Murata Electronics Singapore: Driving Talent Management with Data

Name: Murata Electronics Singapore: Driving Talent Management with Data (English version)
SKU: W47815

Hong Ming Tan, Ella Keppo

Product #:W47815

Supplier:Ivey/NUS

Discipline:Human Resource Management, Organizational Behaviour/Leadership

Setting:Singapore, 2025

Details:Case (PDF) • 11 pages • 2026-03-31

Subjects:

Organizational culture Organizational behavior Talent management Regression analysis

Geography:

Singapore Asia

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$9.71

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In early 2025, Elise Lim Ying Qi, a new analyst in the human resources (HR) analytics team at Murata Electronics Singapore Pte. Ltd. (MES), had inherited a regression-analysis project that identified key drivers of employee engagement. With results showing that variables like collaboration and job satisfaction were significant, Lim was now expected to interpret the findings and determine what next steps the company should take to improve employee engagement and retention. She was considering conducting focus groups to explore the results more deeply, but she wasn’t sure which employees to include, how to group them, or how to translate quantitative findings into actionable strategies. Facing uncertainty about how to design follow-up focus groups and communicate insights, she was navigating the challenges of applying data-driven methods in a traditionally qualitative HR environment.

Learning Objectives

This case can be used in a graduate (MBA)-level course in human resource management, organizational behaviour, or business analytics. It is particularly useful in modules focusing on employee engagement, survey analysis, HR strategy, or change management. It can also be used in an undergraduate-level course, with appropriate modifications to the teaching plan to avoid referencing past working experience. The case provides students with insights into the practical challenges of designing data-driven HR strategies in large organizations and the complexity of balancing quantitative rigor with qualitative exploration and explains how one firm eventually transitioned to deliberative polling and preference surveys to test new HR policies with greater employee involvement. After working through the case and assignment questions, students will be able to do the following:

Define and contextualize talent management as a strategic HR function.
Explain how to interpret regression outputs from engagement surveys.
Evaluate the limitations of global employee surveys, and justify the need for local analysis.
Consider strategies for designing qualitative research (e.g., focus groups) based on quantitative findings.
Identify the ways in which data can guide HR policy and cultural change in an organization.