace decisions. What mechanisms could be introduced?
4. A workplace conflict between two employees is affecting the wider team. How should HR intervene?
5. Employees are reluctant to raise management concerns. What could HR do to strengthen employee voice?

 

Batch 15 — Labour & Industrial Relations

1. Employees in a large organisation want to establish stronger collective representation. How should management respond?
2. A disagreement over wages has developed into an industrial dispute. What steps could both parties take to resolve it?
3. A company is introducing automation that may affect jobs. How should management engage with worker representatives?
4. A union and management have reached an impasse during collective bargaining. What approaches could help restart negotiations?
5. An organisation is moving toward more flexible forms of employment. How might its industrial relations practices need to change?

 

Batch 16 — Strategic Human Resource Management

1. A company plans rapid international expansion. How should HR align its workforce strategy with this business objective?
2. An organisation lacks qualified candidates for critical leadership positions. How could succession planning address the problem?
3. A company wants to compete through innovation. Which workforce competencies should HR prioritise?
4. An organisation is undergoing major technological change. How should HR redesign its talent strategy?
5. Senior management asks HR to demonstrate its contribution to business performance. What evidence would you present?

 

Batch 17 — International & Global Human Resource Management

1. A company sends an employee to manage a team in another country. What preparation should HR provide?
2. A multinational organisation experiences communication problems between headquarters and its overseas subsidiary. How could HR intervene?
3. An expatriate is struggling to adapt to a new culture. What support should the organisation provide?
4. A multinational company needs to recruit talent simultaneously in several countries. How should its global recruitment strategy be designed?
5. A global company wants to standardise compensation while respecting local conditions. What approach could HR use?

 

Batch 18 — HR Analytics & People Analytics

1. An organisation has rising employee turnover. Which workforce data would you analyse first?
2. HR wants to create a dashboard for senior management. Which metrics should be included?
3. A company wants to predict which employees may leave. What factors might be considered?
4. Workforce data shows significant absenteeism in one department. How should HR investigate the finding?
5. HR wants to use analytics to improve workforce planning. How could historical data support future decisions?

 

Batch 19 — HR Technology & Digital Transformation

1. An organisation still uses paper-based employee records. How could an HRIS transform its HR processes?
2. Employees complain that HR systems are difficult to use. What aspects of digital employee experience should HR examine?
3. A company wants to automate routine HR transactions. Which activities could be prioritised?
4. An organisation is implementing a new HR platform across several departments. How should HR manage the transition?
5. HR technology systems used by different departments do not communicate with one another. What solution would you recommend?

 

Batch 20 — Artificial Intelligence in Human Resources

1. An organisation wants to introduce an AI chatbot to answer routine employee questions. What issues should HR consider?
2. A company wants AI to match candidates with job vacancies. How should HR evaluate the system?
3. HR discovers that an AI recruitment tool produces different selection rates for different demographic groups. What should HR do?
4. An organisation wants employees to use generative AI for routine HR tasks. What guidelines should be established?
5. A company wants to introduce AI into performance management. What safeguards should HR establish before implementation?

 

Batch 21 — Future of Work

1. A company plans to automate several routine jobs. How should HR prepare the affected workforce?
2. An organisation wants to introduce a hybrid work model. What HR policies and practices should be considered?
3. A company increasingly relies on gig workers for specialised projects. How should HR manage this workforce?
4. Employees lack the digital skills required for AI-supported work. What reskilling strategy would you recommend?
5. An organisation wants employees to work alongside AI systems. How should HR redesign jobs and training?

 

Batch 22 — HR Ethics, Privacy & Responsible Practice

1. A company wants to monitor employees' digital activity while working remotely. What ethical issues should HR examine?
2. HR discovers that confidential employee information has been improperly shared. What should HR do?
3. An AI recruitment system produces different outcomes for different groups of applicants. How should HR respond?
4. Management wants to introduce workplace surveillance technology. What safeguards should HR recommend?
5. An HR platform collects more employee data than is necessary for its stated purpose. How should HR address the situation?

 

Batch 23 — Diversity, Equity & Inclusion

1. An organisation has diverse recruitment but low representation of some groups in leadership. What should HR investigate?
2. Employees with disabilities report barriers in the workplace. What accessibility improvements could HR introduce?
3. A multinational team experiences misunderstandings because of cultural differences. How should HR respond?
4. Managers show unconscious bias during recruitment and promotion. What intervention would you recommend?
5. Employees report that they do not feel a sense of belonging despite formal diversity policies. What should HR do?

 

Batch 24 — Career Development & Talent Growth

1. An employee wants to move into management but lacks leadership experience. What development pathway could HR recommend?
2. A company loses talented employees because they see no career opportunities. What career-development practices should HR introduce?
3. An organisation wants to establish a mentoring program. How should it be designed?
4. Employees have skills that are underused in their current roles. How could internal mobility address this?
5. A company needs future leaders within three years. How would you design a talent-development pipeline?

 

Batch 25 — HRM Research & Evidence

1. An organisation wants to understand why employee turnover is increasing. Which research approach would you recommend?
2. HR wants to measure employee engagement across 5,000 employees. Which research method would be appropriate and why?
3. Employees report that a new HR policy is creating problems. How could qualitative research help investigate their experiences?
4. HR wants to combine employee survey data with interviews. How could a mixed-methods design be structured?
5. An HR manager finds a research study supporting a proposed intervention. What should the manager examine before applying its findings?

 

Batch 26 — Comparative & Global HRM

1. A multinational company wants to introduce the same recruitment system in five countries. What factors should HR examine first?
2. A global organisation experiences different employee expectations in two countries. How should HR investigate the differences?
3. A company is entering a country with very different labour-market conditions. How should its workforce strategy be adapted?
4. A multinational organisation wants to transfer its performance-management system from one country to another. What should HR consider?
5. A global company is experiencing cultural misunderstandings among employees. What cross-cultural HR practices could help?

 

Batch 27 — Indian Human Resource Management 🇮🇳

1. An Indian organisation is experiencing difficulty attracting skilled digital talent. What recruitment strategies could HR consider?
2. A company wants to improve employee development across employees with different educational backgrounds. What training approach would you recommend?
3. An Indian organisation is expanding rapidly across different regions. How should HR address workforce diversity?
4. Employees report dissatisfaction with compensation despite regular salary increases. What factors should HR investigate?
5. A company is experiencing employee-relations problems during organisational restructuring. How should HR respond?

 

Batch 28 — HR Information Systems, Automation & HR Platforms

1. An organisation manages employee records manually. How could an HRIS improve the process?
2. A company wants to automate payroll workflows. What factors should HR consider before implementation?
3. HR wants to introduce an ATS to improve recruitment efficiency. Which recruitment stages could it support?
4. Employees want to access their records and benefits information themselves. How could employee self-service help?
5. An organisation uses several HR platforms that do not exchange data. How should HR approach integration?

 

Batch 29 — HR Case Studies & Applied Learning

1. A company has difficulty recruiting qualified employees. How would you analyse the case and recommend a solution?
2. An employee files a serious grievance against a manager. What information would you examine before making a decision?
3. A high-performing manager has poor employee-relations skills. How should the organisation respond?
4. A company discovers that its AI recruitment system may be biased. What would you recommend?
5. Employees believe their compensation system is unfair. How would you investigate and resolve the case?

 

Batch 30 — HR Examinations, Assessment & Professional Practice

1. Design an HR case-based question that tests students' ability to solve an employee-relations problem.
2. Create an assessment approach for evaluating a student's recruitment skills.
3. An HR student is preparing for a professional interview. What preparation strategy would you recommend?
4. Design a practical exercise for assessing students' understanding of performance management.
5. Develop a short assessment that tests students' ability to make an ethical HR decision.

 

Artificial Intelligence and its application

 

1. A university wants to introduce AI tutors for students. What opportunities and safeguards should it consider?
2. A hospital wants to use AI to support medical diagnosis. How should the system be introduced alongside professional judgment?
3. A company wants to automate repetitive administrative tasks using AI. Which tasks should be prioritised and why?
4. A government department wants to use AI to improve public services. What factors should guide implementation?
5. A business wants to use Generative AI to produce marketing content. How should employees use and verify the output?
6. A research institution wants to use AI to analyse large datasets. What issues should researchers consider?
7. A school discovers that students are using Generative AI extensively for assignments. How should educators respond?
8. An organisation wants to introduce AI-based recruitment. What should HR examine before implementation?
9. A manufacturing company wants to combine robotics and AI with human workers. How should jobs and training be redesigned?
10. A small business wants to adopt AI but has limited financial and technical resources. How should it decide where AI can provide the greatest value?