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Learning outcomes This case study provides students/managers an opportunity to learn about:▪ Learning objective 1: Critically analyse reasons for the disgruntlement of delivery partners of Zomato.▪ Learning objective 2: Evaluate Zomato’s moral obligations to gig workers in the absence of government regulations.▪ Learning objective 3: Analyse the drivers of well-being affecting e-commerce delivery partners.▪ Learning objective 4: Evaluate the welfare schemes undertaken by Zomato for its delivery partners and infer well-being measures that can be adopted to improve worker engagement. Case overview/synopsis The focus of this case was the crisis at Zomato as a result of the protests by gig workers engaged as delivery partners at the company. This case discussed the CEO’s dilemma in resolving the crisis. Zomato's business model was discussed to provide students an overview of the dynamics and challenges of online food delivery business; the company’s initiatives to enhance the robustness of its business model and the resulting media backlash questioning some of these initiatives that could endanger the lives of its delivery partners. In addition, this case explored the lack of regulatory provisions for gig workers in India. Finally, the options available to the protagonist to mitigate the crisis were discussed. The focal point was the well-being initiatives that the protagonist could consider implementing to address the concerns voiced by the delivery partners and encourage them to engage in Zomato's business with positivity. Complexity academic level The case is best suited for postgraduate and executive students studying Human Resources subjects in Commerce and Business Management streams. Supplementary material Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

The Hindi term 'jugaad' is closely linked to frugal innovation. In resource-scarce environments, organizations can thrive by developing jugaad-related leadership abilities. Previous research on jugaad has focused primarily on individual problem-solving and overlooked the leadership skills necessary to implement it in organizational settings. This study employs a theoretical lens of leadership competency models, interpretive phenomenology, purposive sampling, and an inductive data-driven coding approach to explore the jugaad leadership competencies of 28 Indian business leaders and managers. The study presents the Jugaad Leadership Competency (JLC) model, identifying ten competency clusters exhibited by jugaad leaders. This is the first study to develop a model for jugaad leadership in organizational settings. In environments characterized by scarcity and intense competition, the JLC model can aid individuals and organizations in acquiring the necessary competencies for frugal innovation. The study evaluates the theoretical and practical implications of the findings, their transferability, and limitations and offers suggestions for future research.

Technological innovations are changing the industrial landscape. As technology transforms the world, the HR function needs to focus on embracing automation and other technologies that promise efficiency, service effectiveness and cost savings. Deployment of robotic process automation (RPA) can help (a) to offer better service to employees and managers (b) ensure compliance of HR processes with standards and regulations (c) facilitate rapid initiation and completion of HR processes (d) enhance efficiencies by digitizing data and auditing process data (e) improve HR productivity and cost savings by automating manual and repetitive tasks. A robust and structured approach needs to be in place to identify HR processes that can be automated using the RPA approach. In this paper the authors (a) suggest a four step approach – validation, assessment, evaluation and classification - to analyze processes and verify their suitability for automation using RPA (b) identify HR processes that has relevance for the RPA approach within the broad areas of HR Strategy, Talent Acquisition, Talent Development & Performance Management, Compensation & Benefits, HR Operations and Employee Relations (c) recommend a process for mapping HR RPA propensity. A case study is also presented for greater clarity on adoption of RPA in HR processes.

The rapid evolution of technology is having a significantimpact on work, workplaces and the HR function. Thefunction is under demand to address a range of questionsthat includes adding strategic value, greater use oftechnology in HR processes, and making the workforcemore agile. In the first part, the paper provides aconceptual overview of the complex forces of changeimpacting workplaces, work and HR. Next, currentliterature and industry reports have been reviewed tooffer insights on how companies could choose differentapproaches to respond to these complex forces of change -Pathfinding HR, Searching HR, and Disconnected HR.Finally, the paper makes recommendations on the fourHR capabilities - workforce shaping, passing the culturetest, employee experience by design and workforceinsights - companies need to develop to be future-ready.