HRM / Organizational behaviour Case Study

Mattel’s Workforce Strategy

OR

Abstract:
Mattel, the world’s largest toy company designs, manufactures, markets, and distributes a wide variety of toys and games in 150 countries. CEO Jill Barad’s (Barad) growth-by-acquisition strategy has misfired and the company has posted hefty losses. Robert Eckert (Eckert), who replaces Barad as the CEO in May 2000, has decided against a cost cutting strategy to shore up profits. Instead, he focuses on human resource (HR) management to turn the ailing company around. Eckert commissions a global internal survey to understand what Mattel has been doing right and what it has been doing wrong from the perspective of workers. He tries to unify the workforce by creating tangible development programmes to generate a more skilled and competitive workforce and establish metrics to understand how the workforce is performing. He also sets up a systematic succession strategy to retain Mattel’s homegrown talent.

Pedagogical Objectives:

• The case discusses Mattel’s human resource (HR) strategy and debates what Mattel has been doing right and what it has been doing wrong from the perspective of workers
• It outlines Mattel’s new HR development programme which aims at generating a more skilled and competitive workforce and establishes metrics to understand how the workforce is performing
• The case also outlines the company’s succession strategy to retain Mattel’s homegrown talent.

Keywords : Mattel, Workforce strategy, Toys and Games, Barbie, Hot wheels, Fisher-price, Robert Eckert, Supply chain, HRM Case Study, Human resources management, Performane management system, Talent management system, Leadership, Mattel's turnaround, Toy commerce, Inventory management

Contents:

• Background Note
• Eckert's Strategy
• Unifying the Workforce
• Standardising People Development
• Looking Ahead