Challenge your business acumen and receive Business recertification credits! Explore the issues and solutions experienced by high-profile organizations and engage in an interactive learning experience with participants from other organizations and facilitators of MSEC.
• Expose participants to current business issues and practices using high-profile organizations as examples.
• Analyze cases exploring topics such as:
- Customer Service
- Change Management
- Managing People
Note: Each seminar requires pre-reading and prep work by partici- pants. Materials will be emailed to participants before each seminar.
Gravity Payments: $70,000.00 Minimum Salary Company, Denver - March 23
In April 2015, Dan Price, founder and CEO of Gravity Payments, announced that all employees would receive an annual salary of $70,000 over the next three years. Price said he was concerned about the increasing pay gap in the U.S. The news went viral. Many applauded Price, causing an initial rise in business for Gravity. However, a backlash soon ensued; both internally and externally. Some senior employees resigned, and Price’s brother, a minority shareholder, filed a lawsuit; saying that he felt the move would hurt Gravity. Some clients left Gravity, and competitors criticized Price. Employees were not the only stakeholders affected by Price’s actions. What should Price do now?
Uber: Changing the Way the World Moves Denver - May 23
In 2015, Uber began building what may be the largest point-to-point transportation network of its kind and has literally changed the way the world moves. The Company has an unbelievably lightweight infrastructure. It owns no vehicles, employs no drivers and pays no vehicle maintenance costs. Rather, its network relies on peer-to-peer coordination between drivers and passengers; enabled by software and reputation. However, Uber’s business model is disruptive. Disruption can be a good thing, but disruptive companies tend to break things. Uber’s innovative business model is outpacing many of the laws regulating its industry, and Uber does not appear to be willing to wait for the regulatory system to catch up.
LinkedIn and Modern Recruiting, Denver - August 8
In 2015, LinkedIn needed to quickly hire the very best people to support and fuel the explosive growth it was experiencing. This case discusses LinkedIn’s hiring approach and details how the Company used its own online recruiting products to attract and retain talent. At the same time, the Company was creating new recruiting models that put it at the forefront of modern recruiting. LinkedIn had done well in recruiting top talent to this point. However, as it rapidly scaled, the challenge became competing with other tech firms to attract highlyskilled engineers. This case explains specific techniques that LinkedIn’s recruiting team used to attract talented candidates for positions in engineering, sales and other departments.
Scaling Compassion: The Story of Google Employee #107, Denver - November 3
When Google allowed its engineers to spend 20 percent of their time pursuing a passion, Chade-Meng Tan decided to spend his time on a cause near to his heart - creating the conditions for world peace within his lifetime. After much research and consultation with scientists, monks, academics and more, he concluded that the road to peace was paved with compassion-the happiest brain state ever recorded by neurologists. His initiative now had a focus, and soon, his “Search Inside Yourself” program was being delivered at Google and other forward-thinking organizations. He describes his journey and what he believes lies ahead if we are able to scale compassion.
Organizational managers and leaders, as well as anyone looking to increase their understanding of key business concepts, principles, and applications
Each case qualifies for 3.0 SPHR Business recertification credits or a total of 12 credits for all four cases.