1.) What are the strategic issues and problems? ( there is often a difference between the symptoms and the

underlying issues.)
2.) What is your analysis and evaluation of the situation?
a. This should be brief.
b. Consider all relevant information and interpret and integrate the information.
c. Why/how did the problem arise? Who is affected by the problem?
d. Draw upon theories/frameworks discussed in HR courses in order to inform the current situation. Use
strategic HRM terminology.
e. Note that an effective analysis includes applying appropriate and relevant conceptual materials, using
citations to support arguments, developing clear and logical inferences, making assumptions explicit, and
creating a coherent and integrated assessment.

3.) What do you recommend? Why?
a. What are the realistic and viable alternative strategies or courses of action (if any)? How will you
evaluate these alternatives (e.g., decision criteria)?
b. Recommendations should flow logically from the analysis and evaluation of the situation and strategic
alternatives. If the issue has not been mentioned in the analysis, don?t recommend a solution for it.
c. Your final recommendation cannot be ?it depends? (even though it often does ?). You must draw upon the
information in the case to come to a recommendation.
d. Provide a rationale for your recommendation(s). Why is this recommendation the best option out of the
strategic alternatives?
4.) Implementation Plan
a. Specific HR practices and timeline