Batch 1 — Foundations of Human Resources Management

1. An organisation has high turnover, low morale, and weak productivity. As HR manager, what would you investigate first and what actions would you prioritise?
2. Senior management wants to reduce HR costs by eliminating several HR functions. How would you decide which functions must be protected?
3. An organisation has an administrative HR department but wants to become strategically competitive. Develop a transition plan for HR.
4. A company is expanding rapidly, but its HR practices have remained unchanged for years. What HRM priorities would you establish?
5. The CEO asks whether HRM is actually creating organisational value. What evidence and HR indicators would you present?

 

Batch 2 — Mission, Vision, Strategy & HRM Frameworks

1. A company has an ambitious growth strategy but lacks the required talent. Develop an HR strategy to close the gap.
2. Senior management wants a new HR policy that conflicts with the organisation's stated values. How should HR respond?
3. Two business units have conflicting HR policies. As HR leader, how would you resolve the conflict?
4. An organisation is entering a highly competitive market. What HR planning decisions should be made before expansion?
5. The board asks you to establish an HR governance framework. What major components would you include?

 

Batch 3 — Core HRM Functions & Integrated HR Systems

1. An organisation has duplicated HR processes across departments. How would you redesign the system?
2. Recruitment is fast, but onboarding and development are weak. What integrated solution would you recommend?
3. HR leaders must choose between investing in a new integrated HR system and improving existing processes. How would you make the decision?
4. Employee data is fragmented across multiple HR systems. What steps would you take to create an integrated HR process?
5. The CEO wants HR to demonstrate measurable value. Design an approach for identifying and communicating HR's contribution.

 

Batch 4 — Human Behaviour & Organisational Psychology

1. A team is experiencing conflict because members perceive the same situations differently. What intervention would you recommend?
2. Employee motivation has declined despite salary increases. Diagnose possible causes and recommend actions.
3. A high-performing employee is dissatisfied and considering leaving. How would you investigate the situation and decide what action to take?
4. A manager's leadership style works well with some employees but poorly with others. How should HR advise the manager?
5. An organisation wants to improve commitment across a diverse workforce. What psychological and organisational factors should guide the strategy?

Batch 5 — Recruitment & Talent Acquisition

1. A company must recruit 500 employees within six months while maintaining quality. Develop a talent acquisition strategy.
2. An AI recruitment system is screening out qualified applicants from certain groups. What should HR investigate and what decisions should it make?
3. A company has an excellent employer brand but receives very few applications for technical roles. Diagnose the problem and recommend a solution.
4. An organisation needs specialized talent in a highly competitive labour market. Which sourcing channels and talent-pipeline strategies would you prioritise?
5. The HR director must choose between traditional recruitment, social recruitment, and AI-assisted recruitment. Develop a decision framework for selecting the appropriate combination.

Batch 6 — Selection & Assessment

1. A company discovers gender bias in hiring outcomes. What corrective selection strategy would you implement?
2. An AI recruitment system rejects qualified candidates. How should HR investigate the problem?
3. A hiring panel disagrees about the best candidate. How would you make an evidence-based decision?
4. An organisation wants to redesign its entire selection process for fairness and quality. What steps would you recommend?
5. HR must choose between interviews, tests, assessment centres, and AI screening under budget constraints. How would you decide?

Batch 7 — Onboarding & Employee Experience

1. Employee turnover during the first six months is increasing. Diagnose onboarding weaknesses and recommend solutions.
2. HR must design onboarding for hybrid employees across multiple countries. What decisions would you make?
3. Employees report poor first impressions despite a formal orientation program. How would you redesign onboarding?
4. A company wants to measure onboarding success. Which indicators would you track?
5. HR has limited onboarding resources. Which onboarding activities should receive priority?

Batch 8 — Learning, Training & Development

1. Employees complete training, but performance remains unchanged. Diagnose the problem and recommend solutions.
2. HR has a limited training budget. Which development programs would you prioritise?
3. A company is undergoing digital transformation. Build a workforce reskilling strategy.
4. Leadership succession is weak. How would you design a leadership development pipeline?
5. HR must demonstrate ROI from training investments. What evaluation framework would you use?

Batch 9 — Performance Management

1. Employee performance ratings differ widely across managers. How would HR improve consistency?
2. HR identifies declining productivity across departments. What performance management strategy would you implement?
3. An employee disputes an appraisal rating. How should HR resolve the issue fairly?
4. A company wants to redesign performance management for hybrid employees. What framework would you recommend?
5. HR must choose between KPI-based evaluation and competency-based evaluation. Develop a decision framework.

Batch 10 — Compensation, Rewards & Benefits

1. Employee dissatisfaction with pay is increasing despite market-level salaries. Diagnose the problem and recommend solutions.
2. HR must redesign the organisation's reward strategy after a merger. What decisions would you prioritise?
3. A company faces budget constraints but wants to retain top performers. How would you redesign rewards and benefits?
4. HR identifies unequal compensation across departments. Develop a pay equity improvement plan.
5. The board asks HR to create a total rewards strategy that supports business growth and employee wellbeing. What framework would you propose?

 

Batch 11 — Employee Engagement, Wellbeing & Retention

1. A company has rising burnout, absenteeism, and turnover. How would you diagnose the underlying causes and design an intervention?
2. Employee engagement scores have fallen significantly over two years. What evidence would you examine before deciding what action to take?
3. A high-performing organisation has strong productivity but poor employee wellbeing. How should HR balance these competing priorities?
4. HR has a limited budget for retention initiatives. Which interventions would you prioritise and why?
5. Senior management wants to reduce turnover by introducing an engagement program. How would you determine whether the program is actually addressing the causes of turnover?

 

Batch 12 — Leadership & Management

1. A department has high turnover because of poor managerial behaviour. How would HR diagnose and address the leadership problem?
2. Two managers achieve similar results but use very different leadership styles. How should HR evaluate their effectiveness?
3. An organisation has no leadership succession pipeline. Design a leadership development strategy.
4. A senior manager repeatedly makes decisions that damage employee trust. What intervention would you recommend?
5. A leadership team must make a major decision under uncertainty. How would you structure the decision-making process?

 

Batch 13 — Organisational Behaviour & Culture

1. A company has declining trust, increasing conflict, and poor communication. How would you diagnose the organisational behaviour problems?
2. Two organisational cultures must be integrated following a merger. What approach would you recommend?
3. Employees are resisting a major transformation. Design an HR and leadership response.
4. A high-performing team has developed unhealthy internal competition. How should management intervene?
5. Senior leaders want to improve organisational effectiveness by changing culture. How would you determine which cultural changes are actually necessary?

Batch 14 — Employee Relations

1. A company receives a sudden increase in employee grievances. How would you identify the underlying causes?
2. An employee claims that disciplinary action was unfair. How should HR investigate and decide the case?
3. Management and employees have lost trust in one another. Develop a strategy for rebuilding the relationship.
4. A conflict has escalated into a formal workplace dispute. What dispute-resolution approach would you recommend?
5. HR must redesign its employee relations framework. Which communication, participation, grievance, and disciplinary mechanisms should be included?

Batch 15 — Labour & Industrial Relations

1. Management and a trade union cannot agree on a new compensation structure. How would you structure the negotiation process?
2. A proposed technological change threatens significant job displacement. Design a labour-management response.
3. An organisation is experiencing repeated industrial disputes. How would you diagnose the underlying industrial-relations problems?
4. Union membership is declining while employee concerns about working conditions are increasing. What new forms of worker representation could be considered?
5. Management must maintain operational continuity while respecting collective bargaining rights during a dispute. What decision-making framework should HR use?

 

Batch 16 — Strategic Human Resource Management

1. A company has an ambitious growth strategy but insufficient talent. Develop a strategic workforce response.
2. An organisation discovers that its critical positions have no succession candidates. What should HR do?
3. Business leaders and HR disagree about future workforce requirements. How would you resolve the disagreement?
4. A company must decide whether to build internal talent or hire externally for strategic roles. Develop a decision framework.
5. The CEO asks HR to create a five-year workforce strategy. What major factors and decisions should it include?

 

Batch 17 — International & Global Human Resource Management

1. An expatriate assignment has failed because of cultural and family adjustment problems. How should HR respond?
2. A multinational company must choose between expatriates and local managers for an important overseas position. Develop a decision framework.
3. Headquarters wants uniform HR policies, while subsidiaries demand local flexibility. How would you resolve the conflict?
4. A global organisation is experiencing difficulty retaining international talent. Diagnose the likely causes and recommend solutions.
5. HR must design a global workforce strategy across countries with substantially different labour markets. What factors should guide its decisions?

Batch 18 — HR Analytics & People Analytics

1. Turnover has increased sharply, but management does not know why. Design an evidence-based analytics investigation.
2. A predictive model identifies employees at high risk of leaving. How should HR use this information responsibly?
3. HR dashboards contain hundreds of metrics but provide little insight. How would you redesign the dashboard?
4. Workforce data from different departments is inconsistent. What steps would you take before using it for strategic decisions?
5. The HR director wants to establish a responsible people analytics program. What governance principles would you recommend?

Batch 19 — HR Technology & Digital Transformation

1. An HRIS implementation is failing because employees are not adopting it. Diagnose the causes and develop an intervention.
2. A company must choose between upgrading its existing HR platform and adopting a new ecosystem. What factors should guide the decision?
3. HR technology has created multiple disconnected data sources. How would you develop an integration strategy?
4. Employees across different age groups have very different levels of digital adoption. How should HR manage the transition?
5. Senior management wants a digital HR transformation strategy. Develop a framework covering technology, people, processes, data, and change management.

 

Batch 20 — Artificial Intelligence in Human Resources

1. An AI recruitment system is producing evidence of algorithmic bias. Develop a responsible response plan.
2. HR wants to deploy generative AI across recruitment, employee support, and performance management. Which applications should be prioritised and why?
3. Employees are concerned that AI-based monitoring violates their privacy. How should HR balance organisational needs and employee rights?
4. An AI performance system recommends disciplinary action against an employee, but the manager disagrees. How should the final decision be made?
5. The CEO asks HR to create a responsible AI-in-HRM framework. What principles, controls, human oversight mechanisms, and evaluation processes should it contain?

 

Batch 21 — Future of Work

1. A company plans extensive automation that could affect thousands of employees. Develop a responsible workforce transition strategy.
2. Productivity has fallen after introducing hybrid work. How would you diagnose the causes and decide what changes are needed?
3. An organisation must choose between hiring permanent employees and using gig workers for future projects. Develop a decision framework.
4. AI is changing the skill requirements of most jobs in an organisation. Design a strategic reskilling and upskilling plan.
5. The CEO asks HR to develop a five-year future-of-work strategy. What workforce, technology, skills, and employee-experience factors should it address?

 

Batch 22 — HR Ethics, Privacy & Responsible Practice

1. An organisation discovers that an AI-based HR system may be biased. Develop a responsible investigation and corrective process.
2. Employees strongly oppose a new workplace monitoring system. How should HR evaluate whether to implement, modify, or reject it?
3. A data breach exposes sensitive employee information. What immediate and long-term actions should HR take?
4. HR must introduce a new technology that uses employee behavioural data. Develop an ethical governance framework.
5. The board asks HR to establish principles for responsible HR technology. What requirements for privacy, transparency, fairness, accountability, and human oversight would you recommend?

 

Batch 23 — Diversity, Equity & Inclusion

1. An organisation has improved workforce diversity but continues to experience complaints about exclusion. Diagnose the problem and develop an intervention.
2. Promotion data reveals significant differences between employee groups. How should HR investigate the causes?
3. A global organisation needs an inclusion strategy across culturally different countries. What should be standardised and what should be adapted?
4. Employees with disabilities face barriers in recruitment and career development. Design an equitable talent-management response.
5. The CEO asks HR to create a comprehensive DEI strategy. What areas of recruitment, development, leadership, accessibility, culture, measurement, and accountability should it include?

 

Batch 24 — Career Development & Talent Growth

1. A company has strong employees but weak internal career mobility. Diagnose the barriers and recommend a solution.
2. An organisation must develop successors for several critical roles. How would you design the succession-development process?
3. Employees are leaving because external opportunities appear better than internal career pathways. What should HR change?
4. HR has a limited development budget. How should it decide which talent-development investments to prioritise?
5. The organisation wants a comprehensive career-development architecture. What should it include from career planning through lifelong learning?

 

Batch 25 — HRM Research & Evidence

1. An organisation wants to understand the causes of employee turnover. Design a rigorous HR research project.
2. Two studies produce contradictory findings about the effectiveness of an HR intervention. How should HR evaluate the evidence?
3. HR has survey data showing low engagement but does not know why. Develop a research strategy to investigate the underlying causes.
4. A manager wants to implement an HR practice based on a single research article. What evidence-assessment process should HR use before making the decision?
5. The HR director asks you to establish an evidence-based HRM research framework. What research, data-quality, ethical, interpretation, and decision-making principles would you include?

 

Batch 26 — Comparative & Global HRM

1. A multinational organisation wants to create a global HR framework while respecting national differences. Design a decision framework.
2. Headquarters and a subsidiary disagree about appropriate HR practices. How should HR resolve the conflict?
3. A company is expanding into several countries with very different labour markets. Develop a comparative workforce strategy.
4. An HR practice has produced excellent results in one country but poor results elsewhere. How would you diagnose the reasons?
5. Senior management asks whether HR practices should converge globally. What evidence would you use to make the recommendation?

 

Batch 27 — Indian Human Resource Management 🇮🇳

1. An Indian company is losing skilled employees to competitors. Diagnose the likely causes and develop a retention strategy.
2. An organisation is expanding across multiple Indian regions with different workforce characteristics. Develop an HR strategy for the expansion.
3. A company wants to modernise its HR practices while maintaining employee trust. What changes should HR prioritise?
4. An Indian organisation faces skill shortages caused by technological change. Design a workforce reskilling strategy.
5. Senior management asks HR to identify the most important emerging HR challenges facing the organisation. How would you assess and prioritise them?

 

Batch 28 — HR Information Systems, Automation & HR Platforms

1. An HRIS implementation is over budget and employees are resisting it. How should HR diagnose and address the problems?
2. A company must choose between several HR technology platforms. Develop a selection framework.
3. Payroll and employee data systems contain inconsistent information. How should HR resolve the problem?
4. A cybersecurity incident exposes employee information. What immediate and long-term actions should HR take?
5. An organisation wants to build an integrated HR technology ecosystem. What architecture, implementation, security, and change-management issues should be considered?

 

Batch 29 — HR Case Studies & Applied Learning

1. A company faces simultaneous recruitment, retention, and employee-relations problems. Develop an integrated HR response.
2. An AI-HR case involves efficiency gains but potential discrimination. How would you structure the decision-making process?
3. A leadership case involves conflict between business performance and employee wellbeing. What solution would you recommend?
4. A compensation case reveals possible inequity, but correcting it would significantly increase costs. How should HR approach the decision?
5. Design a comprehensive HR case-solving framework that students could use to analyse unfamiliar workplace problems.

 

Batch 30 — HR Examinations, Assessment & Professional Practice

1. Design a comprehensive HR examination that assesses knowledge, analysis, application, critical thinking, and decision-making.
2. An assessment system produces high scores, but graduates perform poorly in practical HR situations. How would you redesign the assessment system?
3. An organisation wants to assess HR candidates using case studies, simulations, interviews, and competency tests. Develop an integrated assessment framework.
4. Students are relying heavily on AI while preparing for HR examinations. How should educators redesign assessments to preserve genuine learning?
5. Design a professional HR competency-assessment framework that could evaluate whether a candidate is ready to handle real workplace HR responsibilities.

 

Artificial Intelligence and its application

1. A university wants to become an AI-enabled institution. Develop a strategy covering teaching, research, assessment, staff development, ethics, and student support.
2. A company plans to automate 30% of its routine work. How should management decide which activities to automate and which should remain human-led?
3. An organisation discovers that its AI recruitment system produces biased outcomes. Develop a corrective and governance framework.
4. A government wants to introduce AI into public decision-making. What safeguards should be established before deployment?
5. A healthcare organisation wants to adopt an AI diagnostic system. Develop a framework for evaluating accuracy, safety, human oversight, privacy, and accountability.
6. Employees fear that AI will replace their jobs. Design a responsible workforce strategy involving reskilling, job redesign, and human–AI collaboration.
7. A school wants to permit Generative AI while protecting academic integrity. Develop an institutional AI-use policy.
8. A research organisation wants to use AI extensively but is concerned about fabricated information, intellectual property, privacy, and research integrity. What governance framework would you recommend?
9. A business must choose between rapid AI adoption and a slower, carefully governed implementation. What factors should determine the decision?
10. Imagine that AI capabilities continue to advance rapidly over the next decade. Design a Future-Ready AI Strategy that addresses education, employment, business, science, government, ethics, human skills, and social wellbeing.