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The top 7 recent employment law cases you should know

By David I. Brody

Jul. 31, 2020

When March began this year, nobody had any idea what was just around the corner – a global pandemic, a fiscal meltdown, unprecedented unemployment and a national reckoning with the terrible consequences of centuries of racial violence and inequity. Then we all witnessed a historic decision from the Supreme Court, affirming, at long last, that our family and friends in the LBGTQ community are protected from discrimination in employment under federal law. 

In this ever-changing landscape, it is increasingly important to keep up to speed on the latest employment legal cases and developments. Below is a brief summary of the seven most significant employment legal cases.

1. U.S. Supreme Court Issues Landmark Civil Rights Decision

Bostock v. Clayton County, 590 U.S. (2020)

The Supreme Court has issued a landmark decision in Bostock v. Clayton County , holding that Title VII prohibits discrimination against employees based upon sexual orientation and transgender status. 

In the 6-3 Opinion of the Court, written by Justice Gorsuch — who, along with Chief Justice Roberts, sided with the four “liberal” members of the Court — the majority held that a “straightforward” rule emerges from the ordinary meaning and application of Title VII’s prohibition against sex discrimination: 

“[F]or an employer to discriminate against employees for being homosexual or transgender, the employer must intentionally discriminate against individual men and women in part because of sex . That has always been prohibited by Title VII’s plain terms — and that should be the end of the analysis.’” 

Such discrimination has long been a violation of Massachusetts law, Chapter 151B, but with the Bostock decision, it is now clearly unlawful to discriminate in employment on the basis of sexual orientation or gender identity.

2. Unlawful Employment Practices During the COVID-19 Pandemic

During these uncertain times, employers and employees alike are struggling to understand their legal rights and obligations. To that end, there has been a great deal of COVID-specific guidance provided by state and federal agencies, including the U.S. Equal Employment Commission , Massachusetts Commission Against Discrimination , and Office of the Attorney General .

It is important to remember that neither a global pandemic nor an economic recession can be used as a shield by employers to carry out unlawful employment practices. 

Indeed, as the Massachusetts Supreme Judicial Court has noted, just because an employer may be required to “reduce its workforce does not mean that it is free to make its employment decisions on impermissible grounds: ‘even during a legitimate reorganization or workforce reduction, an employer may not dismiss employees for unlawful discriminatory reasons.’” See Sullivan v. Liberty Mut. Ins. Co. , 444 Mass. 34, 41–42 (2005).

If you think that you may have been illegally targeted, seek legal counsel as soon as possible and prior to waiving any legal rights.

Hlatky v. Steward Health Care System, Inc., 484 Mass. 566 (2020)

Following a jury trial, Dr. Hlatky, an experienced cancer researcher, was awarded $10 million in damages in a breach of contract action against her former employer, Steward Health. The $10 million damage award represented the cost of reestablishing her research laboratory, which she lost as a result of Defendant’s unlawful conduct. 

On appeal, the Massachusetts Supreme Judicial Court unanimously agreed the damages awarded were not too speculative, noting that the harm suffered by Dr. Hlatky, including the loss of her research laboratory, equipment, and cell samples, constituted her “life’s work.”

The Court was, however, divided regarding whether restrictions should be imposed on how Dr. Hlatky could use the $10 million award. In the six Justice decision, three Justices were concerned that, since the laboratory had not actually belonged to Dr. Hlatky, an unrestricted award might put Dr. Hlatky in a better position than she would have been had there been no breach, e.g., “[n]othing would prevent Hlatky from spending the $10 million on a house or a yacht rather than on the re-establishment of a cancer research laboratory.”

The other three Justice were not persuaded, “Whether she wishes to start again, whether she even could start again after so much time has passed and her faculty position has been lost, whether she wishes to use the money to fund different research or others; research in the same field, or whether she wants to hike the Appalachian trail — these matters simply are not our concern.”

These Justices pointed out that imposing restrictions on such a damage award would open a “Pandora’s box of unknown future harm to the predictability of contract law upon which contracting parties have relied for hundreds of years.”

As the Court was equally divided, the trial court’s award of monetary damages – without restrictions – was affirmed.

4. Non-Competition Agreements and the “Material Change” Doctrine

Now Bus. Intel., Inc. v. Donahue, C.A. No. 17-3732 (Middlesex Sup Ct. Apr. 1, 2020)

A non-competition agreement may become unenforceable if, after execution, the terms and conditions of employment are modified to the point where the parties have effectively abandoned the original employment agreement and entered into a new employment agreement. This is known as the “material change” doctrine which was delineated in F.A. Bartlett Tree Expert Co. v. Barrington, 353 Mass. 585 (1968). The application of the material change doctrine is a highly fact-specific inquiry and will focus on factors, such as promotions, changes in job duties and titles, changes in remuneration, changes to sales area, as well as the associated time periods for such changes.

In the recent case of Now Bus. Intel. Inc. V. Donahue , the Superior Court rejected an employee’s material change defense to the enforceability of his non-compete. In granting Summary Judgment in favor of the former employer, the Court ultimately held that the temporary and short-term changes to the employee’s job duties, without more, did not amount to a material change sufficient to render otherwise reasonable and valid post-employment restriction unenforceable.

5. Anti-SLAPP Motion Revived

Rosario v. Caring Bees Healthcare, Inc., C.A. No. 19-P-1223 (Mass. App. Ct. June 5, 2020)

Retaliatory lawsuits designed to silence one from speaking out are referred to as strategic lawsuits against public participation, or “SLAPP Suits,” and are expressly forbidden in Massachusetts. See the Anti-SLAPP Statute, M.G.L. c. 231, § 59H (the “Statute”). The Statute provides a quick mechanism to dispose of SLAPP suits, and it allows the victim of a SLAPP suit to recover attorney’s fees.

Here, Ms. Rosario had complained (to co-workers, her mother, the MCAD, and, finally, in court) of sexual harassment by her supervisor, Jean Paul Karangwa. In response, Mr. Karangwa counter-sued Ms. Rosario for defamation and intentional infliction of emotional distress. Relying on the Statute, Ms. Rosario moved to dismiss Mr. Karangwa’s counter-claims. The lower court denied her motion, indicating that there was a colorable basis to believe that Ms. Rosario’s statements were defamatory, i.e ., false and causing damage to Mr. Karangwa.

However, the Massachusetts Appeals Court reversed and remanded. The Court reiterated that the legal issue was not solely whether Mr. Karangwa’s claims were “colorable” but also, if so, whether or not they were retaliatory, i.e. , “primarily brought to chill [Ms. Rosario’s] legitimate petitioning activities.” 

In considering whether or not Mr. Karangwa’s counterclaims were retaliatory, the lower court should consider, among other things, (1) whether the claims are ‘typical’ SLAPP claims, e.g., claims that one would not likely bring on their own, (2) the temporal proximity of when the counter-claims were brought to when Ms. Rosario engaged in escalated protected activity, e.g., when Ms. Rosario filed her claims to court, and (3) the chilling impact on such activity by, for example, increasing the cost to Ms. Rosario of complaining about sexual harassment.

The case was remanded to the lower court for a sequential application of the correct anti-SLAPP standard.

6. Enforcement of Arbitration Agreements

Theodore v. Uber Technologies, Inc., C.A. No. 18-cv-12147 (D. Mass. Mar. 3, 2020)

Many executives (and employees generally) are subject to arbitration clauses of which they are unaware until a dispute arises. The enforceability of such clauses is often hotly disputed. This is particularly true in civil rights cases, pitting two established principles against each other ( i.e. , the preference for arbitration under federal law against a strong public policy against discrimination). Enforceability is often fact-specific, such as whether the agreement to arbitrate and the waiver of judicial remedy are sufficiently obvious and clear.

Although Theodore is not an employment case, its analysis may be useful, especially regarding on-line forms that invite a user to follow one or more links which can be easily bypassed. The US District Court’s analysis involved not only a review of the text itself but also a discussion of the font size, layout, and background color on the page. The Court went so far as to include screen-shots in the decision.

Ultimately, the Court refused to compel arbitration where Uber invited a customer to click to “CREATE ACCOUNT” without “reasonably communicating” the impact of doing so.

7. The Process – and Not Just the Final Decision – Matters

Comcast Corp. v. Nat’l Assoc. of African American-Owned Media, 140 S.Ct. 1009 (2020)

In Comcast , the Supreme Court of the United States unanimously held that the but-for causation standard applies to claims of racial discrimination raised under 42 U.S.C. § 1981, a statute which guarantees all persons the same right “to make and enforce contracts . . . as is enjoyed by white citizens.” However, the Court expressly declined to decide an issue raised by Comcast, i.e , whether § 1981(a) guarantees only the right to equivalent contractual outcomes, as Comcast argued, or if it also guarantees the right to an equivalent contracting process, as the law has been interpreted for years.

In her concurrence, Justice Ginsburg addressed Comcast’s argument directly:

“I write separately to resist Comcast’s attempt to cabin a ‘sweeping’ law designed to ‘break down all discrimination between black men and white men” … Under Comcast’s view, § 1981 countenances racial discrimination so long as it occurs in advance of the final contract-formation decision. Thus, a lender would not violate § 1981by requiring prospective borrowers to provide one reference letter if they are white and five if they black. Nor would an employer violate § 1981 by reimbursing expenses for white interviewees but requiring black applicants to pay their own way … That view cannot be squared with the statute. An equal ‘right … to make… contracts’ … is an empty promise without equal opportunities to present or receive offers and negotiate over terms … It is implausible that a law ‘intended to secure … practical freedom’ … would condone discriminatory barriers to contract formation.”

As Justice Ginsburg recognized, and recent events have made abundantly clear, we must remain vigilant to protect and expand, not erode, our civil rights laws.

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47 case interview examples (from McKinsey, BCG, Bain, etc.)

One of the best ways to prepare for   case interviews  at firms like McKinsey, BCG, or Bain, is by studying case interview examples. 

There are a lot of free sample cases out there, but it's really hard to know where to start. So in this article, we have listed all the best free case examples available, in one place.

The below list of resources includes interactive case interview samples provided by consulting firms, video case interview demonstrations, case books, and materials developed by the team here at IGotAnOffer. Let's continue to the list.

• McKinsey examples
• BCG examples
• Bain examples
• Deloitte examples
• Other firms' examples
• Case books from consulting clubs
• Case interview preparation

Click here to practise 1-on-1 with MBB ex-interviewers

1. mckinsey case interview examples.

• Beautify case interview (McKinsey website)
• Diconsa case interview (McKinsey website)
• Electro-light case interview (McKinsey website)
• GlobaPharm case interview (McKinsey website)
• National Education case interview (McKinsey website)
• Talbot Trucks case interview (McKinsey website)
• Shops Corporation case interview (McKinsey website)
• Conservation Forever case interview (McKinsey website)
• McKinsey case interview guide (by IGotAnOffer)
• Profitability case with ex-McKinsey manager (by IGotAnOffer)
• McKinsey live case interview extract (by IGotAnOffer) - See below

2. BCG case interview examples

• Foods Inc and GenCo case samples  (BCG website)
• Chateau Boomerang written case interview  (BCG website)
• BCG case interview guide (by IGotAnOffer)
• Written cases guide (by IGotAnOffer)
• BCG live case interview with notes (by IGotAnOffer)
• BCG mock case interview with ex-BCG associate director - Public sector case (by IGotAnOffer)
• BCG mock case interview: Revenue problem case (by IGotAnOffer) - See below

3. Bain case interview examples

• CoffeeCo practice case (Bain website)
• FashionCo practice case (Bain website)
• Associate Consultant mock interview video (Bain website)
• Consultant mock interview video (Bain website)
• Written case interview tips (Bain website)
• Bain case interview guide   (by IGotAnOffer)
• Digital transformation case with ex-Bain consultant
• Bain case mock interview with ex-Bain manager (below)

4. Deloitte case interview examples

• Engagement Strategy practice case (Deloitte website)
• Recreation Unlimited practice case (Deloitte website)
• Strategic Vision practice case (Deloitte website)
• Retail Strategy practice case  (Deloitte website)
• Finance Strategy practice case  (Deloitte website)
• Talent Management practice case (Deloitte website)
• Enterprise Resource Management practice case (Deloitte website)
• Footloose written case  (by Deloitte)
• Deloitte case interview guide (by IGotAnOffer)

5. Accenture case interview examples

• Case interview workbook (by Accenture)
• Accenture case interview guide (by IGotAnOffer)

6. OC&C case interview examples

• Leisure Club case example (by OC&C)
• Imported Spirits case example (by OC&C)

7. Oliver Wyman case interview examples

• Wumbleworld case sample (Oliver Wyman website)
• Aqualine case sample (Oliver Wyman website)
• Oliver Wyman case interview guide (by IGotAnOffer)

8. A.T. Kearney case interview examples

• Promotion planning case question (A.T. Kearney website)
• Consulting case book and examples (by A.T. Kearney)
• AT Kearney case interview guide (by IGotAnOffer)

9. Strategy& / PWC case interview examples

• Presentation overview with sample questions (by Strategy& / PWC)
• Strategy& / PWC case interview guide (by IGotAnOffer)

10. L.E.K. Consulting case interview examples

• Case interview example video walkthrough   (L.E.K. website)
• Market sizing case example video walkthrough  (L.E.K. website)

11. Roland Berger case interview examples

• Transit oriented development case webinar part 1  (Roland Berger website)
• Transit oriented development case webinar part 2   (Roland Berger website)
• 3D printed hip implants case webinar part 1   (Roland Berger website)
• 3D printed hip implants case webinar part 2   (Roland Berger website)
• Roland Berger case interview guide   (by IGotAnOffer)

12. Capital One case interview examples

• Case interview example video walkthrough  (Capital One website)
• Capital One case interview guide (by IGotAnOffer)

12. EY Parthenon case interview examples

• Candidate-led case example with feedback (by IGotAnOffer)

14. Consulting clubs case interview examples

• Berkeley case book (2006)
• Columbia case book (2006)
• Darden case book (2012)
• Darden case book (2018)
• Duke case book (2010)
• Duke case book (2014)
• ESADE case book (2011)
• Goizueta case book (2006)
• Illinois case book (2015)
• LBS case book (2006)
• MIT case book (2001)
• Notre Dame case book (2017)
• Ross case book (2010)
• Wharton case book (2010)

5. How to practise case interviews

We've coached more than 15,000 people for interviews since 2018. There are essentially three activities you can do to practice case interviews. Here’s what we've learned about each of them.

5.1 Practise by yourself

Learning by yourself is an essential first step. We recommend you make full use of the free prep resources on our consulting blog and also watch some mock case interviews on our YouTube channel . That way you can see what an excellent answer looks like.

Once you’re in command of the subject matter, you’ll want to practice answering cases. But by yourself, you can’t simulate thinking on your feet or the pressure of performing in front of a stranger. Plus, there are no unexpected follow-up questions and no feedback.

That’s why many candidates try to practice with friends or peers.

5.2 Practise with peers

If you have friends or peers who can do mock interviews with you, that's an option worth trying. It’s free, but be warned, you may come up against the following problems:

• It’s hard to know if the feedback you get is accurate
• They’re unlikely to have insider knowledge of interviews at your target company
• On peer platforms, people often waste your time by not showing up

For those reasons, many candidates skip peer mock interviews and go straight to mock interviews with an expert. 

5.3 Practise with experienced MBB interviewers

In our experience, practising real interviews with experts who can give you company-specific feedback makes a huge difference.

Find a consulting interview coach so you can:

• Test yourself under real interview conditions
• Get accurate feedback from a real expert
• Build your confidence
• Get company-specific insights
• Learn how to tell the right stories, better.
• Save time by focusing your preparation

Landing a job at a top consulting company often results in a $50,000 per year or more increase in total compensation. In our experience, three or four coaching sessions worth ~$500 will make a significant difference in your ability to land the job. That’s an ROI of 100x!

Click here to book case interview coaching with experienced MBB interviewers.

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Top Employment Law Cases of 2024 (So Far): What HR Needs to Know

Even before the U.S. Supreme Court closed out its 2023 term and announced decisions in major cases on federal agencies’ and administrative law judges’ authority, 2024 had already provided a series of important employment-law decisions for employers. Attorney Louis Lessig, SHRM-SCP, a partner at Brown & Connery in New Jersey, highlighted several of these during his popular session at the SHRM Annual Conference & Expo 2024 in Chicago on June 26.

Here’s a summary of those cases and the lessons that employers should take away from each one: 

CASE 1: Employees Don’t Need to Show ‘Significant’ Harm for Title VII Claims

Muldrow v. City of St. Louis (U.S. Supreme Court, April 17, 2024): A plainclothes police officer was transferred to a less prestigious position that had the same pay but different hours and duties. She sued, claiming sex discrimination. A lower court tossed out the case, saying she didn’t suffer any significant harm to be able to bring the suit. But the U.S. Supreme Court disagreed, saying the worker “does not have to show … that the harm incurred was ‘significant’ or serious.”

The lesson: This important ruling eases the path for employees to bring Title VII claims. While workers must show they suffered “some” harm, that harm doesn’t need to be significant.

“That’s not a minor thing. That’s a really big deal,” said Lessig. “Because all of the things that [employers] have been getting out of on motions for summary judgment are probably not going to happen anymore or not as frequently. Because now there’s a question of ‘What is some harm?’ ”

CASE 2: Carefully Vet Your Vendor Agreements

Mobley v. Workday, Inc . (U.S. District Court for the Northern District of California, April 29, 2024): In an ongoing case, a job applicant alleged that Workday’s artificial intelligence-based hiring algorithms discriminated against him and other applicants. A key question is whether software vendors like Workday, rather than just employers, can be liable in such bias cases.

The lesson: Employers should ask vendors how their algorithms are created and what they are specifically doing in the background. Ask if the vendor holds routine audits and what happens if there are discriminatory outcomes. Employers may be on the hook if vendors discriminate.

“If you’re trying to see where AI is going from a legal perspective and from a recruitment perspective, this is the case to pay attention to,” said Lessig. “This is going to impact your contracts. If you’ve renewed lately, you’re probably finding that they’re changing the contracts as to liability and who is responsible for what.”

CASE 3: Apply Paperwork Requirements Consistently

Jones v. Georgia Ports Authority (11th Cir., Feb. 7, 2024): An employee with post-traumatic stress disorder was fired after submitting an unsigned return-to-work letter that was deemed insufficient by the employer. The court tossed out the employee’s Americans with Disabilities Act (ADA) lawsuit, finding no discriminatory motivation in the employer’s decision to fire for policy noncompliance.

The lesson: This case highlights the value of ensuring consistent practices of making employment decisions, particularly when it comes to documentation for return-to-work (in this case, requiring a doctor’s signature).

“You have to make sure that [your policies] are known by everybody, including that medical professional,” said Lessig. “You have policies for a reason. And you’ve got to make sure you follow them, because that’s how we stay out of having problems.”

CASE 4: When Responding to Employee Claims, Silence is Golden

Su v. Bevins & Son, Inc. (U.S. District Court for the District of Vermont, May 7, 2024): After an employee won a back-pay settlement, his employer retaliated by publicly criticizing the worker in social media posts, including encouraging people to examine the employee’s criminal background. The worker sued for retaliation and a district court sided with him, saying that free speech laws don’t give companies carte blanche to use social media to publicly shame employees who exercise their federal labor-law rights.

The lesson: Silence is golden when responding to employee legal complaints or legal victories. Make clear to your leadership to avoid any negative reactions to—or comments about—employees who file legal, safety, or labor-law complaints.

“The law under Title VII and the Fair Labor Standards Act is that if you do something that has a chilling effect on a future employee,” then you could be liable for retaliation, said Lessig.

CASE 5: FMLA Isn’t an Automatic No-Termination Zone

Cerda v. Blue Cube Operations LLC (5th Cir., March 19, 2024): An employee filed suit after she was fired for failing to accurately record her extended lunch breaks. She claimed the firing interfered with her leave under the Family and Medical Leave Act (FMLA) that she was using during the breaks. The court sided with the company, saying the worker didn’t follow company policy on giving correct notice of needing FMLA leave, so the firing was legal.

The lesson: Even when employees are taking FMLA leave, your company policies can still be upheld and employees can be disciplined for not following them. Also, Lessig noted that “there is no bright line” of wording that employees need to use when requesting FMLA leave. Workers satisfy that notice by providing sufficient information to reasonably alert the employer of a request for time off for a serious condition.

CASE 6: Clarify How You’ll Use Biometric Data

Deyerler v. HireVue, Inc. (U.S. District Court for the Northern District of Illinois, Feb. 26, 2024): The court ruled that a hiring software’s AI-powered facial screening technology may violate Illinois’ biometric privacy law. The court said HireVue’s collection and use of biometric identifiers was not in compliance.

The lesson: This case underscores the legal challenges employers face with AI video interview technologies and biometric privacy laws.

“This raises important issues on what is ethical AI,” said Lessig. “The truth is, if we’re going to be transparent on what we’re doing, then perhaps there has to be a disclaimer about how we may—not necessarily will—use that information.”

CASE 7: Train Managers to Spot ‘Unspoken’ Accommodation Requests

Yanick v. The Kroger Co. (6th Cir., April 29, 2024): A bakery worker returned after breast-cancer leave with her doctor’s OK to return to full duty. But she struggled with certain tasks and was demoted. She filed an ADA lawsuit, and the court sided with her, saying the employer should have inferred that her comments about her physical struggles amounted to a request for an ADA accommodation.

The lesson: As with the FMLA, employees don’t need to say any magic words to request an ADA accommodation. Make sure your managers know what may qualify and to elevate those subtle requests for accommodations up to HR.

“She was telling them she had some challenges. She doesn’t need to say the word ‘accommodation,’ ” said Lessig.

CASE 8: Don’t Take Shortcuts in Your Drug Testing

Fisher v. Airgas USA, Inc . (6th Cir., Jan. 31, 2024): An employee out on cancer leave used a product called “Free Hemp” for relief of treatment pain. The hemp was not prohibited under company policy. However, when he was chosen for a random drug test and failed, he was fired. He sued and won. The court said the company could not rely on the “honest belief” doctrine without adequately investigating that his use of the hemp could have caused a false positive.

The lesson: The company should have consulted with its drug-testing provider about the potential impact of hemp use on the test results before firing the employee.

“When you’re doing this testing—whether it’s random or otherwise—you’ve got to take the time to figure this stuff out,” said Lessig. “If an employee tells you something, you’ve got to communicate that [to the drug testing company].”

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Employee Engagement » Employee Engagement Case Study

25 Most Impactful Employee Engagement Case Studies for 2024

Introduction to employee engagement.

In today's highly competitive business environment, employee engagement has emerged as a critical driver of business success. It represents the level of commitment, passion, and investment employees have in their work and their organization. More than just job satisfaction, employee engagement is about employees feeling valued, involved, and connected to their work and workplace.

Engaged employees are not merely satisfied with their jobs; they are enthusiastic, motivated, and committed. They are the ones who are willing to go the extra mile, contribute their best ideas, and stay with their organizations in the long run. They are the backbone of any successful business, and their engagement is the key to unlocking a company's full potential.

Defining Employee Engagement

Employee engagement is a complex concept that encompasses a range of factors, from the emotional connection an employee feels towards their organization, to their level of satisfaction with their role and their motivation to perform to their best ability. It's about creating an environment where employees feel empowered, respected, and part of something bigger than themselves.

Why Employee Engagement Matters

Research has consistently shown that organizations with high levels of employee engagement are more profitable, have higher productivity levels, and experience lower turnover rates. Engaged employees are more likely to stay with their organization, reducing the costs associated with staff turnover. They are also more likely to be productive and deliver high-quality work, which can drive business growth and success.

Moreover, engaged employees are more likely to be advocates for their organizations, promoting their company's products and services to others and enhancing the company's reputation.

At its core, employee engagement is about creating a positive, inclusive, and inspiring workplace culture where employees feel valued, heard, and motivated to contribute their best. It's a win-win situation: employees are happier and more fulfilled, and businesses are more successful.

In this blog post, we will delve into 35 impactful case studies that illustrate the power of employee engagement in driving business success. From leveraging technology to fostering a culture of engagement in diverse workforces, these case studies will provide valuable insights and practical strategies for boosting employee engagement in your organization.

The Importance of Employee Engagement

Employee engagement is more than just a buzzword in the corporate world. It is a vital element that drives productivity, fosters innovation, and ultimately, contributes to a company's bottom line. In this section, we will delve into the significance of employee engagement and why it should be a priority in every organization.

1. Driving Productivity

Engaged employees are not just working. They are passionate, enthusiastic, and committed to their work. They strive to exceed expectations and continuously seek ways to improve their performance. As a result, their productivity levels are significantly higher than those of their disengaged counterparts. According to a study by Gallup, businesses with high employee engagement levels have 21% higher productivity.

2. Enhancing Employee Retention

Employee engagement is intrinsically linked to employee retention. When employees feel engaged, they are more likely to stay with the company. A sense of belonging, feeling valued, and being part of a purposeful mission can significantly reduce turnover rates. This not only saves costs associated with hiring and training new employees but also preserves the valuable knowledge and experience within the company.

3. Fostering Innovation

Innovation is the lifeblood of a company's growth and sustainability. Engaged employees, with their high levels of commitment and enthusiasm, are often the source of innovative ideas. They are more likely to take the initiative, think outside the box, and contribute to the company's innovation efforts.

4. Improving Customer Satisfaction

Engaged employees are more likely to provide exceptional customer service. They understand that their role is crucial in shaping the customer's experience and perception of the company. Hence, they invest more effort in serving customers, leading to higher customer satisfaction and loyalty.

5. Boosting Profitability

All of the above factors - increased productivity, improved retention, enhanced innovation, and better customer service - contribute to boosting a company's profitability. A study by Towers Perrin found that companies with engaged employees had a 19% increase in operating income over a 12-month period.

In conclusion, the importance of employee engagement cannot be overstated. It is a critical factor that influences a wide range of business outcomes. By prioritizing employee engagement, companies can reap substantial benefits, from increased productivity and innovation to improved customer satisfaction and profitability.

6 Case Studies on Boosting Employee Engagement with Technology

In this digital age, technology has become an integral part of our lives, influencing how we work, communicate, and engage with our surroundings. The same holds true for the corporate world, where technology has emerged as a powerful tool to boost employee engagement. Here, we present six compelling case studies that shed light on how various organizations have leveraged technology to enhance employee engagement.

1. Tech Titan: A Gamified Approach

Tech Titan, a leading technology company, used gamification to boost employee engagement. They developed an internal mobile app that transformed mundane tasks into exciting challenges. Employees could earn points, badges, and rewards for completing tasks, sparking competition and fostering a sense of achievement. This innovative approach led to a 25% increase in employee engagement within a year.

2. HealthCare Plus: Virtual Reality Training

HealthCare Plus, a renowned healthcare provider, introduced virtual reality (VR) for employee training. The VR simulations provided a realistic, immersive experience, allowing employees to practice procedures and protocols in a risk-free environment. This training method not only improved employee skills but also boosted engagement levels by making learning more interactive and enjoyable.

3. FinServ Corp: Harnessing AI for Personalized Learning

FinServ Corp, a financial services firm, used artificial intelligence (AI) to create personalized learning paths for its employees. The AI system analyzed each employee's skills, strengths, and areas for improvement to develop tailored training programs. This personalized approach made learning more relevant and engaging for employees, leading to increased participation in training programs.

4. EcoEnergy: IoT-Driven Employee Wellness Program

EcoEnergy, a sustainable energy company, launched an Internet of Things (IoT)-driven wellness program. They provided employees with wearable devices to monitor their health metrics, encouraging them to adopt healthier habits. The program created a sense of camaraderie among employees as they collectively worked towards their wellness goals, leading to higher engagement levels.

5. GlobalComm: Collaborative Tools for Remote Work

GlobalComm, a multinational communications company, implemented collaborative tools to engage its remote workforce. Tools like Slack and Microsoft Teams facilitated seamless communication and collaboration, making remote employees feel more connected to their teams. This initiative resulted in a significant increase in engagement among remote workers.

6. Retail Giant: Augmented Reality for Employee Onboarding

A leading retail company used augmented reality (AR) for its employee onboarding process. New hires could use AR glasses to virtually explore the company's facilities and learn about its processes. This innovative onboarding experience made new employees feel welcomed and engaged from day one.

These case studies demonstrate the transformative power of technology in boosting employee engagement. By embracing digital tools and solutions, companies can create more engaging, rewarding, and meaningful work experiences for their employees.

8 Case Studies on Employee Engagement in Diverse Workforces

Diversity and inclusion have become a crucial part of organizational culture. A diverse workforce brings a variety of perspectives and approaches to the table, fostering innovation and creativity. However, managing a diverse workforce and ensuring high levels of employee engagement can be a challenge. Here, we present eight case studies that illustrate successful strategies for engaging diverse workforces.

1. IBM's Diversity Networking Groups

IBM, a multinational technology company, has implemented Diversity Networking Groups (DNGs), which are employee-led groups formed around common interests, backgrounds, or demographics. These groups have played a significant role in promoting diversity and inclusion, leading to higher employee engagement levels.

2. Johnson & Johnson's Employee Resource Groups

Johnson & Johnson, a multinational corporation, has leveraged Employee Resource Groups (ERGs) to engage their diverse workforce. These ERGs, which include groups for women, veterans, and the LGBTQ+ community, have fostered a sense of belonging, thereby enhancing employee engagement.

3. Coca Cola's Global Office of Diversity

Coca Cola established a Global Office of Diversity, which focuses on fostering an inclusive culture and promoting diversity. This initiative has led to increased engagement as employees feel valued and recognized for their unique contributions.

4. Accenture's Inclusion and Diversity Strategy

Accenture, a leading global professional services company, has implemented an inclusion and diversity strategy that focuses on creating a culture of equality. This strategy has resulted in increased employee engagement and a more innovative work environment.

5. Microsoft's Autism Hiring Program

Microsoft has introduced an Autism Hiring Program, which offers inclusive interview experiences for candidates with autism. This initiative has not only diversified their workforce but also increased engagement among these employees who feel valued and included.

6. Starbucks's Inclusion Academy

Starbucks has created an Inclusion Academy, a training program focused on providing people with disabilities with the skills they need for logistics roles within the company. This initiative has resulted in increased engagement among these employees.

7. Deloitte's ALL IN Diversity Strategy

Deloitte, a multinational professional services network, has implemented an ALL IN diversity strategy. This strategy focuses on fostering an inclusive culture where everyone has an equal opportunity to succeed, leading to higher levels of employee engagement.

8. Google's Employee Resource Groups

Google has leveraged Employee Resource Groups (ERGs) to engage their diverse workforce. These ERGs, which include groups for women, veterans, and the LGBTQ+ community, have fostered a sense of belonging, thereby enhancing employee engagement.

In conclusion, these case studies demonstrate that fostering a diverse and inclusive work environment can significantly boost employee engagement. By implementing appropriate strategies, organizations can ensure that every employee feels valued and included, leading to higher levels of productivity and innovation.

6 Case Studies on Employee Engagement through Team Building Activities

Employee engagement is not just about work; it's also about fostering a sense of camaraderie, trust, and mutual respect among team members. Team building activities are a tried-and-true method of achieving this. Here are six case studies that showcase the power of team building activities in boosting employee engagement.

1. A Tech Giant's Approach to Team Building: Google

Google, one of the world's leading technology companies, is renowned for its unique approach to team building. They've implemented a program called "gPause," which encourages employees to take part in mindfulness exercises together. This initiative has led to enhanced team cohesion, reduced stress levels, and improved productivity, proving that team building activities don't always have to be grandiose or expensive to be effective.

2. Building Trust through Adventure: Johnson & Johnson

Healthcare conglomerate Johnson & Johnson turned to adventure-based team building activities to foster trust and collaboration. They organized a series of outdoor challenges, including rock climbing and rafting. These activities required employees to rely on each other for success, thus strengthening their trust and rapport. The result? Improved team performance and higher employee engagement levels.

3. Creative Engagement: Pixar

Pixar, the renowned animation studio, uses creative exercises as team building activities. By encouraging their employees to take part in sketching sessions and storytelling workshops, Pixar fosters a culture of creativity and collaboration. This approach has not only resulted in some of the most successful animated movies of all time but also in a highly engaged workforce.

4. Team Building through Social Responsibility: Salesforce

Salesforce, a global leader in CRM, has integrated social responsibility into their team building initiatives. They offer their employees seven paid days off each year to volunteer for a cause of their choice. This unique approach to team building has fostered a sense of unity and purpose among employees, leading to increased engagement and job satisfaction.

5. Virtual Team Building: Scavify

In the era of remote work, Scavify has taken team building to the digital realm. Our interactive scavenger hunts not only foster team collaboration but also inject fun into the workday. These virtual activities have proven effective in maintaining high levels of employee engagement, even when teams are physically apart.

6. Physical Fitness as Team Building: Reebok

Reebok, a global athletic footwear and apparel company, uses fitness challenges as a team building activity. They offer CrossFit classes to their employees, promoting both physical health and team spirit. This approach has resulted in a more engaged, healthier, and more productive workforce.

These case studies illustrate the significant impact of team building activities on employee engagement. Whether it's through mindfulness exercises, adventure activities, creative workshops, social responsibility initiatives, virtual games, or fitness challenges, team building can effectively foster a sense of unity and engagement among employees.

8 Case Studies on Employee Engagement Initiatives in Large Corporations

As we delve deeper into the subject of employee engagement, it's essential to consider the unique challenges and opportunities presented by large corporations. These behemoths of the business world often have thousands, if not tens of thousands, of employees spread across multiple locations, sometimes even spanning continents. Given this, fostering a sense of engagement and connection amongst employees can be a daunting task. However, numerous large corporations have successfully implemented innovative engagement initiatives. Let's look at eight such case studies.

1. Google's '20% Time' Policy

Google, known for its innovative work culture, introduced a '20% Time' policy. This initiative allows engineers to spend 20% of their working hours on any project they choose. This policy has not only boosted engagement but also led to the creation of some of Google's most popular products, including Gmail and Google News.

2. Microsoft's 'Hackathon'

Microsoft hosts an annual Hackathon, where employees from all over the world come together to work on passion projects. This event fosters a sense of camaraderie and engagement amongst employees, while also promoting innovation and creativity.

3. Ford's 'Employee Resource Groups'

Ford has established multiple Employee Resource Groups (ERGs) to promote diversity and inclusion. These groups, which include Women at Ford and Ford Employees Dealing with Disabilities, provide support, encourage engagement, and foster a sense of belonging amongst employees.

4. Apple's 'Blue Sky'

Apple introduced the 'Blue Sky' program, which allows a select group of employees to spend a few weeks on a project outside their usual work scope. This initiative boosts engagement by allowing employees to explore new areas and bring fresh ideas to the table.

5. Amazon's 'Peculiar Culture'

Amazon has created a 'peculiar culture' that encourages employees to be innovative and think outside the box. This culture, which includes practices like writing six-page memos and banning PowerPoints, keeps employees engaged and invested in the company's success.

6. Starbucks' 'Bean Stock'

Starbucks offers a program called 'Bean Stock', which gives eligible employees company shares. By making employees part-owners, Starbucks not only boosts engagement but also ensures that employees have a vested interest in the company's performance.

7. Salesforce's '1-1-1 Model'

Salesforce follows a unique '1-1-1 model', where it contributes 1% of its equity, 1% of its employee's time, and 1% of its products to philanthropic efforts. This initiative fosters a sense of purpose and engagement amongst employees, who take pride in their company's commitment to social responsibility.

8. Unilever's 'Sustainable Living Plan'

Unilever has implemented the 'Sustainable Living Plan', which aims to halve the environmental impact of its products by 2030. This initiative has boosted employee engagement by aligning the company's goals with the personal values of its employees.

In conclusion, these case studies highlight the innovative strategies large corporations are using to boost employee engagement. While the specifics vary, the underlying theme remains the same: when employees feel valued, supported, and part of something bigger, they are more likely to be engaged.

Conclusion on Employee Engagement Case Studies

In a rapidly evolving business landscape, these employee engagement case studies serve as a testament to the power of effective engagement strategies. They highlight how various organizations, regardless of their size or industry, have successfully harnessed the potential of their workforce by fostering a culture of engagement.

It's clear that employee engagement is no longer a luxury, but a necessity for businesses aiming for long-term success and sustainability. From leveraging technology to facilitating remote work, fostering diversity, and implementing team-building activities, businesses are exploring innovative ways to keep their employees engaged and motivated.

The case studies we've explored have demonstrated that employee engagement is not a one-size-fits-all approach. Each organization has to consider its unique circumstances, workforce dynamics, and strategic objectives to shape its engagement initiatives. However, the common thread running through all these case studies is the positive impact of genuine and consistent employee engagement on overall organizational performance.

As we move into 2024, the importance of employee engagement is only set to increase. With the rise of remote work and the increasing emphasis on diversity and inclusion, businesses will need to continue innovating and adapting their engagement strategies to meet the changing expectations of their workforce.

In conclusion, these case studies underscore the transformative power of employee engagement. They serve as a powerful reminder that when employees feel valued, heard, and engaged, they are more likely to contribute their best work, leading to increased productivity, improved employee satisfaction, and ultimately, heightened business success. As such, employee engagement should be at the forefront of every business leader's strategy moving forward.

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About Scavify

Scavify is the innovative employee engagement app and platform for organizations looking to elevate employee engagement and productivity! Our innovative app is designed to help you create a workplace culture that inspires and motivates your team. With our automated technology and expert support, you can transform your organization into a thriving community of happy, engaged, and high-performing employees.

Skills-based success: 10 recruiting case studies

The working world has been turned on its head with the pandemic, the Great Reshuffle, and the resulting skills shortage. Companies are searching for a powerful, sustainable way to recruit and retain talent, and 81% of them are now opting for skills-based hiring practices.

Skills-based recruitment practices are for everyone. Don’t believe us? We've put together 10 recruiting case studies that demonstrate how different individuals, industries, and regions have successfully implemented skills-based hiring.

Table of contents

What's the purpose of a recruiting case study, 3 personal recruiting case studies, 3 recruiting case studies by industry, 4 recruiting case studies by region, looking for more recruiting case studies, the state of skills-based hiring 2024.

Read TestGorilla's annual report to discover why over 81% of companies are choosing to adopt skills-based hiring methods in 2024.

In recruitment, case studies are helpful tools for employers seeking to build, develop, or optimize their recruitment processes. They can be great sources of information and inspiration. By understanding the successes and failures others have had with their hiring processes, hiring managers can take any relevant learnings without having to make the same mistakes that others have.

To make these recruiting case studies relevant for as many people as possible, we've divided them into personal case studies, case studies by industry, and case studies by region. Let's dive in.

Let’s first look at the personal stories of some stellar individuals who were recruited into their ideal industries using skills-based practices. These people didn’t have traditional backgrounds, but because of their unique skills, they got into amazing roles. All that was needed was a chance to prove those skills during recruitment.

1. Justin Hutchinson

Justin Hutchinson wanted a future in football, but he was faced with a hard choice at age 14: Focus on his career prospects or take care of his father with cancer.

Justin, of course, chose his father and has never regretted that choice, but it did mean giving up the chance of achieving his dream job.

After his father’s passing, Justin attended a community college to fulfill his father’s wish for him to get a degree. To pay rent and living expenses, Justin got a job at a smoothie franchise.

His aim was to simply support his cost of living by making fast food – but it turns out Justin’s real skill was people and communication.

Justin would study the cars that drove up, memorize their orders, and have them ready so he could spend time talking and getting to know the customers instead of making drinks.

One of Justin’s customers was a chief executive of a marketing company and was so impressed with his people skills, he offered Justin an internship.

It wasn’t long before Justin used his soft skills to turn that internship into a full-time position. He dropped out of college, poured his heart and soul into the role, and attained the role of Director of Business Development.

Justin attributes his success to his best skills:

Workplace empathy

Strategic and critical thinking

Sales management

Justin didn’t have a typical marketing background – his experience was a partial college education with no degree, on-the-job experience (and not a traditionally “relevant” job), and his internship.

Not everyone can find the perfect marketer in a charismatic smoothie server, but online skills testing holds the same principles: Look at abilities first and ask questions later.

Sales and marketing are industries that are uniquely dependent on soft skills, which makes skills-based hiring an obvious choice for recruiting. For information on how it helps with the tricky subject of ramp time, read our article on skills-based hiring and ramp time.

2. Latisha Carter

Latisha Carter had a dream of excelling in corporate America, but she never got the opportunity to attend college.

At age 17, Latisha became a single mother. This put her dreams of college on hiatus for the foreseeable future.

Three years later, after having another child, Latisha got a job as a nursing assistant. But she still couldn’t shake her desire to make it in the corporate world.

She secured a call center job with NCR, a software company, driven by their offer of extensive employee training. 

Offering extensive upskilling and reskilling is one of the best things you can put on the table for potential candidates. A study by Lorman showed that 59% of Millennials believe that development opportunities are extremely important when deciding whether to apply for a position.

Latisha used her experience at NCR to get a role in customer service at the software company Sage.

With determination and hard work, she continued to work her way up for 20 years until she became a director at Xero, an accounting technology company.

Latisha is now proudly a director in corporate America with no college degree. Her company is reaping the benefits of her presence and skills. 

In the second half of 2021, Xero’s approach to skills-based hiring and its emphasis on diversity pushed a 7% increase in racial and ethnic diversity.

Jana Galbraith, the executive general manager for people experience partnering for Xero, says: “ [H]istorically, hiring based on degree exclusively has perpetuated discrimination .”

This boost is great news for Xero because the benefits of diversity are broad and include increased productivity, innovation, and financial performance.

Latisha’s struggle to succeed is unfortunately common for working mothers. To learn more about this, read our article on the motherhood penalty .

3. Cindy Veach

Cindy Veach didn’t have a traditional background. She had all the tech know-how, but she only had experience involving massage therapy and social services.

But she had the skills and she knew it. Cindy says it was a happenstance that she stumbled upon her perfect role; she just wanted a role where she could use her best talents.

“I was looking for jobs I had the right skills for, organizational skills in particular,” said Cindy.

She happened upon a tech administration apprenticeship program at IBM. Before then, she saw her tech skills as just a hobby and never imagined herself in the tech industry – but she applied and was accepted.

Cindy had a steep learning curve ahead of her. She possessed the base tech skills but needed the training to reach the right level.

She attributes much of her success to the flexibility of her mentors. They continually told her that if a path “didn’t feel right,” she was welcome to experiment and try something new.

At the end of the apprenticeship, she applied for a network operations technician role and was hired. She took a position with flexible work options so she could still care for her two children comfortably. 

Skills-based hiring made this outcome possible. Cindy’s communication skills, digital expertise, and problem-solving abilities helped her secure her role, and the focus on continuous improvement is helping her develop it .

She says that the combination of her appetite for learning and her employer’s support for her success is the perfect duo for creating limitless growth.

We’ve heard plenty of people say “skills-based hiring doesn’t work in my industry.” But that’s just yet another myth we’ve debunked . Let’s take a look at a handful of case studies about how companies within certain industries have succeeded with skills-based recruitment initiatives.

4. Healthcare

Healthcare administration is an industry that’s notoriously difficult to get into. Between receiving a bachelor’s degree and completing a master’s program, it can take six to eight years of rigorous commitment.

However, more opportunities are arising that allow equally qualified candidates to get in without obtaining specific educational requirements.

Sam Saucedo-Hernandez had a tumultuous life, but she only ever wanted a solid career. As a child of parents who emigrated from Mexico, she wanted to be the first generation in her family to attain a degree.

Sam watched her parents struggle with low-wage jobs and promised herself she would do better for herself.

Her first attempt was at law school where she spent several years studying hard. Sam was ecstatic to get her degree and begin a career in law.

But two weeks after she got her associate of science degree, the school got shut down for fraud, leaving Sam jobless and $60,000 in debt.

Sam faced many challenges, but the turning point in her story was the day she received a letter promoting a no-cost medical administrative assistant job training program from JVS.

JVS is a program that helps people build skills and find solid career connections – particularly in the healthcare industry.[1]

JVS has seen amazing success with over 500 employer partners and an emphasis on promoting diversity: 88% of their participants are Black, Hispanic, Asian, or a wide range of other ethnicities.

Sam applied for the program and was accepted. She secured a position as a medical administrative assistant, but her training has led her to her current role in the audiology department.

Though she’s fortunate for her position, Sam says she’s still looking forward, wondering where her skills can take her from here. 

Programs like JVS are working tirelessly to make more stories like this possible. With a focus on skills over experience, they bring in valuable candidates to industries that may otherwise be restricted to them.

5. Manufacturing

Steelcase, a furniture manufacturing company, wanted to build a fairer place for employment opportunities and encourage better representation for employees of color. So they adopted skills-based hiring practices.

They’re far from the only ones. According to TestGorilla’s State of Skills-Based Hiring report, 85% of businesses in 2024 had the goal to increase diversity.

And companies are succeeding at this by implementing skills-based hiring: 91% of organizations saw an increase in diversity due to skills-based hiring.

Steelcase realized that if they truly wanted to boost their DE&I initiatives , traditional hiring methods wouldn’t do.

They decided their hiring processes needed to be revamped for the better, so they adopted some new practices:

Prioritizing skills over resume and pedigree

Removing experience requirements wherever possible

Favoring continuous improvement over perfection

Revamping job descriptions to reduce biased language

Prioritizing diversity among equally qualified candidates

Steelcase decided that practices like these would enable them to reach diverse talent organically, and it worked. Since the program started, Steelcase’s new hires are 55% women and 30% racial or ethnic minorities.

Steelcase’s initiatives are amazing, so we encourage similar active moves to boost diversity. To read more about this topic, read our blog on why being intentional about workplace diversity is non-negotiable .

6. Software

ADP, an HR management software company, adopted a recruiting strategy to focus on skills , rely less on credentials, and make an effort to provide opportunities for candidates with nontraditional backgrounds.

This strategy included training talent acquisition professionals on best practices, hiring specific diversity recruiters, removing degree requirements from high-volume recruiting roles, and leveraging better training and mentorship for new hires.

What were the results? ADP saw great success in one year:

An increase in the number of candidates with no college degree

An increase in Black representation in the candidate pool

An increase in Hispanic representation in the candidate pool

This program was heavily inspired and backed by Maria Black, the chief executive of ADP, and her strong belief in corporate social responsibility.

She has a strong passion for supporting working women, veterans, and other underrepresented talents.[2]

Maria is an excellent example of the power of leading from the top. When your company’s leadership supports a great cause, it benefits both employees and company alike and builds a better organizational culture .

Next, let’s take a look at some case studies about the regions and countries that are taking on skills-based recruitment practices. For more on this subject, check out our post on skills-based hiring around the world .

7. Maryland, USA

In 2022, the state of Maryland dropped four-year degree requirements for thousands of jobs in the government sector.

The aim of this initiative was to draw attention to the value of alternative credentials and experience. State officials want to give people a better shot at securing a stable, fulfilling job.

Governor Larry Hogan was quoted as saying:

“[W]e are ensuring qualified, non-degree candidates are regularly being considered for these career-changing opportunities.”[3]

Over 38,000 people work for the state of Maryland and it’s estimated that more than half of those jobs can be performed by people whose alternative skill routes can easily substitute for a college education.

These alternative routes include:

Life experience

Non-relevant job experience

Hobbies and volunteer work

Alternative training

Community college education

Maryland estimates that about 47% of its working population are STARs (skilled through alternative routes). That’s 2.8 million workers, and these people need solid opportunities – opportunities that they can access through skills-based hiring.

To learn more about how unnecessary degree requirements are holding top talent back, read our blog on degree inflation .

8. Indiana, USA

Indiana’s tech leaders are struggling to attract and retain great talent. They’re facing a major skill shortage and they can’t solve it with the “usual” hiring methods.

Traditional recruiting methods exclude over 95% of Indiana’s workforce.

Indiana has a workforce of 3,332,239 people, but consider this:

A four-year degree requirement removes 75%

Biases can eliminate up to 30% of the pool

Requiring specific past experience removes 93% of the talent pool

With all of that in mind, a pool of more than three million candidates is reduced to just over 42,000.

Indiana’s Office of Technology (IOT) realized that skills-based hiring practices could fix this problem and solve their shortage.

They started by removing degree requirements from most job descriptions, then took the next step and started offering reskilling opportunities to workers from alternative industries, such as line cooks and truck drivers.

Tracy Barnes, IOT’s chief information officer, said that the results of the program have been positive and they’re “very pleased” so far. She also said that she’s equally excited to see the positive life impacts for the candidates involved.

9. Asia-Pacific

Skills-based hiring is quickly gaining traction in the Asia-Pacific area.

One study showed that 79% of businesses in the Asia-Pacific area look for skills when hiring versus the 21% that prioritize education and experience.[4]

The same study found that internal mobility is more important than ever and that companies want to prioritize gender equality and disability inclusion . These points can also be accomplished by adopting skills-based hiring.

Asia-Pacific is looking to skills-based practices to improve the future of their recruitment processes, but Singapore-based TruTrip is already reaping the benefits .

TruTrip is a business travel management company that needed help assessing candidate skills and hiring the best candidates, so they gave TestGorilla a try.

Here are a few ways that TestGorilla’s pre-employment skills testing helped TruTrip’s recruitment processes:

Gives them a way to objectively assess applicants’ skills and knowledge

Helps them eliminate bias from the hiring process

Enables them to consistently make better hiring decisions

Reduces their reliance on resume screening

Enhances teamwork and communication

Improves the employee experience of new hires

According to Hugh Batley, the founder of TruTrip, their new hires are a better fit. These employees become great contributors and have a better initial experience with the company.

TestGorilla also helps TruTrip save thousands of dollars by reducing the chances of a costly mis-hire. 

This isn’t unusual. According to TestGorilla’s State of Skills-Based Hiring report , 90% of organizations using skills-based practices saw a reduction in mis-hires in 2024.

10. The UK and the EU

The UK and the EU have developed a strong focus on skills over the past few years.

Interest in skills-based hiring in the UK rose 63% from 2021 to 2022 . This drastic increase is due to employers wanting a wider talent pool and candidates prioritizing and valuing their alternative experience.

This move is helping job opportunities reach the 73.6% of people in the United Kingdom who don’t possess a four-year degree. [5]

As for the European Union, they developed the “Pact For Skills” program in 2020. This program was created to encourage and fund better upskilling and reskilling while also promoting greater diversity and gender equality.[6]

A good example from both areas is the British-Lithuanian bank, Revolut.

Revolut adopted skills-based hiring by using TestGorilla’s skills tests and, as a result, improved their time-to-hire by 40% .

Among many other benefits, Revolut found TestGorilla’s language tests life-saving. Assessing language proficiency is essential for a multinational company, but traditional methods are time-consuming and laborious.

TestGorilla’s language tests help Revolut to quickly and easily evaluate their candidates’ reading, writing, listening, and speaking skills. This helped them to nearly fully automate their screening process, improving time-to-hire greatly.

To read more case studies and success stories about skills-based hiring, check out our 10 stories that demonstrate the power of skills-based hiring or our collection of customer case studies .

Here are 3 top picks from our case studies:

Revolut improves time-to-hire by 40% using TestGorilla

Design Pickle uses TestGorilla to boost application completion rate by 25%

TestGorilla helps TruTrip to save money and improve employee experience

If you’d like to acquaint yourself with a solid skills-based hiring practice, browse our test library and review our skills tests.

“JVS 2022 Impact Report”. (2022). JVS . Retrieved March 6, 2023. https://impact2022.jvs.org/

“Maria Black, president and CEO”. (n.d). Business Roundtable. Retrieved March 6, 2023. https://www.businessroundtable.org/about-us/members/maria-black-president-and-ceo-adp

McGraw, Mark. (April 4, 2022). “Dropping Degree Requirements: Do Employers Still Care About Education?”. World at Work . Retrieved March 6, 2023. https://worldatwork.org/resources/publications/workspan-daily/dropping-degree-requirements-do-employers-still-care-about-education

“The Future of Talent”. (2021). LinkedIn . Retrieved March 6, 2023. https://business.linkedin.com/content/dam/me/business/en-us/talent-solutions/resources/pdfs/future-of-talent-whitepaper.pdf

“Overview of the education system”. (2022). Education GPS . Retrieved March 6, 2023. https://gpseducation.oecd.org/CountryProfile?primaryCountry=GBR&treshold=10&topic=EO

“Pact for Skills”. (November 10, 2020). European Commission . Retrieved March 6, 2023.  https://ec.europa.eu/social/main.jsp?catId=1517&langId=en

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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!

Wal-Mart, Automation, and Compassion Training

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Internal promotion-how Chipotle reduced turnover by 64%

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Using Hackathons for Branding and Retention

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H&R Block: Seasonal Hiring, Strategic Recruiting, and Hiring Manager Communications

Patagonia: measuring the roi of hr programs, hr strategy, employee perks and benefits.

Measuring the ROI of HR Programs is Critical: Here’s How Patagonia Does It

Hot Chicken Takeover: Employee Benefits, Corporate Culture, Leadership, and Social Responsibility

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AlliedUniversal: Talent Acquisition, Employee Referrals, and High-Volume Hiring

How Does AlliedUniversal Hire 90,000 Workers a Year? Referrals and PURPOSE [Podcast]

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Ohio Living: Core Values, Company Culture, and Employee Recognition

We’re Only Human 39: Ohio Living Serves 70,000 Clients Annually with Core Values

Cox Enterprises: HR Analytics, Business Impact, and Strategy

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We’re Only Human 40: How Southwest Airlines Lives and Breathes Corporate Culture

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7 effective employee engagement case studies and strategies for a productive workplace.

• 1. Acknowledgment and Appreciation
• 2. Emphasis on Employee’s Holistic Wellness
• 3. Initiatives that are Development-Focused
• 4. Develop a Sense of Purpose, Values & Mission
• 5. Maintain Transparent Communication Channels
• 6. Create Conducive Working Conditions

7. Create Space for Fun & Happiness

Are you looking for employee engagement case studies? Learn from some of the best companies out there that have successfully increased employee engagement. See how they did it and what worked for them.

As more and more employers in today’s corporate world realize the importance of employee engagement , the demand for effective and result-oriented employee engagement programs is rising. The internet may present many employee engagement initiatives, but here’s something more: case studies to prove that certain employee engagement strategies are really effective. Follow our blog to learn more about employee satisfaction and ensure that your company is teeming with higher employee engagement initiatives.

According to Johnson and Johnson “ the degree to which employees are satisfied with their jobs, feel valued, and experience collaboration and trust. Engaged employees will stay with the company longer and continually find smarter, more effective ways to add value to the organization. The end result is a high-performing company where people are flourishing and productivity is increased and sustained.”  

Nokia Siemens describes employee engagement as “ an emotional attachment to the organization, pride and a willingness to be an advocate of the organization, a rational understanding of the organization’s strategic goals, values, and how employees fit, and motivation and willingness to invest the discretionary effort to go above and beyond”.

While we learn what employee engagement means and its importance, incorporating practical and effective employee engagement programs as part of company culture is the right recipe for success.  Here are certain strategies for best employee engagement with case studies. 

1. Acknowledgment and Appreciation 

The first and foremost step to boost employee engagement is making sure your employees are valued, acknowledged, and appreciated. This motivates employees to become more productive , stay on track with tasks, and perform well. This can be done in many ways and you need to choose an approach that your employees can relate with. While some enjoy public recognition, others don’t. Hence, you can work on innovative recognition ideas . 

According to a study , social workers in a company received personalized letters of recognition at their home addresses. The workers were chosen randomly and half of them received letters while the rest half didn’t receive any. The first half of the letter was chosen from a few positive motivational sayings and the second half of the letter had a personal note of appreciation written by managers. After a month of the letter experiment, the workers who received letters felt more recognized and appreciated for their efforts, compared to those who didn’t get any. This also had a positive effect on their motivation levels and well-being, according to the results of this study.  

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2. Emphasis on Employee’s Holistic Wellness 

There are many components of employee wellness like nutrition, work-life balance , mental health, and stress management, to name a few. A healthy employee will be more productive and employees who are mentally and physically healthy will exhibit positive motivation, and better morale and resulting in a win-win for both employers and employees. A wellness program can be a good way to start where employees get a chance to explore yoga, in addition to vacation days. A wellness room provides employees with a personal space for their personal needs. 

The indispensable role of wellness and an overall effective wellness strategy for an organization can be best understood based on a study that explored the objective of workplace wellness programs and their impact on employees health and medical expenses and so on. The study identifies certain key factors to boost wellness ideas in a corporate setup such as: 

Effective communication strategy 

Organizations that were part of this research emphasized the importance of how a wellness program is communicated to employees, both in-person and mass information campaigns, with messaging and clear interaction getting the highest priority.

Accessibility of wellness programs

Making wellness programs accessible for all employees is an effective strategy to boost the levels of employee engagement in their organization.

Engaged leadership

According to this study, for wellness programs to be successful, senior leadership should imbibe wellness as an integral and important part of the company culture. 

Effective use of existing resources

Organizations leverage the existing resources and then build relationships, which also include health plans to provide employees with more options.

Ongoing assessment

Most companies agree that continuous assessments are required for employers to better understand their employee’s wellness needs. 

Employee-Centric Engagement, Internal Communication, and Recognition

3. Initiatives that are Development-Focused  

Ongoing development is key for every employee and there are a few development-focused initiatives that you can adopt actively to help your employees gain professional growth like professional networking, master’s or even Ph.D. programs, industry seminars, training courses and conferences, internal promotions, mentoring groups, and career coaching. 

This study titled A Study on the Influence of Career Growth on Work Engagement among New Generation Employees involved six companies from diverse industries like consulting, finance, management, real estate, and so on. The findings of this study show that: 

Organizational identification (IO) is very important for engagement levels and career growth.

Employee career growth positively impacts work engagement;

Person-organization value is positively linked to career growth and organizational identification (IO).

If employees recognize that they can make career progress in a company, they feel more attached and this increases employee loyalty, particularly for the new generation. It motivates them to put in the extra effort, improve performance, work on new skills, and so on. 

4. Develop a Sense of Purpose, Values & Mission 

A visible employee engagement program to achieve higher employee satisfaction levels requires employees to gain a sense of purpose, portray the company’s values and understand the mission. It is important to also understand what each of these attributes stands for. 

Purpose 

A company's purpose is the reason it exists in the first place. Purpose-driven companies are devoted to achieving goals that are bigger than just making money and increasing shareholder value. They also want to make a positive impact on the world around them and approach their work sustainably and ethically. In other words, they're committed to making a difference. 

Mission 

The mission of a company is similar but not identical to its purpose. Many people use the terms interchangeably, but we see the main difference as follows: the mission statement focuses on what the company has been built to achieve. 

Values 

Values are important because they act as a compass for the overall expectations of an organization - they guide how employees do their jobs, how managers communicate with clients and partners, and how workers interact with their peers. By understanding and sharing company values, employers can make better decisions that reflect the priorities of the business.

According to a study by Deloitte , a company’s purpose and mission impact corporate confidence as well, as indicated by the results of this study.

Nearly half of all executives (47%) say that they can identify with their company's purpose, while only 30% of employees feel the same way. 

A whopping 44% of executives believe that exemplary leadership involves setting an example that lives and breathes the company's purpose - but only 25% of employees share this belief. 

41% of executives believe that a company's purpose plays a significant role in major corporate decisions, whereas only 28% of employees feel the same way.

38% of leaders claim that their company's purpose is communicated clearly and openly to all, but only 31% of employees actually think this is the case.

Ultimately, teaching your employees about the company's purpose, mission, and vision takes time and patience. It's a gradual process, but when done correctly, it has numerous benefits for employers. Creating a sense of purpose for your employees allows you to see numerous benefits in the long run such as a more committed workforce and less employee turnover. 

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5. Maintain Transparent Communication Channels 

Many employees feel reluctant to share their concerns and opinions with their managers or peers, either due to a perception that their managers don’t pay much attention to them or maybe they tried earlier but no action was taken by the leadership. Encouraging employees to share their concerns with leaders has its own benefits. 

Practicing reflective listening helps managers to understand the message, through attentive communication. 

Making employees understand they are respected helps them to respect you back and this is an employee engagement strategy based on common sense.

Acknowledging employee views is a way of recognizing a diverse range of ideas and respecting what they say, even though in the end you may still agree to disagree.

Seeking employee’s input actively helps to boost job satisfaction levels. 

A research study analyzed communication between employers and employees and its impact on engagement levels.   The findings supported the general definition of engagement as a sense of shared responsibility between both supervisors and employees, proving that establishing communication with your employees has a wide range of benefits and can work wonders for a company’s employee engagement levels . 

6. Create Conducive Working Conditions 

While expecting high performance from employees by an organization is quite natural, it is also equally important to provide necessary conditions for employees to do their best, by supporting them in any way you can. You can encourage positive and healthy competition in the workplace, show zero tolerance for toxic behavior, maintain a clean and healthy workplace ambiance, and create supportive teams . One way to support your workforce is by encouraging them to focus on things that are already good in their lives. 

According to a consultant, Stephanie Pollack , a visible change is possible when employees are encouraged to know more about the benefits of gratitude and become aware of good things already existing in their lives. Showing gratitude has a plethora of benefits that range from reducing stress to making people feel better about themselves. It's important to build a culture of appreciation in your company so that employees feel comfortable expressing gratitude to one another and also feel appreciated in their jobs. This will not only lead to employees appreciating their jobs and coworkers more, but it will also help them appreciate themselves on a whole new level. Creating a grateful environment takes time, but it's worth it to see the positive transformation it can have on your organization as a whole. 

Workers who are content with their jobs are more likely to be motivated, productive, and engaged than those who are unhappy with their work. And happiness usually comes with having fun. However, this doesn't mean that employees should neglect their tasks or ignore deadlines. Learning how to balance work and play is key to being successful in both areas.

Employees should get the chance to do fun stuff to uplift their moods and refresh their minds and thoughts. This will make them more productive while handling their daily tasks. This can be in the form of having lunch together, organizing joke sessions, quizzes, celebrating employee milestones and birthdays, hosting parties, sports activities, recreational outings, and so on.  According to a study “ Finding Fun in Work: The Effect of Workplace Fun on Taking Charge and Job Engagement” , having fun in the workplace motivates employees in a positive way improving their job satisfaction levels, productivity, commitment, energy,  and creativity. It also helps to reduce anxiety, turnover, stress, and absenteeism.

There is no one-size-fits-all approach to improving employee engagement in the workplace. You can employ one or more of these strategies based on case studies and see what works best for you and your workforce. Creating a nurturing and fun-filled productive place can make a great difference for your company and its growth in the years to come. 

Author Bio:

This article is written by a marketing team member at HR Cloud. HR Cloud is a leading provider of proven HR solutions, including recruiting, onboarding, employee communications & engagement, and rewards & recognition. Our user-friendly software increases employee productivity, delivers time and cost savings, and minimizes compliance risk.

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Labor & Employment Supreme Court Cases

Many of the labor and employment cases that have reached the Supreme Court involve claims of discrimination, harassment, or retaliation in the workplace. These may arise under Title VII of the Civil Rights Act of 1964, which prohibits adverse employment actions based on the race, color, religion, sex, or national origin of an employee. The Supreme Court also has reviewed cases under parallel anti-discrimination laws, such as the Americans With Disabilities Act and the Age Discrimination in Employment Act.

Meanwhile, the Employee Retirement Income Security Act of 1974 imposes rules for pension, health, and other benefit plans in the private sector. The Supreme Court has clarified ERISA terms and requirements, in addition to determining whether ERISA preempts various state laws. The ERISA preemption clause provides that the law supersedes any state laws to the extent that they relate to employee benefit plans. However, the ERISA savings clause allows states to regulate the business of insurance.

Other workplace issues addressed by the Supreme Court include employee privacy, wage and hour rules under the Fair Labor Standards Act, and the free speech rights of government employees. The Court also has discussed the use of arbitration to resolve labor and employment disputes.

Below is a selection of Supreme Court cases involving labor and employment, arranged from newest to oldest.

Author: Clarence Thomas

The traditional four-factor test for a preliminary injunction governs NLRB requests for a preliminary injunction from a federal district court while administrative enforcement proceedings take place.

Author: Elena Kagan

Although an employee must show some harm from a forced job transfer to prevail in a Title VII claim, they do not need to show that the injury satisfies a significance test.

Author: Samuel A. Alito, Jr.

Title VII requires an employer that denies a religious accommodation to show that the burden of granting an accommodation would result in substantial increased costs in relation to the conduct of its particular business. The impact on coworkers is relevant only to the extent that it goes on to affect the conduct of the business.

Author: Neil Gorsuch

An employer that fires an individual merely for being gay or transgender violates Title VII.

The federal-sector provision of the ADEA demands that personnel actions be untainted by any consideration of age.

The state's extraction of agency fees from non-consenting public-sector employees violates the First Amendment.

Author: Ruth Bader Ginsburg

Dodd-Frank's anti-retaliation provision does not extend to an individual who has not reported a violation of the securities laws to the SEC.

Author: Stephen Breyer

When an employer demotes an employee out of a desire to prevent the employee from engaging in protected political activity, the employee is entitled to challenge that unlawful action under the First Amendment and Section 1983 even if the employer's actions are based on a factual mistake about the employee's behavior.

Author: Anthony Kennedy

ERISA preempts a state law that governs or interferes with the uniformity of plan administration.

Author: Antonin Scalia

To prevail in a disparate treatment claim, an applicant needs to show only that their need for an accommodation was a motivating factor in the employer's decision. They do not need to show that the employer had knowledge of their need.

Time spent waiting to undergo and undergoing security screenings is not compensable under the FLSA.

Author: Sonia Sotomayor

A public employee's sworn testimony outside the scope of their ordinary job duties is entitled to First Amendment protection.

Title VII retaliation claims must be proved according to traditional principles of but-for causation.

An employee is a supervisor for the purposes of vicarious liability under Title VII only if they are empowered by the employer to take tangible employment actions against the victim.

Author: John Roberts

The Establishment and Free Exercise Clauses bar lawsuits brought on behalf of ministers against their churches, claiming termination in violation of employment discrimination laws.

A government employer's allegedly retaliatory actions against an employee do not give rise to liability under the Petition Clause of the First Amendment unless the employee's petition relates to a matter of public concern.

In an employment discrimination class action, the conceptual gap between an individual's discrimination claim and the existence of a class of persons who have suffered the same injury must be bridged by significant proof that an employer operated under a general policy of discrimination. More generally, a class in a proposed class action has common questions of law or fact if their claims depend on a common contention of such a nature that it is capable of classwide resolution, which means that determination of its truth or falsity will resolve an issue that is central to the validity of each of the claims in one stroke.

If a supervisor performs an act motivated by discriminatory animus that is intended by the supervisor to cause an adverse employment action, and if that act is a proximate cause of the ultimate employment action, the employer is liable.

A government employer had a right to read text messages sent and received on a pager that the employer owned and issued to an employee.

Before an employer can engage in intentional discrimination for the asserted purpose of avoiding or remedying an unintentional disparate impact, the employer must have a strong basis in evidence to believe that it will be subject to disparate impact liability if it fails to take the race-conscious, discriminatory action.

A plaintiff bringing an ADEA disparate treatment claim must prove that age was the but-for cause of the adverse employment action.

A provision in a collective bargaining agreement that clearly and unmistakably requires union members to arbitrate ADEA claims is enforceable as a matter of federal law.

Author: David Souter

An employer defending a disparate impact claim under the ADEA bears both the burden of production and the burden of persuasion for the “reasonable factors other than age” (RFOA) affirmative defense.

The anti-retaliation provision of Title VII covers only those employer actions that would have been materially adverse to a reasonable employee or applicant. The plaintiff must show that the challenged action well might have dissuaded a reasonable worker from making or supporting a charge of discrimination.

When public employees make statements pursuant to their official duties, the Constitution does not insulate their communications from employer discipline.

Author: John Paul Stevens

When employees must don protective clothing on the employer's premises before they engage in the productive labor for which they are primarily hired, the time that employees spend walking between the changing area and the production area is compensable under the FLSA. However, the time that employees spend waiting to put on the protective gear is not compensable.

While the ADEA authorizes recovery in disparate impact cases, ADEA Section 4(f)(1) significantly narrows its coverage by permitting any otherwise prohibited action when the differentiation is based on reasonable factors other than age.

ERISA prevents individuals from suing HMOs in state court for pure eligibility decisions. Also, if an individual at some point in time could have brought their claim under ERISA Section 502(a)(1)(B), and no other independent legal duty is implicated by a defendant's actions, the individual's cause of action is completely preempted.

A plaintiff alleging sexual harassment can establish constructive discharge if they can show that the abusive working environment became so intolerable that their resignation qualified as a fitting response. An employer may assert the Faragher affirmative defense unless the plaintiff quit in reasonable response to an adverse action officially changing their employment status or situation.

Direct evidence of discrimination is not required for a plaintiff to obtain a mixed motive jury instruction under Title VII.

The common-law element of control is the principal guidepost to be followed in deciding whether director-shareholder physicians in a medical clinic should be counted as employees for the purposes of the ADA. Factors to be considered in deciding whether a shareholder-director is an employee include whether the organization can hire or fire the individual or set rules for their work, whether the organization supervises their work, whether they report to someone higher in the organization, whether they can influence the organization, whether written agreements or contracts show that the parties intended the individual to be an employee, and whether the individual shares in the profits, losses, and liabilities of the organization.

HMOs may be insurers and thus subject to state regulation of insurers. State laws directed toward the insurance industry are saved from preemption under ERISA's saving clause.

An agreement between an employer and an employee to arbitrate employment-related disputes does not bar the Equal Employment Opportunity Commission (EEOC) from pursuing victim-specific judicial relief, such as backpay, reinstatement, and damages, in an ADA enforcement action.

Author: Per Curiam

Judicial review of a labor arbitration decision pursuant to a collective bargaining agreement is very limited. Courts are not authorized to review an arbitrator's decision on the merits despite allegations that the decision rests on factual errors or misinterprets the parties' agreement. Even when the arbitrator's award may properly be vacated, the appropriate remedy is to remand the case for further arbitration proceedings.

A retaliation claim will not withstand a summary judgment motion when nobody could reasonably believe that the incident of which the plaintiff complained violated Title VII.

The exemption in Section 1 of the Federal Arbitration Act, which excludes contracts of employment of seamen, railroad employees, or any other class of workers engaged in foreign or interstate commerce, is confined to transportation workers.

Author: Sandra Day O’Connor

A prima facie case of discrimination, combined with sufficient evidence for a reasonable jury to reject the employer's non-discriminatory explanation for its decision, may be adequate to sustain a finding of liability for intentional discrimination under the ADEA.

Mixed treatment and eligibility decisions by health maintenance organization (HMO) physicians are not fiduciary decisions under ERISA.

An employer's conduct does not need to be independently egregious to satisfy the requirements for a punitive damages award in a Title VII case. However, in the punitive damages context, an employer may not be vicariously liable for the discriminatory employment decisions of managerial agents when these decisions are contrary to the employer's good-faith efforts to comply with Title VII.

For a union to waive employees' rights to a federal judicial forum for statutory anti-discrimination claims, the agreement to arbitrate these claims must be clear and unmistakable.

An employer is subject to vicarious liability to a victimized employee for an actionable hostile environment created by a supervisor with immediate or successively higher authority over the employee. When no tangible employment action is taken, the employer may raise an affirmative defense if they can show that they exercised reasonable care to prevent and correct promptly any sexually harassing behavior, and the plaintiff unreasonably failed to take advantage of any preventive or corrective opportunities provided by the employer or to avoid harm otherwise.

Under Title VII, an employee who refuses the unwelcome and threatening sexual advances of a supervisor, yet suffers no adverse, tangible job consequences, may recover damages from the employer without showing that the employer was negligent or otherwise at fault for the supervisor's actions, but the employer may interpose an affirmative defense. (The defense consists of the elements in Faragher below.)

Sex discrimination consisting of same-sex sexual harassment is actionable under Title VII.

The power to amend or abolish an employee welfare benefit plan does not include the power to discriminate against the plan's participants and beneficiaries for the purpose of interfering with their attainment of rights under the plan.

The salary-basis test denies exempt status under the Fair Labor Standards Act when employees are covered by a policy that permits disciplinary or other deductions in pay as a practical matter. That standard is met if there is either an actual practice of making such deductions or an employment policy that creates a significant likelihood of such deductions.

When employers or other plan sponsors adopt, modify, or terminate pension plans, they do not act as fiduciaries but are analogous to settlors of a trust.

The fact that one member of a protected class lost out to another member is irrelevant to an employment discrimination claim so long as they lost out because of their protected trait.

A law operating as an indirect source of merely economic influence on administrative decisions should not suffice to trigger ERISA preemption.

An employee discharged in violation of the ADEA is not barred from all relief when, after their discharge, their employer discovers evidence of wrongdoing that, in any event, would have led to their termination on lawful and legitimate grounds had the employer known of it.

Title VII is violated when the workplace is permeated with discriminatory behavior that is sufficiently severe or pervasive to create a discriminatorily hostile or abusive working environment. This standard requires an objectively hostile or abusive environment, as well as the victim's subjective perception that the environment is abusive.

An employment decision based on years of service is not necessarily age-based, since this factor is analytically distinct from age.

The common-law test for determining who qualifies as an employee under ERISA considers the hiring party's right to control the manner and means by which the product is accomplished. Other factors to consider include the skill required, the source of the instrumentalities and tools, the location of the work, the duration of the relationship between the parties, the extent of the hired party's discretion over when and how long to work, and the method of payment, among others.

Author: Byron White

An ADEA claim can be subjected to compulsory arbitration.

ERISA's deemer clause demonstrates Congress' clear intent to exclude from the reach of the saving clause self-funded ERISA plans by relieving them from state laws purporting to regulate insurance. State laws directed toward such plans are preempted because they relate to an employee benefit plan but are not saved because they do not regulate insurance.

The proper comparison in a disparate impact employment discrimination case is generally between the racial composition of the at-issue jobs and the racial composition of the qualified population in the relevant labor market.

Author: William Brennan

In the specific context of sex stereotyping, an employer that acts on the basis of a belief that a woman cannot be aggressive, or that she must not be, has acted on the basis of gender.

A policy of paying discharged employees for their unused vacation time does not constitute an employee welfare benefit plan within the meaning of ERISA, and a criminal action to enforce that policy is not foreclosed.

For disclosure purposes, a “participant” in an ERISA plan means an employee in currently covered employment (or reasonably expected to be in currently covered employment), or a former employee who has a reasonable expectation of returning to covered employment or who has a colorable claim to vested benefits. To establish that they may become eligible for benefits, a claimant must have a colorable claim that they will prevail in a suit for benefits, or that eligibility requirements will be fulfilled in the future.

The National Labor Relations Act does not permit a union, over the objections of dues-paying non-member employees, to expend funds collected from them on activities unrelated to collective bargaining activities.

Disparate impact analysis in an employment discrimination claim may be applied to subjective employment criteria.

To be preempted by ERISA, a state statute must have some connection with or reference to a plan.

ERISA preempts state common law tort and contract actions asserting improper processing of a claim for benefits under an insured employee benefit plan.

Both the inception and the scope of the intrusion must be reasonable when a public employer intrudes on the constitutionally protected privacy interests of government employees for non-investigatory, work-related purposes, as well as for investigations of work-related misconduct.

Author: William Rehnquist

A claim of hostile environment sexual harassment is a form of sex discrimination that is actionable under Title VII.

Author: Harry Blackmun

A law relates to an employee benefit plan for ERISA purposes if it has a connection with or reference to such a plan.

When a public employee speaks as an employee on matters only of personal interest, a federal court is generally not the appropriate forum to review the wisdom of a personnel decision taken by a public agency allegedly in reaction to the employee's behavior.

A non-job-related test that has a disparate impact and is used to limit or classify employees is used to discriminate within the meaning of Title VII, even if it was not designed or intended to have this effect and even if an employer tries to compensate for its discriminatory effect.

Author: Lewis Powell

When a plaintiff in a Title VII case has proved a prima facie case of employment discrimination, the defendant bears only the burden of explaining clearly the non-discriminatory reasons for its actions. It is sufficient if the defendant's evidence raises a genuine issue of fact as to whether it discriminated against the plaintiff.

Author: Potter Stewart

A regulation could permit private employees of a private employer to avoid workplace conditions that they believe pose grave dangers to their own safety, when the employees have no power under the regulation to order their employer to correct the hazardous condition or to clear the dangerous workplace of others.

A public employee does not forfeit their First Amendment protection when they arrange to communicate privately with their employer, rather than expressing their views publicly.

To establish a prima facie case of employment discrimination, a plaintiff need only show that facially neutral standards select applicants for hire in a significantly discriminatory pattern. If the employer proves that the challenged requirements are job-related, the plaintiff may show that other selection devices without a similar discriminatory effect would also serve the employer's legitimate interest in efficient and trustworthy workmanship.

Once a prima facie case has been established by statistical workforce disparities, the employer must have an opportunity to show that the claimed discriminatory pattern was a product of pre-Title VII hiring, rather than unlawful post-Title VII discrimination.

In cases alleging a pattern or practice of employment discrimination, the government must show that discrimination was the standard operating procedure of the defendant. Statistics may be used in proving discrimination.

An employee's statutory right to trial de novo under Title VII is not foreclosed by prior submission of their claim to final arbitration under the non-discrimination clause of a collective bargaining agreement.

In a private, non-class action complaint under Title VII charging racial employment discrimination, the complainant has the burden of establishing a prima facie case, which they can satisfy by showing that they belong to a racial minority, they applied and were qualified for a job that the employer was trying to fill, they were rejected, and the employer continued to seek applicants with their qualifications.

Author: Warren Burger

An employment practice that operates to exclude members of a protected group is prohibited if it cannot be shown to be related to job performance, even if the employer lacked discriminatory intent.

Author: Thurgood Marshall

When a public employee's false statements concerned issues that were currently the subject of public attention and did not interfere with the performance of their duties or the general operation of their employer, they were entitled to the same protection as if the statements had been made by a member of the general public.

Author: Robert H. Jackson

Rulings, interpretations, and opinions of agency administrators are not controlling on courts but provide a body of experience and informed judgment that courts can use for guidance. The weight of such a judgment depends on the thoroughness evident in its consideration, the validity of its reasoning, its consistency with earlier and later pronouncements, and all those factors that give it power to persuade, if lacking power to control. Also, no principle of law precludes a determination that waiting time is working time under the Fair Labor Standards Act.

The fact that an employer has individual contracts of employment with a majority of its employees does not preclude the employees from exercising their right under the National Labor Relations Act to choose a representative for collective bargaining, nor does it warrant refusal by the employer to bargain with this representative regarding terms covered by the individual contracts.

Author: Charles Evans Hughes

In recognizing the right to strike, the National Labor Relations Act contemplates a lawful strike. When a strike, even if it arose from unfair labor practices, is initiated and conducted in lawlessness by the seizure and retention of the employer's property, and the strikers are discharged because of their lawlessness, they do not remain employees under the NLRA.

A restraint or regulation of the liberty to contract is due process if it is reasonable in relation to its subject and adopted for the protection of the community against evils menacing the health, safety, morals, and welfare of the people. Also, in dealing with the relation of employer and employed, the legislature has a wide field of discretion in order that there may be suitable protection of health and safety, and that peace and good order may be promoted through regulations designed to ensure wholesome conditions of work and freedom from oppression.

Author: George Sutherland

Legislation fixing hours or conditions of work may properly take into account the physical differences between men and women, but the doctrine that women of mature age require (or may be subjected to) restrictions on their liberty of contract that could not lawfully be imposed on men in similar circumstances must be rejected.

Author: David Josiah Brewer

The regulation of the working hours of women falls within the police power of the state, and a statute directed exclusively to such regulation does not conflict with the Due Process or Equal Protection Clauses.

Author: John Marshall Harlan

It is not within the power of Congress to make it a criminal offense against the United States for a carrier engaged in interstate commerce to discharge an employee simply because of their membership in a labor organization. A provision to that effect is an invasion of personal liberty and the right of property and is unenforceable under the Due Process Clause.

A U.S. court has no jurisdiction under the Thirteenth Amendment or other federal laws of a charge of conspiracy made and carried out in a state to prevent citizens of African descent, because of their race and color, from making or carrying out contracts and agreements to labor.

Author: Rufus Wheeler Peckham

The general right to make a contract in relation to one's business is part of the liberty protected by the Fourteenth Amendment, and this includes the right to purchase and sell labor, except as controlled by the state in the legitimate exercise of its police power.

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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.

Also Read:  Executive Development Program In HR Analytics From XLRI

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.

Also Read:  Why is it Important to Study Human Resource Management?

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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Hacking the Case Interview

We’ve compiled 50 case interview examples and organized them by industry, function, and consulting firm to give you the best, free case interview practice. Use these case interview examples for practice as you prepare for your consulting interviews.

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

Case Interview Examples Organized by Industry

Below, we’ve linked all of the case interview examples we could find from consulting firm websites and YouTube videos and organized them by industry. This will be helpful for your case interview practice if there is a specific consulting industry role that you are interviewing for that you need more practice in.

Aerospace, Defense, & Government Case Interview Examples

• Agency V (Deloitte)
• The Agency (Deloitte)
• Federal Finance Agency (Deloitte)
• Federal Civil Cargo Protection Bureau (Deloitte)

Consumer Products & Retail Case Interview Examples

• Electro-light (McKinsey)
• Beautify (McKinsey)
• Shops Corporation (McKinsey)
• Climate Case (BCG)
• Foods Inc. (BCG) *scroll to bottom of page
• Chateau Boomerang (BCG) *written case interview
• PrintCo (Bain)
• Coffee Co. (Bain)
• Fashion Co. (Bain)
• Recreation Unlimited (Deloitte)
• Footlose (Deloitte)
• National Grocery and Drug Store (Kearney)
• Whisky Co. (OC&C)
• Dry Cleaners (Accenture) *scroll to page 15
• UK Grocery Retail (Strategy&) *scroll to page 24
• Ice Cream Co. (Capital One)

Healthcare & Life Sciences Case Interview Examples

• GlobaPharm (McKinsey)
• GenCo (BCG) *scroll to middle of page
• PrevenT (BCG)
• MedX (Deloitte)
• Medical Consumables (LEK)
• Medicine Company (HackingTheCaseInterview)
• Pharma Company (Indian Institute of Management)

Manufacturing & Production Case Interview Examples

• Aqualine (Oliver Wyman)
• 3D Printed Hip Implants (Roland Berger)
• Talbot Trucks (McKinsey)
• Playworks (Yale School of Management)

Social & Non-Profit Case Interview Examples

• Diconsa (McKinsey)
• National Education (McKinsey)
• Conservation Forever (McKinsey)
• Federal Health Agency (Deloitte)
• Robinson Philanthropy (Bridgespan)
• Home Nurses for New Families (Bridgespan)
• Reach for the Stars (Bridgespan)
• Venture Philanthropy (Bridgespan)

Technology, Media, & Telecom Case Interview Examples

• NextGen Tech (Bain)
• Smart Phone Introduction (Simon-Kucher)
• MicroTechnos (HackingTheCaseInterview)

Transportation Case Interview Examples

• Low Cost Carrier Airline (BCG)
• Transit Oriented Development (Roland Berger)
• Northeast Airlines (HackingTheCaseInterview)
• A+ Airline Co. (Yale School of Management)
• Ryder (HackingTheCaseInterview)

Travel & Entertainment Case Interview Examples

• Wumbleworld (Oliver Wyman)
• Theater Co. (LEK)
• Hotel and Casino Co. (OC&C)

Case Interview Examples Organized by Function

Below, we’ve taken the same cases listed in the “Case Interview Examples Organized by Industry” section and organized them by function instead. This will be helpful for your case interview practice if there is a specific type of case interview that you need more practice with.

Profitability Case Interview Examples

To learn how to solve profitability case interviews, check out our video below:

Market Entry Case Interview Examples

Merger & acquisition case interview examples.

Growth Strategy Case Interview Examples

Pricing case interview examples.

New Product Launch Case Interview Examples

Market sizing case interview examples.

To learn how to solve market sizing case interviews, check out our video below:

Operations Case Interview Examples

Other case interview examples.

These are cases that don’t quite fit into any of the above categories. These cases are the more unusual, atypical, and nontraditional cases out there.

Case Interview Examples Organized by Consulting Firm

Below, we’ve taken the same cases listed previously and organized them by company instead. This will be helpful for your case interview practice if there is a specific company that you are interviewing with.

McKinsey Case Interview Examples

BCG Case Interview Examples

Bain Case Interview Examples

Deloitte Case Interview Examples

Lek case interview examples, kearney case interview examples, oliver wyman case interview examples, roland berger case interview examples, oc&c case interview  examples, bridgespan case interview examples, strategy& case interview examples, accenture case interview examples, simon kutcher case interview examples, capital one case interview examples, case interview examples from mba casebooks.

For more case interview examples, check out our article on 23 MBA consulting casebooks with 700+ free practice cases . There additional cases created by MBA consulting clubs that make for great case interview practice. For your convenience, we’ve listed some of the best MBA consulting casebooks below:

• Australian Graduate School of Management (2002)
• Booth (2005)
• Columbia (2007)
• Darden (2019)
• ESADE (2011)
• Fuqua (2018)
• Goizueta (2006)
• Haas (2019)
• Harvard Business School (2012)
• Illinois (2015)
• INSEAD (2011)
• Johnson (2003)
• Kellogg (2012)
• London Business School (2013)
• McCombs (2018)
• Notre Dame (2017)
• Queens (2019)
• Ross (2010)
• Sloan (2015)
• Stern (2018)
• Tuck (2009)
• Wharton (2017)
• Yale (2013)

Consulting casebooks are documents that MBA consulting clubs put together to help their members prepare for consulting case interviews. Consulting casebooks provide some case interview strategies and tips, but they mostly contain case interview practice cases.

While consulting casebooks contain tons of practice cases, there is quite a bit of variety in the sources and formats of these cases.

Some practice cases are taken from actual consulting interviews given by consulting firms. These are the best types of cases to practice with because they closely simulate the length and difficulty of an actual case interview. Other practice cases may be written by the consulting club’s officers. These cases are less realistic, but can still offer great practice.

The formats of the practice cases in consulting casebooks also vary significantly.

Some practice cases are written in a question and answer format. This type of format makes it easy to practice the case by yourself, without a case partner. Other practices cases are written in a dialogue format. These cases are better for practicing with a case interview partner.

MBA consulting casebooks can be a great resource because they are free and provide tons of practice cases to hone your case interview skills. However, there are several caveats that you should be aware of.

• Similarity to real case interviews : Some cases in MBA consulting casebooks are not representative of actual case interviews because they are written by consulting club officers instead of interviewers from consulting firms
• Quality of sample answers : While consulting casebooks provide sample solutions, these answers are often not the best or highest quality answers
• Ease of use : Consulting casebooks are all written in different formats and by different people. Therefore, it can be challenging to find cases that you can consistently use to practice cases by yourself or with a partner

Therefore, we recommend that you first use the case interview examples listed in this article and wait until you’ve exhausted all of them before using MBA consulting casebooks.

Case Interview Examples from HackingTheCaseInterview

Below, we've pulled together several of our very own case interview examples. You can use these case interview examples for your case interview practice.

1. Tech retailer profitability case interview

2. Airline profitability case interview

3. Ride sharing app market entry

4. Increasing Drug Adoption

How to Use Case Interview Examples to Practice Case Interviews

To get the most out of these case interview examples and maximize your time spent on case interview practice, follow these three steps.

1. Understand the case interview structure beforehand

If case interviews are something new to you, we recommend watching the following video to learn the basics of case interviews in under 30 minutes.

Know that there are seven major steps of a case interview.

• Understanding the case background : Take note while the interviewer gives you the case background information. Afterwards, provide a concise synthesis to confirm your understanding of the situation and objective
• Asking clarifying questions : Ask questions to better understand the case background and objective
• Structuring a framework : Lay out a framework of what areas you want to look into in order to answer or solve the case
• Kicking off the case : Propose an area of your framework that you would like to dive deeper into 
• Solving quantitative problems : Solve a variety of different quantitative problems, such as market sizing questions and profitability questions. You may also be given charts and graphs to analyze or interpret
• Answering qualitative questions : You may be asked to brainstorm ideas or be asked to give your business opinion on a particular issue or topic
• Delivering a recommendation : Summarize the key takeaways from the case to deliver a firm and concise recommendation

2. Learn how to practice case interviews by yourself 

There are 6 steps to practice case interviews by yourself. The goal of these steps is to simulate a real case interview as closely as you can so that you practice the same skills and techniques that you are going to use in a real case interview.

• Synthesize the case background information out loud : Start the practice case interview by reading the case background information. Then, just as you would do in a live case interview, summarize the case background information out loud
• Ask clarifying questions out loud : Just as you would do in a live case interview, ask clarifying questions out loud. Although you do not have a case partner that can answer your questions, it is important to practice identifying the critical questions that need to be asked to fully understand the case
• Structure a framework and present it out loud : Pretend that you are in an actual interview in which you’ll only have a few minutes to put together a comprehensive and coherent framework. Replicate the stress that you will feel in an interview when you are practicing case interviews on your own by giving yourself time pressure.

When you have finished creating your framework, turn your paper around to face an imaginary interviewer and walk through the framework out loud. You will need to get good at presenting your framework concisely and in an easy to understand way.

• Propose an area to start the case : Propose an area of your framework to start the case. Make sure to say out loud the reasons why you want to start with that particular area
• Answer each case question out loud : If the question is a quantitative problem, create a structure and walk the interviewer through how you would solve the problem. When doing math, do your calculations out loud and explain the steps that you are taking.

If the question is qualitative, structure your thinking and then brainstorm your ideas out loud. Walk the interviewer through your ideas and opinions.

• Deliver a recommendation out loud : Just as you would do in a real case interview, ask for a brief moment to collect your thoughts and review your notes. Once you have decided on a recommendation, present your recommendation to the interviewer.

3. Follow best practices while practicing case interviews :    

You’ll most likely be watching, reading, or working through these case interview examples by yourself. To get the most practice and learnings out of each case interview example, follow these tips: 

• Don’t have notes or a calculator out when you are practicing since you won’t have these in your actual interview
• Don’t take breaks in the middle of a mock case interview
• Don’t read the case answer until you completely finish answering each question
• Talk through everything out loud as if there were an interviewer in the room
• Occasionally record yourself to understand what you look like and sound like when you speak

4. Identify improvement areas to work on

When the case is completed, review your framework and answers and compare them to the model answers that the case provides. Reflect on how you could have made your framework or answers stronger.

Also, take the time to reflect on what parts of the case you could have done better. Could your case synthesis be more concise? Was your framework mutually exclusive and collectively exhaustive? Could your math calculations be done more smoothly? Was your recommendation structured enough?

This is the most important part of practicing case interviews by yourself. Since you have no partner to provide you feedback, you will need to be introspective and identify your own improvement areas.

At the end of each practice case interview, you should have a list of new things that you have learned and a list of improvement areas to work on in future practice cases. You’ll continue to work on your improvement areas in future practice cases either by yourself or with a partner.

5. Eventually find a case partner to practice with

You can only do so many practice case interviews by yourself before your learning will start to plateau. Eventually, you should be practicing case interviews with a case partner.

Practicing with a case partner is the best way to simulate a real case interview. There are many aspects of case interviews that you won’t be able to improve on unless you practice live with a partner:

• Driving the direction of the case
• Asking for more information
• Collaborating to get the right approach or structure
• Answering follow-up questions

If you are practicing with a case partner, decide who is going to be giving the case and who is going to be receiving the case.

If you are giving the case, read the entire case information carefully. It may be helpful to read through everything twice so that you are familiar with all of the information and can answer any question that your partner asks you to clarify.

As the person giving the case, you need to be the case expert.

You should become familiar with the overall direction of the case. In other words, you should know what the major questions of the case are and what the major areas of investigation are. This will help you run the mock case interview more smoothly.  

Depending on whether you want the case interview to be interviewer-led or candidate-led, you will need to decide how much you want to steer the direction of the case.

If your partner gets stuck and is taking a long time, you may need to step in and provide suggestions or hints. If your partner is proceeding down a wrong direction, you will need to direct them towards the right direction.

Where to Find More Case Interview Examples

To find more case interview examples, you can use a variety of different case interview prep books, online courses, and coaching. We'll cover each of these different categories of resources for more case interview practice in more detail.

Case Interview Prep Books

Case interview prep books are great resources to use because they are fairly inexpensive, only costing $20 to $30. They contain a tremendous amount of information that you can read, digest, and re-read at your own pace.

Based on our comprehensive review of the 12 popular case interview prep books , we ranked nearly all of the case prep books in the market.

The three case interview prep books we recommend using are:

• Hacking the Case Interview : In this book, learn exactly what to do and what to say in every step of the case interview. This is the perfect book for beginners that are looking to learn the basics of case interviews quickly.
• The Ultimate Case Interview Workbook : In this book, hone your case interview skills through 65+ problems tailored towards each type of question asked in case interviews and 15 full-length practice cases. This book is great for intermediates looking to get quality practice.
• Case Interview Secrets : This book provides great explanations of essential case interview concepts and fundamentals. The stories and anecdotes that the author provides are entertaining and help paint a clear picture of what to expect in a case interview, what interviewers are looking for, and how to solve a case interview.

Case Interview Courses

Case interview courses are more expensive to use than case interview prep books, but offer more efficient and effective learning. You’ll learn much more quickly from watching someone teach you the material, provide examples, and then walk through practice problems than from reading a book by yourself.

Courses typically cost anywhere between $200 to $400.

If you are looking for a single resource to learn the best case interview strategies in the most efficient way possible, enroll in our comprehensive case interview course .

Through 70+ concise video lessons and 20 full-length practice cases based on real interviews from top-tier consulting firms, you’ll learn step-by-step how to crush your case interview.

We’ve had students pass their consulting first round interview with just a week of preparation, but know that your success depends on the amount of effort you put in and your starting capabilities.

Case Interview Coaching

With case interview coaching, you’ll pay anywhere between $100 to $300 for a 40- to 60-minute mock case interview session with a case coach. Typically, case coaches are former consultants or interviewers that have worked at top-tier consulting firms.

Although very expensive, case interview coaching can provide you with high quality feedback that can significantly improve your case interview performance. By working with a case coach, you will be practicing high quality cases with an expert. You’ll get detailed feedback that ordinary case interview partners are not able to provide.

Know that you do not need to purchase case interview coaching to receive a consulting job offer. The vast majority of candidates that receive offers from top firms did not purchase case interview coaching. By purchasing case interview coaching, you are essentially purchasing convenience and learning efficiency.

Case interview coaching is best for those that have already learned as much as they can about case interviews on their own and feel that they have reached a plateau in their learning. For case interview beginners and intermediates, it may be a better use of their money to first purchase a case interview course or case interview prep book before purchasing expensive coaching sessions.

If you do decide to eventually use a case interview coach, consider using our case coaching service .

There is a wide range of quality among coaches, so ensure that you are working with someone that is invested in your development and success. If possible, ask for reviews from previous candidates that your coach has worked with.

Summary of the Best Consulting Interview Resources

Here are the resources we recommend to land your dream consulting job:

For help landing consulting interviews

• Resume Review & Editing : Transform your resume into one that will get you multiple consulting interviews

For help passing case interviews

• Comprehensive Case Interview Course (our #1 recommendation): The only resource you need. Whether you have no business background, rusty math skills, or are short on time, this step-by-step course will transform you into a top 1% caser that lands multiple consulting offers.
• Case Interview Coaching : Personalized, one-on-one coaching with a former Bain interviewer.
• Hacking the Case Interview Book   (available on Amazon): Perfect for beginners that are short on time. Transform yourself from a stressed-out case interview newbie to a confident intermediate in under a week. Some readers finish this book in a day and can already tackle tough cases.
• The Ultimate Case Interview Workbook (available on Amazon): Perfect for intermediates struggling with frameworks, case math, or generating business insights. No need to find a case partner – these drills, practice problems, and full-length cases can all be done by yourself.

For help passing consulting behavioral & fit interviews

• Behavioral & Fit Interview Course : Be prepared for 98% of behavioral and fit questions in just a few hours. We'll teach you exactly how to draft answers that will impress your interviewer.

Land Multiple Consulting Offers

Complete, step-by-step case interview course. 30,000+ happy customers.

Employee Retention Case Studies: How 5 Companies Leverage Our Employee Success Tech

Table of Contents

Briggs Industrial Solutions & Frontline Worker Retention

Twin Cities Manufacturing Company & Targeted Engagement Analysis

Meritrust Credit Union & Retention Drivers

Mutual of Omaha & Pulse Survey Insights

Sammons Financial Group & Employee Listening Strategy

Quantum Workplace Can Help You See, Sense, and Stop Costly Turnover 

Employee retention is a top 3 priority for 77% of HR leaders and 62% of senior leaders going into 2023. This is no surprise as the Great Resignation persists and another period of economic uncertainty looms.  

But while retention is top of mind , many leaders admit their employee retention strategies aren’t very effective . Most say their organization’s approach is at the intermediate or beginner level.   

Is your retention strategy effective? Take our quiz to find out >>>

If you’re not taking time to strategically address retention and turnover, you’re leaving a lot on the line. The good news is that a lot of unwanted turnover is predictable and preventable.

These employee retention case studies will give you hope. You’ll learn how these Quantum Workplace customers have optimized their employee listening and performance management strategies for employee retention. And how they’ve leveraged our employee success platform to uncover insights, build better workplaces, and retain their best talent.  

Briggs Industrial Solutions Digs Deep with Frontline Workers to I mprove Engagement & Retention

Briggs Industrial Solutions began partnering with Quantum Workplace on their engagement survey in 2020, wrapping up their third engagement survey in 2022.   

By taking feedback from the surveys and diving deep into targeted areas of the company via focus groups, Briggs has uncovered solutions and strategies to move the needle on areas that are impacting engagement and retention.   

In 2021, Briggs was struggling to retain their technicians, who make up the majority of the company’s workforce. These technicians spend their days out in the field, traveling to customers and repairing equipment. They are critical to the success of the company. But most were leaving the company before they hit 3-5 years of tenure.     

The leadership team at Briggs knew they needed to take a good look at what might be causing disengagement and turnover. Their engagement survey shed light on specific and actionable challenges to overcome:     

• Technician “intent to stay” dropped 5% 
• Perceptions of fair pay dropped 4% 
• Perceptions of recognition dropped 11% 
• Value of the ESOP dropped 11% 

With the feedback received from engagement surveys, Briggs continued to evaluate benefits, compensation, and team structure across the board. They also worked to understand why techs were not feeling recognized for their contributions.   

Leaders uncovered multiple areas to review. There was frustration around pay gaps between tenured and incoming employees. Work assignments weren’t always aligned with technicians’ strengths and skill level. And there weren’t clear guidelines on increased compensation for new skills and training assistance.     

As a result, Briggs implemented profit sharing in 2022, in addition to ESOP. They created a career path for technicians, providing clarity on what they needed to do to grow, develop, and advance in their career. And finally, they provided more internal classroom training, rather than solely relying on senior technicians.   

The changes the Briggs leadership team made led to impressive results on their next engagement survey:   

• Perceptions of recognition increased 17 points 
• “Senior leaders value people as their most important resource” increased 16 points 
• Perceptions of trust and fairness increased 14 points 
• Perceptions of fair pay increased 14 points  

“Our industry is very competitive. It’s tough to hire skilled technicians,” says Perez, HR Manager at Briggs. “But we’re now hearing that Briggs is becoming the employer of choice in our industry. Our techs are talking and we’re seeing a ton of referrals now.”  

When it comes to acting on survey results, Perez has this advice:   

“Don’t try to boil the ocean,” she says. “You’re going to get a ton of feedback and a lot of things you want to act on–but you can’t do it all at once. You need to focus on what matters most. On what you can give your full attention to.”  

Twin Cities Manufacturing Company Uses Targeted Analysis to Tackle Employee Turnover  

As one of the largest privately held companies in the Midwest, this Twin Cities manufacturer has experienced exponential growth over the last several decades.   

Coinciding with that growth, the company has evolved its employee listening strategy to capture and understand the employee experience. They partner with Quantum Workplace to implement engagement, pulse, and lifecycle surveys .   

• Engagement. The growing manufacturer deploys an employee engagement survey to uncover areas in which the company can move the needle. Leaders pay close attention to what is happening within specific business units and regions.   
• Pulse. The company uses pulse surveys to hear from employees at locations where acquisitions have happened. The goal is to make sure that new employee onboarding is effective, and employees have what they need to succeed.   
• Lifecycle. The company uses exit surveys to get a more holistic view of turnover.  

With data from these surveys, the company can understand macro and micro turnover trends. They can also see how turnover affects different employee demographics and pinpoint reasons for turnover within specific groups. Exit survey analytics have helped the company uncover areas of misalignment and opportunity, including:   

• Creating more clarity on manager/employee workload expectations to help prevent unwanted turnover early in the employee journey 
• Better understanding compensation expectations in a competitive market 

Survey analytics have also helped shed light on why critical roles and skill sets have left the company, and to uncover trends in areas of the business experiencing higher turnover.   

“The labor market is really tight right now, and we get a lot of great intel from the surveys to help us improve the employee experience and understand why people might be leaving,” said the company’s Organization Effectiveness Leader. “In an industry where turnover is pretty high right now, it’s important for us to have this intel in order to stay competitive.”  

Read more about this Twin Cities Manufacturing Company’s success here >>>  

Meritrust Credit Union Use s Surveys to Understand Employee Retention Drivers  

HR leaders at Meritrust Credit Union were focused on retention and turnover in 2022. They wanted to take a deeper dive into the reasons employees leave–and why they stay. Partnering with the People Insights Team at Quantum Workplace, they were able to uncover key information that shed light on just how critical company culture is to their retention strategy.   

When asked to rate “it would take a lot to get me to leave this organization,” Meritrust followed up with a logic-based response based on how employees answered the question.   

• If they responded favorably, they were asked “what makes you stay at this organization?”  
• If they responded unfavorably, they were asked “what would make you leave this organization.”  

Meritrust asked every employee a variation of the question and then turned the responses into a custom survey demographic. What did they find? The primary reasons people stay at Meritrust were:   

• Workplace culture (90%) 
• Career advancement opportunities (89%) 
• Relationship with their manager (84%) 

This proved that culture and career growth are imperative for retention and engagement–something leaders at Meritrust had been trying to improve all along.  

Mutual of Omaha Leverages Pulse Surveys to Un cover Insights and Retain Talent  

A Fortune 500 insurance company, Mutual of Omaha was founded on a simple but powerful principle: to help people in their time of need and protect those they love the most.   

In recent years, the insurance and financial services industries have become increasingly competitive for talent. Mutual of Omaha was having a hard time recruiting for technology roles—and was seeing high turnover within the first two years of employee tenure.   

The company knew that having the right insights would help them understand and troubleshoot turnover effectively—so they turned to Quantum Workplace’s employee engagement platform .     

Mutual of Omaha utilized a broad range of employee surveys to capture feedback at various stages of the employee journey. In addition to leveraging an annual engagement survey, Mutual of Omaha also launches regular pulse surveys to capture critical feedback on important topics.   

• In 2021, they launched a pulse to understand employee perceptions and preferences related to post-pandemic work arrangements. 
• In 2022, they launched a “War for Talent” pulse to get a feel for how equipped the company was (or wasn’t) to attract, engage, and retain top talent.

A strategic employee listening strategy has empowered Mutual of Omaha to gain clarity around what is driving people to stay, what is driving them to leave, and what leaders can do to improve retention and engagement. The company has seen measurable improvements:  

• 94% favorability ratings from new hires after 30 days of employment  
• 93% of associates making progress on a learning and growth plan (a key magnet in the company’s retention strategy)  
• 86% employee retention rate  

Read more about Mutual of Omaha’s success here >>> 

Sammons Financial Group Increases Frequency of Employee Listening to Drive Change  

Sammons Financial Group (SFG) is heavily focused on establishing a “workforce of the future” and best-in-class workplace culture. The company feels both are necessary to retain top talent in a competitive market. To support its retention and talent management efforts, SFG uses employee listening tools from Quantum Workplace.   

Initially, SFG’s survey implementations were infrequent, happening only every 2-3 years. Years later, they had a big question:   

“What are we actually doing to understand employee voice?”   

The company realized employee voices needed to be captured more frequently to achieve a more accurate, timely view. After shortening their engagement survey cadence to 18 months, SFG’s employee engagement efforts started gaining momentum. The company saw an increase in engagement and a stronger organizational commitment to action. The progress led to leadership buying into an annual survey.     

With a regular cadence of employee listening, SFG gains a true year-over-year understanding of employee voices—and can design annual commitments around this timing to better align with opportunities uncovered in the survey data.   

Prior to moving to an annual survey cadence, one of the challenges SFG faced was understanding how to best utilize their data. Now, SFG can equip organizational leaders with the data they need, on a more frequent basis, and understand where to act. They have the potential to activate real, meaningful change when it comes to engagement and retention.  

Read more about Sammons Financial Group’s success here >>>  

Quantum Workplace Can Help You See, Sense, and Stop Costly Turnover  

With the right intel, insights, and a roadmap for change, you can build a culture that draws in and retains your best talent. Quantum Workplace offers employee retention solutions to help keep your top talent engaged and on the path to success—making them more likely to stay.  

Learn How to Keep Your Best Talent by approaching retention with intention in this eBook.

Published December 9, 2022 | Written By Kristin Ryba

Related Content

The Best Employee Retention Survey Questions

Employee Retention Quiz: Retention with Intention

4 Types of Employee Turnover You Need to Analyze

15 Employee Turnover Statistics To Shape Your Retention Strategy

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How to Write a Case Study in Research? (with Examples) 

A case study is a powerful tool in research and education, offering deep insights into complex phenomena through the lens of a single subject or group. Case studies zoom in to the details of a specific situation, examining context, history, and behavior to reveal certain patterns and highlight practical applications of theories.   

A case study in research can be used when:  

• atypical or abnormal behavior or development is observed,  
• an unexplained outcome to treatment is found, or  
• an emerging disease or condition occurs.  

Thus, case studies enable researchers and practitioners to analyze specific instances, identify trends, and obtain learnings that can inform broader decision-making and problem-solving. In this post, you will learn all about case studies, including how to conduct a case study , limitations and benefits of a case study , and case study methods .  

What is a Case Study ?   

Case study definition : A case study is an in-depth or intensive study of a person, group, or event. Case studies involve deep analyses of an individual or group to identify patterns and are used across fields such as psychology and medicine to draw broad conclusions. They are descriptive studies based on qualitative data such as observations, interviews, questionnaires, clinical notes.  

Here are some historically significant case study examples:  

The curious case of Phineas Gage: This is arguably the most cited case study in psychology, which sheds light on how different areas of the brain affect personality and cognition. While working as a construction foreman on a railroad, Phineas Gage was involved in an accident in which a rod impaled his brain. Gage survived the physical trauma, but his personality and his ability to learn new skills were altered. This case report was crucial to research on brain function, memory, and personality.  

Anna O and the talking cure : Anna O (pseudonym) was a German woman who was one of the first patients to undergo psychoanalysis. Her case inspired many of the theories of Freud and other prominent psychologists of the time to mitigate the symptoms of depression through “talk therapy.” This case study is still cited as a reason psychologists believe that psychotherapy, or talk therapy, can be helpful to many patients.  

When to Do a Case Study ?  

The case study design may be chosen by a researcher in the following situations:  

Need for deep understanding: When you require detailed insights about a specific situation, and you want to understand complex relationships and processes.  

Resource constraints: When you have limited time and finances available for research and/or limited access to large sample sizes.  

Research context: Certain real-world phenomena need to be studied in their natural context, especially when you cannot control variables.  

Accordingly, the types of research questions best suited for a case study are exploratory (e.g., when investigating a new or poorly understood phenomenon, emerging conditions, adverse reactions to treatments, new methods of treatment) or involve unique situations (e.g., rare or exceptional cases, atypical behavior, breakthrough events). See Table 1 for developing a case study from a research question.  

The case study design might be for a single case study, such as for unique cases or when studying a representative or typical case, or multiple case studies (a case series, comparative analysis, or to identify patterns across different contexts). Note that a case study is not recommended if you require statistical generalization or broad population-level insights.  

How Long Should a Case Study Be?  

Case studies are structured very differently from research articles (see “ How to write a case study in Research ” below and the case study template in Figure 1). However, as a general guideline, note that case studies might range from 500 to 1,500 words. The word count would depend on factors such as the target journal’s specifications, case type, and study discipline. Case reports also have a limit on the number of references to be cited. Remember, you must always check the target journal for word and reference limits before submission.  

How to Write a Case Study in Research  

Let’s delve into how to conduct a case study and write one. First, you need to understand how to create a case study .

Before writing

• On the basis of your research problem and research question , select the case that you want to study. 
• Perform an in-depth literature review to develop a relevant theoretical framework, wherein you aim to demonstrate, expand upon, or challenge an existing theory in your field. 
• Collect the data, which will typically be qualitative in nature. Data collection, therefore, will be collected by direct observations , interviews , or analysis of primary and secondary sources of information. Be as thorough as you can at this step.
• Analyze the case, highlighting key facts and problems, identify key problems and their causes and impacts, and explore potential solutions.

Drafting and writing your case study

The structure of the case report may vary—some follow the format of scientific papers, while others adopt a narrative style for a deeper exploration.  

• State the key problem and present a concise thesis under an “Introduction” or “Background” section. Provide background, facts, and evidence of research.
• Describe the specific case, group, or event.
• 3. Provide specific solutions, suggest strategies for implementing the solution and, if needed, additional
• Discuss the case, including the strengths and limitations of the study. Summarize the outcome of your analysis and highlight specific strategies for implementing the proposed solution. 

When describing and analyzing a case, be sure to include contextual details, link findings to existing literature and theory, and discuss broader implications. For medical case reports, follow the CARE guidelines (EQUATOR) to ensure completeness and transparency. Please also refer to the CARE Checklist of information to include when writing a case report. Finally, check the target journal requirements for word count and formatting guidelines. See Figure 1 for a case study template .  

Figure 1. Case study template

Table 1. From research question to case study : Some fictional examples  

Real case study examples (published):  

• Baker et al. (2024) Enhanced family-based treatment for an adolescent with binge-eating disorder: A case report. Cognitive and Behavioral Practice . 31(2), 272–282.  
• da Silva et al. (2024) Impacts of oil palm monocultures on freshwater ecosystems in the Amazon: a case study of dragonflies and damselflies (Insecta: Odonata). Aquatic Science 87, 1.   
• Sakamoto et al. (2024) Online gaming reduces psychological distress in a patient with schizophrenia: A case report. PCN Reports. 3(3), e70015.  

What Are the Benefits of a Case Study ?  

On the topic of the case study , a quote by Ivy Mckenzie comes to mind: “The physician is concerned [unlike the naturalist]…with a single organism, the human subject, striving to preserve its identity in adverse circumstances .”   

A physician’s meticulous documentation of an unusual or rare condition might not only help the patient but also revolutionize current understanding of the disorder and lead to a revision of treatment protocols. In fact, clinicians and psychologists are often encouraged to publish more case studies documenting the methods they use.  

Let’s look at some more benefits of a case study :   

• They can be published quickly.  
• They are suitable under situations of time and budget crunches.  
• They are appropriate to study phenomena in their natural context  
• They allow detailed investigation into situations that would otherwise be impractical to perform using another study design.  
• They are sometimes used in therapy to guide the best course of treatment.   

What Are the Limitations of a Case Study ?  

Case studies provide critical information and galvanize further research; however, there are some caveats. The following are the limitations of a case study :  

• A case study is not definitive proof of a theory and cannot demonstrate cause and effect.  
• Case studies with insufficient or incorrect information or based on a flawed premise can harm future research.  
• Ethical issues may arise if the reported patients have not provided consent for publication of their case or are not treated with dignity and respect.  
• If a patient declines to provide consent, the case report cannot be written or published.  
• A case study cannot necessarily be generalized to the larger population.  
• A case study might be impossible or difficult to replicate.  
• Case reports can lead to bias.  

Key Takeaways  

• A case study in research is an in-depth or intensive study of a person, group, or event using qualitative data. It is used to examine complex phenomena through detailed analysis of specific instances. Case studies are particularly valuable in psychology, medicine, and other fields for drawing broader conclusions  
• Case study methods involve data collection through direct observations, interviews, and analyses of primary and secondary sources.  
• Case reports are typically 500–1,500 words long. You may develop single case studies (for unique cases) or multiple case studies (case series, for comparative analysis). Where applicable, be sure to follow specific guidelines (e.g., CARE guidelines for medical cases).  
• A case study design is best used when deep understanding is needed, time and resources are limited, and the natural context must be preserved. It is suited to studying exploratory research questions, unique situations, emerging conditions, and atypical behavior.  
• Writing case studies involves the following steps:  
• Pre-writing phase:

   – Select appropriate case based on research problem  

  – Conduct literature review  

   – Collect thorough qualitative data  

   – Analyze case to identify key problems  

• Writing phase:

  – State key problem and thesis in introduction  

   – Describe specific case/event  

   – Provide solutions and implementation strategies  

  – Discuss strengths and limitations  

   – Link findings to existing literature  

• The advantages of case studies are that they permit quick writing and publication, are cost-effective, are suitable for natural context study, and are extremely valuable for rare or unusual cases. The limitations of case studies, however, are that they cannot prove cause and effect, may not be generalizable, are difficult to replicate, are prone to bias, and require patient consent in medical cases.  

Frequently Asked Questions  

What is a case study in research, why are case studies important in research, what are the key components of a case study, what is the difference between case studies and case series.

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A Flexible Job Shop Scheduling Problem Considering On-Site Machining Fixtures: A Case Study From Customized Manufacturing Enterprise

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Deadline for Submission:  11 November 2024

Submit to: [email protected] with the subject “Zero Waste Case Study” 

Please attach the filled-in template . 

On 30 th March 2023, the UN Secretary-General formed the  Advisory Board on Zero Waste (Advisory Board) in accordance with the  UN General Assembly Resolution 77/161. Selected for its knowledge and expertise, the Advisory Board consists of 12 eminent members showcasing and publishing case studies and success stories; and ​raising awareness and promoting local and national zero waste initiatives. The Advisory Board focuses on sharing good practices, case studies and thematic briefs to accelerate the global transition towards sustainable waste management, aligned with the 2030 Agenda for Sustainable Development. The Advisory Board’s Secretariat is hosted by UN-Habitat and UNEP.

The Advisory Board on Zero Waste is calling for case studies connected to zero waste.

Who : Everyone who has a share-worthy case study which refers to methods, processes, or techniques that are widely accepted as effective, efficient, and leading to positive zero waste outcomes. 

What : Case studies are in-depth, detailed examinations of specific instances, projects, or situations. They provide a comprehensive analysis of a real-world example of what is possible, often exploring challenges, solutions, and outcomes. Case studies focus on specific contexts or projects, providing a more detailed and nuanced understanding of how certain approaches or strategies were implemented in practice. The primary purpose of case studies is to illustrate practical applications of theories, methods, or practices in specific situations. To motivate and inspire by offering insights into the complexities and nuances of real-world scenarios e.g. zero waste and show a specific outcome or impact which can be learned from.

Why : Sharing zero waste case studies helps engage stakeholders in the Advisory Board’s efforts while amplifying broader advocacy, awareness and action. By spotlighting cases, successful or not, and lessons learned, the Advisory Board aims to inspire global action, fostering informed decision-making and encouraging a collective commitment to a zero-waste future. The engagement amplifies the impact of this movement, shaping eco-friendly landscapes and contributing to a more sustainable planet for all.

Outcome : The top two submissions will be published and showcased on the  One Planet Network website and linked to the Advisory Board’s dedicated  webpage . The successful submissions will also be spotlighted by the Advisory Board members at high-level events such as International Zero Waste Day on 30 March. 

Criteria for Selection

Relevance to Zero Waste Approach

Measurable Impact

Sustainability and Scalability

Geographical Diversity

Resource Efficiency

Educational Value

Non-Promotional

Inclusivity and Collaboration

Social and Environmental Safeguards

Detailed selection criteria  here .

Submission Requirements and Guidelines

Please fill in the attached template. Only completed templates can be taken into consideration The EoI must be delivered in electronic format including the filled-in  template by 11 November 2024 to  [email protected] with the reference “Zero Waste Case Study” indicated in the subject.

Please note that this EOI notice does not constitute a solicitation. UN-Habitat reserves the right to change or cancel this requirement at any time in the EOI/or solicitation process. Submitting a reply to an EOI does not guarantee that a Cooperation Partner will be considered for receipt of the solicitation when issued and only Cooperation Partners who are deemed qualified by UN-Habitat upon completion of evaluation of submission will receive the final solicitation document.

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