Harvard Case - LKK: Building A Designer Platform
"LKK: Building A Designer Platform" Harvard business case study is written by Xiaoming Zheng, Ziqian Zhao. It deals with the challenges in the field of Human Resource Management. The case study is 8 page(s) long and it was first published on : Dec 2, 2021
At Fern Fort University, we recommend LKK implement a comprehensive Talent Management strategy focused on attracting, developing, and retaining top design talent. This strategy should leverage technology and analytics to create a data-driven approach to employee performance management, career advancement, and employee engagement. By embracing diversity and inclusion, LKK can foster a culture of innovation and employee motivation that will drive sustainable growth and success in the competitive world of design.
2. Background
LKK, a leading design firm, faces a critical challenge: attracting and retaining top design talent in a highly competitive market. The company's current organizational structure and leadership style are not effectively supporting their growth ambitions. The case study highlights the following key issues:
- Talent Acquisition: LKK struggles to attract and retain top talent due to limited resources and a lack of a structured recruitment process.
- Employee Development: Limited opportunities for professional development and career advancement are hindering employee motivation and retention.
- Organizational Culture: A traditional, hierarchical culture is stifling innovation and collaboration, impacting employee engagement and creativity.
- Leadership: The current leadership lacks a clear vision for talent development and struggles to adapt to the evolving needs of the design industry.
The main protagonists of the case study are the founders, who are grappling with these challenges and seeking solutions to ensure LKK's long-term success.
3. Analysis of the Case Study
To analyze LKK's situation, we will utilize the Human Resource Management (HRM) framework, focusing on the following key areas:
- Strategic HR Planning: LKK needs a clear HR strategy aligned with their business objectives, focusing on attracting, developing, and retaining top talent.
- Talent Acquisition: Developing robust recruitment strategies and leveraging recruitment technology will be essential to attract the best design talent.
- Employee Development: Implementing structured training and development programs and creating clear career paths will foster employee growth and engagement.
- Performance Management: Implementing a data-driven performance appraisal system will provide valuable insights into employee performance and identify areas for improvement.
- Employee Engagement: Building a strong organizational culture that values diversity and inclusion, encourages collaboration, and promotes employee motivation is crucial for retention.
- Leadership Development: Investing in leadership development programs will equip current and future leaders with the skills and knowledge to effectively manage talent and drive innovation.
4. Recommendations
To address the challenges outlined above, LKK should implement the following recommendations:
1. Develop a Comprehensive Talent Management Strategy:
- Strategic HR Planning: Conduct a thorough job analysis to identify the skills and experience required for key design roles. Develop a workforce planning strategy to anticipate future talent needs.
- Talent Acquisition: Implement a structured recruitment process leveraging recruitment technology to attract a diverse pool of candidates. Develop a strong employer brand to attract top talent.
- Employee Development: Create a comprehensive training and development program that includes both technical and soft skills development. Implement a mentoring program to connect junior designers with experienced professionals.
- Performance Management: Implement a data-driven performance appraisal system that provides regular feedback and opportunities for growth.
- Employee Engagement: Foster a culture of innovation by encouraging collaboration, creativity, and risk-taking. Implement employee wellness programs to promote employee well-being.
- Leadership Development: Invest in leadership development programs to equip leaders with the skills to manage talent effectively, foster innovation, and drive organizational growth.
2. Leverage Technology and Analytics:
- HR Analytics: Utilize HRIS to track key HR metrics such as employee turnover, time to fill, and employee satisfaction. Use data to identify trends and areas for improvement.
- Recruitment Technology: Utilize recruitment technology to streamline the recruitment process, automate tasks, and improve candidate engagement.
- Performance Management Systems: Implement performance management systems that leverage data and analytics to provide objective feedback and track employee progress.
3. Embrace Diversity and Inclusion:
- Workforce Diversity: Actively recruit and retain a diverse workforce to foster a more inclusive and innovative workplace.
- Diversity and Inclusion Training: Provide training to employees on diversity and inclusion best practices to create a more welcoming and equitable environment.
- Employee Resource Groups: Support the formation of employee resource groups to provide a platform for employees from diverse backgrounds to connect and share experiences.
4. Foster a Culture of Innovation:
- Organizational Culture: Promote a culture of collaboration, creativity, and risk-taking. Encourage employees to share ideas and experiment with new approaches.
- Employee Motivation: Offer competitive compensation and benefits packages, provide opportunities for career advancement, and recognize and reward employee contributions.
- Innovation Programs: Implement programs that encourage employees to develop and share innovative ideas.
5. Invest in Leadership Development:
- Leadership Development Programs: Develop leadership development programs that focus on building the skills and competencies required to effectively manage talent, foster innovation, and drive organizational growth.
- Mentoring and Coaching: Pair junior leaders with experienced mentors to provide guidance and support.
- Succession Planning: Develop a succession planning strategy to ensure a pipeline of qualified leaders for the future.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations are aligned with LKK's core competencies in design and their mission to create innovative and impactful designs.
- External Customers and Internal Clients: The recommendations aim to attract and retain top talent, which will directly impact LKK's ability to deliver high-quality design services to their clients.
- Competitors: The recommendations are designed to help LKK stay ahead of the competition by attracting and retaining the best design talent in the industry.
- Attractiveness: The recommendations are expected to improve LKK's financial performance by increasing employee productivity, reducing employee turnover, and enhancing their ability to attract and retain top talent.
6. Conclusion
By implementing a comprehensive Talent Management strategy, LKK can address its current challenges and position itself for sustainable growth and success. By focusing on attracting, developing, and retaining top design talent, LKK can create a culture of innovation and excellence that will drive its future success.
7. Discussion
Other alternatives not selected include:
- Outsourcing HR Functions: While outsourcing HR functions can be cost-effective, it may not be the best option for LKK as it could lead to a loss of control over talent management and a disconnect between HR and the design team.
- Mergers and Acquisitions: Acquiring another design firm could provide LKK with access to new talent and resources, but it could also present integration challenges and cultural clashes.
Risks and Key Assumptions:
- Implementation Challenges: Implementing a comprehensive talent management strategy will require significant time, effort, and resources.
- Cultural Resistance: There may be resistance to change from employees who are accustomed to the current organizational culture.
- Competition for Talent: The competition for top design talent is fierce, and LKK may need to offer competitive compensation and benefits to attract and retain the best candidates.
8. Next Steps
To implement the recommendations, LKK should take the following steps:
- Develop a Detailed Implementation Plan: Create a detailed plan outlining the specific actions, timelines, and resources required to implement each recommendation.
- Secure Leadership Buy-in: Obtain buy-in from senior leadership for the proposed changes and secure the necessary resources to implement the plan.
- Communicate the Strategy to Employees: Communicate the new talent management strategy to employees to ensure they understand the rationale behind the changes and their role in achieving the desired outcomes.
- Monitor Progress and Adjust as Needed: Track the progress of the implementation plan and make adjustments as needed based on the results.
By taking these steps, LKK can successfully implement a comprehensive talent management strategy that will drive its future success.
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Case Description
In 2014, as the firm celebrated its ten-year anniversary, Jia started to take an interest in the sharing economy that was sweeping China. He was intrigued by the sharing concept and wondered whether designers' work time and professional abilities could be shared. He twice attempted to establish sharing models and was not frustrated by the setbacks. He kept searching for a good business model that could make his idea work. In 2016, for the first time, LKK's 100 per cent annual growth rate started to show sluggishness. This time, he decided to fully devote himself to the new economy as he knew this would become a new growth driver for the company and for the design circle. He was so determined that he appointed someone to take care of the traditional design company, LKK, declaring that he would focus 100 per cent on the new model and would lead the new team to "disrupt LKK". In July 218, a fire burnt LKK's Beijing office. Jia was surprised by what the office symbolized to his team when he saw an old partner break into tears. It suddenly hit him that his full devotion to the sharing platform model might have hurt the feelings of his old partners and have shaken LKK's basic values, professional idealism, pride and ambition of LKK designers. This was probably the deep-rooted reason why they felt so frustrated by the fire. Most senior designers were against the new model. Jia needed to conduct this venture by himself. Consequently in 2016, he founded a separate firm, LKKer, a platform company, later referred to as LKP, without taking any one from the LKK team. Inside LKK, a friendly joke, "the chairman went out to start his own business", went viral, and Jia perceived LKK staff hostility towards LKP. Jia desperately needed talent support from LKK and also LKK's existing brand influence, but he found himself unable to utilize these resources at LKP. LKP's first two years were very difficult.
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