Pearson: Case Study Of Pearson's Business Case

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Pearson Case Study Pearson, a leading global publisher of books and printed information, had to transform its business in view of ongoing changes in consumer preferences and technology. Gone are the days when people learned content only through printed books. New-age consumers prefer learning on smart devices at any time. This changing mindset, coupled with technical advancement and consumer expectations, is leading to innovative solutions, such as multimedia web-based textbooks, e-learning platforms, and interactive learning modules, which were unheard of a few years back. Although its roots are based in North America and Europe, Pearson is expanding rapidly in order to compete in developing economies. With such a global presence and growth…show more content…
In its first year, the company planned to expand in over 15 locations and in the following year, add over 100 locations. The division was equipped with its successful and proven business formula for learning and education. Despite such efforts, it was riddled with several challenges, comprising high turnover rate unsustainably. Further, various external factors—local employees’ expectation about remuneration, training, and development programs—were impeding the process to hire employees for new locations. On the other hand, the growing competition for hiring the right talent—more specifically, hiring talent with appropriate skills—was posing a big…show more content…
Basically, this step was devised to seek answers to the following questions: • What are the important gaps? • Which of these gaps will throw a challenge to the execution of business strategy? Step 5: Strategies and Implications A distinct part of the strategic workforce planning model, this part was; however, launched by the Pearson team during the risk-analysis meeting. The objective was to brainstorm and devise strategies to address all risks and gaps identified. Following the phone meeting held between September and October 2012, the group compressed the strategy list into three umbrella categories, which were as follows: • Reevaluate the job designs of all roles • Reevaluate the remuneration of all important roles • Devise the talent pipeline for main roles in less-populous areas Step 6: Action and Accountability Basically, strategic workforce planning was an essential element of the strategic as well as business planning process. The accountability and action step were considered as a feedback step. The team devised a set of actions, which could be conducted to address every

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