Johnson, Human Resource Information Systems, 5e
SAGE Publishing, 2021
Case Notes
Chapter 8: Talent Management and HR Planning
Revisiting the Vignette
Case Summary
This case revisits Rudiger, who is sitting at his desk in his seventh-floor office in central London
reflecting on life. The move from Barcelona to England went smoothly with the last crate
arriving only 2 months later than the rest. He is still working hard, but the hours are slightly
better since the introduction of the work–life balance policy last year, and his family has settled
well into the idyllic English countryside.
As the global head of people and talent, he still has problems though—just different ones. The
talent strategy, “Our People—Our Talent—Our Future,” which he presented to the board in his
third month, identified the need for robust HRP information and analyses that required a new
version of HRP software. It is in its early stages, but the intensive data cleansing and updating
activity has been straightforward so far. More concerning are the metrics responsible for
producing the information needed to develop far-reaching HRP policies and practices for the
future. The metrics are relatively easy to construct, but it is proving tricky to find the right
Case Analysis
This case examines how HRIS and other information systems can be used to support a talent
management program. The relationship between TM and performance management is critical to
the effectiveness of the entire TM program, and the case exemplifies this for students. In
addition, the case emphasizes that the metrics from both the performance management and the
TM programs could be entered on the balanced scorecard, which, in turn, contributes to the
strategic HRM function.
Johnson, Human Resource Information Systems, 5e
SAGE Publishing, 2021
Sample Answers to Case Questions
1. How would you recommend that Rudiger begin to develop an HRP program? What
are the steps that he needs to take?
He needs to develop a structured approach to the development of the HRP program. In
order to accomplish this task of having an effective HRP program, he needs to use the
2. How should the problem with the job descriptions be handled? Should the unions be
involved?
Having the support of the union is critical in getting cooperation from the employees and
their supervisors in updating the job descriptions. The HRIS software is most likely capable
3. What are some of the problems in the past that have led this current situation to
occur?
The company did not have a systematic HRP program. In addition, considering the size of
4. Why do you think there are cost overruns? How could this have been avoided?
5. Why are there problems with implementation of the new software?
The most common problem is not involving the end users in the development and
6. How will job descriptions be developed for the positions of board member and
international student intern?
The job description of a board member can be accomplished through interviews and/or a
focus group with current board members. The job description for the international student