商品敘述：

Karen Barton, Zendal Pharmaceuticals'' senior vice-president of human resources, was livid when COO Dave Palmer slashed her executive education budget by 75%. Without funding, there could be no in-house leadership development program, which was to be the first step toward a full-blown Zendal University. Palmer was not against bold initiatives, but sales were down 26%, and there was that $300 million debt Zendal took on when it acquired Premier Pharmaceuticals. As a result, Barton''s budget wasn''t the only one being cut. Palmer added that it wasn''t clear what the return on investment of her proposed program--or any of her current ones for that matter--would be. Barton''s analysis had been woefully short on quantitative benefits. Figuring ROI for people isn''t the same as calculating the payback from a machine, Barton complained to friend and ally Carlos Freitas, head of the medical devices division. But Freitas disagreed: "If you want dollars, you have to show how you fit in with [management''s] plans. You must be willing to fight for resources with the rest of us." She knew Freitas was right. She needed to make the case that doubling her budget was a smart move even in tough times. The question was, How? In R0305A and R0305Z, four commentators--Susan Burnett, an HR executive at Hewlett-Packard; Mike Morrison, dean of the University of Toyota; Noel M. Tichy, professor at the University of Michigan Business School; and David Owens, vice-president of Bausch & Lomb''s corporate university--offer advice on this fictional case study. For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is reprint R0305Z. The complete case study and commentary is reprint R0305A.

涵蓋領域：

Return on investment;Leadership;Organizational development;Hiring and recruitment

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