what is a case study in recruitment

Elite Human Capital

Executive search. recruitment. talent advisory. career coaching. outplacement., case studies in the recruitment process – an assessment method for gathering data on a candidate.

Recently I started recruiting for a management consulting company who uses client case studies as part of their selection process. For them, it has proven to be an effective way of gathering information on a candidate to assess suitability.

To better understand the use of case studies in the recruitment process, my assistant Laura and I did research into the topic, this blog post is to share that information with you.

An overview of case studies in the recruitment process

Case studies are used as a method of competency measuring. Competency methods can focus on technical abilities, social and behavioural skills, or a combination of the two.

Case studies are most popular in management consulting (though they are used in some other industries) since they are able to mimic the kinds of tasks that would be required in the job.

They are done face-to-face during a specified time slot or given to the candidate to complete in their own time.

See Hiring by Competency Models, Patty Grigoryev (2006)

University of Sydney, Case study interviews https://sydney.edu.au/careers/students/applying-for-jobs/interview-tips/case-study-interviews.html

Research on case study efficacy

The premise behind administering a case study as an assessment method is that it offers a level playing field, to some degree, by allowing shortlisted candidates to demonstrate their technical abilities and personal qualities irrespective of past experience and qualification(s).

Case studies enable interviewers to see the strengths and weaknesses of candidates in action, including:

• Engaging in logical and analytical reasoning.
• Thinking creatively and generating innovative solutions.
• Problem-solving.
• Working under time pressure.
• Effective communication skills, including presenting in front of one or several interviewers and using a whiteboard to express concepts.

Case studies are detailed in their nature, add cost to the overall recruitment process (because they require time and resources to administer) and are often one of the final stages in the recruitment process.

Reducing the risk of a bad hire

It is well-established that the costs of a bad hire for a business are huge, especially in leadership roles where it can affect the performance of the whole team.

The hard costs of a bad hire are estimated to range between 50% and 200% of the first-year salary. In management consulting, a bad hire cannot only affect the internal team – a poor client experience can have significant impacts from a brand and billing perspective.

Finding ways to reduce the number of bad hires isn’t easy, case studies have been developed to provide additional data points to make a more informed hiring decision. Using competency modelling methods such as case studies, it has been shown to increase success in hiring decisions, with the most significant improvement stemming from a better culture fit.

Talent Management 360, Using case studies to recruit talent https://talentmanagement360.com/using-case-studies-to-recruit-talent/

Case studies and management consulting companies

Big 4 accounting firms and strategy consulting houses like McKinsey and Bain consistently use case studies in their recruitment process, for example:

PWC appears to only use case studies in relation to taxation and when hiring recent graduates. They are described as “provide students with realistic fact situations in which a number of tax problems and opportunities can be identified”. They acknowledge that law students and business students may choose to approach them differently and give some background regarding the issues and deliverables expected, such as that students are expected to “incorporate a certain amount of tax planning into their solutions”.

https://www.pwc.com/us/en/careers/university-relations/tax-case-studies.html

By contrast, Deloitte’s approach is broader. The case interview is designed to assess problem-solving and analytical skills, as well as logic and strategy. However, it is also designed to give candidates an insight into their prospective role, since the cases align with real projects. They clearly step out a five-step approach that candidates should use to address the case interview and give a list of helpful tips that they recommend will help interviewees get the most out of the experience. There is also an interactive case interview practice website ( http://caseinterviewprep.deloitte.com/ ) designed to assist.

https://www2.deloitte.com/us/en/pages/careers/articles/join-deloitte-careers-case-interview-tips.html

McKinsey & Company who are notorious for gruelling recruitment methods, with some prospective employee’s having up to 20 interviews before receiving an offer, including a compulsory case interview.

McKinsey offer four example case interviews, which can all be found at this link:

https://www.mckinsey.com/careers/interviewing

Bain states that any candidate applying for a consulting role should expect a case interview, and those cases will be based on Bain’s client work. They provide two examples, as well as a mock interview for candidates to watch:

https://www.bain.com/careers/interview-prep/case-interview/

Capital One

Capital One also has a detailed case study guide which demonstrates what they will assess (problem solving and analytical skills) as well as providing examples:

https://jobs.capitalone.co.uk/business-analyst-case-study-guide

Time allotted

The PWC case studies are to be done in the student’s own time, but there is a general guideline offered: “The time required of the student to complete the case requirements will vary greatly, depending upon the level of tax knowledge of the individual student, their software skills, and the number and type of issues in each case. As a very general guideline, each case study, with all issues included, should require not less than 10 hours of issue formation, research, and analysis by a graduate tax student, before the final deliverable(s) are developed.”

Deloitte’s case interview preparation page states that each case is 15-20 minutes long but does not give any set time limits and there is no suggestion that responses are timed.

See PWC Case Studies in Taxation https://www.pwc.com/us/en/careers/university_relations/documents/Case-Studies-in-Taxation-2018.pdf

Measuring the responses

PWC’s case studies are designed to test both technical skills (tax knowledge, Excel ability) and broader skills such as problem solving and creativity. It is stated that the ‘deliverables’ can be in many forms including “a letter to the client identified in the case study, a memo to the client file, or preparing a ruling request for the IRS. Some case study users require oral presentations. These may take the form of a straight presentation or role-play in the setting of a client meeting, resolution of an audit, or representation of a client in a court.” Actually measuring these is not expressly dealt with, but the document does provide a set of solutions to each case study for comparison, akin to a marking key.

By comparison Deloitte is focused less on finding the ‘right answer’ and emphasises that candidates will do well by clearly demonstrating a logical thought process. Having a clear structure and acknowledging any assumptions are listed as recommendations. Possible answers are given in the example attached and they focus on having both justifications and implications for each point. It’s all about the ‘how’ rather than the ‘what’. For numerical/technical questions however, there is a clear right and wrong.

Other methods of work sample testing

There are alternative methods for collecting data points on a candidate, these include: written questionnaires, take home or in office real life job tasks, online assessment tools and group assessment centres.

One hiring manager I was recruiting for would take a full two hours to conduct an interview with a candidate. In the first hour he would cover off behavioural and company ‘fit’ questions, in the second hour he would launch into a long list of technical questions, including real case study examples from working at his company.

This thorough approach made the hiring manager more confident in his decision to hire the individual (or not hire if the candidate wasn’t strong enough).

Here are some other quality articles on evidence based interviewing and testing.

• The Case for Evidence Based Interviewing: Part 1 and Part 2
• Assessing Soft Skills

When I’m engaged to conduct a recruitment process for a client I recommend gathering as many data points on the candidate as possible – including a type of work sample, if possible.

I’m always looking for ways to help organisations recruit better. Leveraging years of experience in corporate recruiting I can assist with finding the bottlenecks and weak points in your hiring process and improving hiring outcomes.

Find out more about my services here: https://elite-human-capital.com/consulting-services/

To talk with me about how I can help, make contact today.

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Skills-based success: 10 recruiting case studies

The working world has been turned on its head with the pandemic, the Great Reshuffle, and the resulting skills shortage. Companies are searching for a powerful, sustainable way to recruit and retain talent, and 73% of them are now opting for skills-based hiring practices.

Skills-based recruitment practices are for everyone. Don’t believe us? We've put together 10 recruiting case studies that demonstrate how different individuals, industries, and regions have successfully implemented skills-based hiring.

Table of contents

What's the purpose of a recruiting case study, 3 personal recruiting case studies, 3 recruiting case studies by industry, 4 recruiting case studies by region, looking for more recruiting case studies, the state of skills-based hiring 2023.

Read TestGorilla's annual report to discover why over 70% of companies chose to adopt skills-based hiring methods in 2023.

In recruitment, case studies are helpful tools for employers seeking to build, develop, or optimize their recruitment processes. They can be great sources of information and inspiration. By understanding the successes and failures others have had with their hiring processes, hiring managers can take any relevant learnings without having to make the same mistakes that others have.

To make these recruiting case studies relevant for as many people as possible, we've divided them into personal case studies, case studies by industry, and case studies by region. Let's dive in.

Let’s first look at the personal stories of some stellar individuals who were recruited into their ideal industries using skills-based practices. These people didn’t have traditional backgrounds, but because of their unique skills, they got into amazing roles. All that was needed was a chance to prove those skills during recruitment.

1. Justin Hutchinson

Justin Hutchinson wanted a future in football, but he was faced with a hard choice at age 14: Focus on his career prospects or take care of his father with cancer.

Justin, of course, chose his father and has never regretted that choice, but it did mean giving up the chance of achieving his dream job.

After his father’s passing, Justin attended a community college to fulfill his father’s wish for him to get a degree. To pay rent and living expenses, Justin got a job at a smoothie franchise.

His aim was to simply support his cost of living by making fast food – but it turns out Justin’s real skill was people and communication.

Justin would study the cars that drove up, memorize their orders, and have them ready so he could spend time talking and getting to know the customers instead of making drinks.

One of Justin’s customers was a chief executive of a marketing company and was so impressed with his people skills, he offered Justin an internship.

It wasn’t long before Justin used his soft skills to turn that internship into a full-time position. He dropped out of college, poured his heart and soul into the role, and attained the role of Director of Business Development.

Justin attributes his success to his best skills:

Workplace empathy

Strategic and critical thinking

Sales management

Justin didn’t have a typical marketing background – his experience was a partial college education with no degree, on-the-job experience (and not a traditionally “relevant” job), and his internship.

Not everyone can find the perfect marketer in a charismatic smoothie server, but online skills testing holds the same principles: Look at abilities first and ask questions later.

Sales and marketing are industries that are uniquely dependent on soft skills, which makes skills-based hiring an obvious choice for recruiting. For information on how it helps with the tricky subject of ramp time, read our article on skills-based hiring and ramp time.

2. Latisha Carter

Latisha Carter had a dream of excelling in corporate America, but she never got the opportunity to attend college.

At age 17, Latisha became a single mother. This put her dreams of college on hiatus for the foreseeable future.

Three years later, after having another child, Latisha got a job as a nursing assistant. But she still couldn’t shake her desire to make it in the corporate world.

She secured a call center job with NCR, a software company, driven by their offer of extensive employee training. 

Offering extensive upskilling and reskilling is one of the best things you can put on the table for potential candidates. A study by Lorman showed that 59% of Millennials believe that development opportunities are extremely important when deciding whether to apply for a position.

Latisha used her experience at NCR to get a role in customer service at the software company Sage.

With determination and hard work, she continued to work her way up for 20 years until she became a director at Xero, an accounting technology company.

Latisha is now proudly a director in corporate America with no college degree. Her company is reaping the benefits of her presence and skills. 

In the second half of 2021, Xero’s approach to skills-based hiring and its emphasis on diversity pushed a 7% increase in racial and ethnic diversity.

Jana Galbraith, the executive general manager for people experience partnering for Xero, says: “ [H]istorically, hiring based on degree exclusively has perpetuated discrimination .”

This boost is great news for Xero because the benefits of diversity are broad and include increased productivity, innovation, and financial performance.

Latisha’s struggle to succeed is unfortunately common for working mothers. To learn more about this, read our article on the motherhood penalty .

3. Cindy Veach

Cindy Veach didn’t have a traditional background. She had all the tech know-how, but she only had experience involving massage therapy and social services.

But she had the skills and she knew it. Cindy says it was a happenstance that she stumbled upon her perfect role; she just wanted a role where she could use her best talents.

“I was looking for jobs I had the right skills for, organizational skills in particular,” said Cindy.

She happened upon a tech administration apprenticeship program at IBM. Before then, she saw her tech skills as just a hobby and never imagined herself in the tech industry – but she applied and was accepted.

Cindy had a steep learning curve ahead of her. She possessed the base tech skills but needed the training to reach the right level.

She attributes much of her success to the flexibility of her mentors. They continually told her that if a path “didn’t feel right,” she was welcome to experiment and try something new.

At the end of the apprenticeship, she applied for a network operations technician role and was hired. She took a position with flexible work options so she could still care for her two children comfortably. 

Skills-based hiring made this outcome possible. Cindy’s communication skills, digital expertise, and problem-solving abilities helped her secure her role, and the focus on continuous improvement is helping her develop it .

She says that the combination of her appetite for learning and her employer’s support for her success is the perfect duo for creating limitless growth.

We’ve heard plenty of people say “skills-based hiring doesn’t work in my industry.” But that’s just yet another myth we’ve debunked . Let’s take a look at a handful of case studies about how companies within certain industries have succeeded with skills-based recruitment initiatives.

4. Healthcare

Healthcare administration is an industry that’s notoriously difficult to get into. Between receiving a bachelor’s degree and completing a master’s program, it can take six to eight years of rigorous commitment.

However, more opportunities are arising that allow equally qualified candidates to get in without obtaining specific educational requirements.

Sam Saucedo-Hernandez had a tumultuous life, but she only ever wanted a solid career. As a child of parents who emigrated from Mexico, she wanted to be the first generation in her family to attain a degree.

Sam watched her parents struggle with low-wage jobs and promised herself she would do better for herself.

Her first attempt was at law school where she spent several years studying hard. Sam was ecstatic to get her degree and begin a career in law.

But two weeks after she got her associate of science degree, the school got shut down for fraud, leaving Sam jobless and $60,000 in debt.

Sam faced many challenges, but the turning point in her story was the day she received a letter promoting a no-cost medical administrative assistant job training program from JVS.

JVS is a program that helps people build skills and find solid career connections – particularly in the healthcare industry.[1]

JVS has seen amazing success with over 500 employer partners and an emphasis on promoting diversity: 88% of their participants are Black, Hispanic, Asian, or a wide range of other ethnicities.

Sam applied for the program and was accepted. She secured a position as a medical administrative assistant, but her training has led her to her current role in the audiology department.

Though she’s fortunate for her position, Sam says she’s still looking forward, wondering where her skills can take her from here. 

Programs like JVS are working tirelessly to make more stories like this possible. With a focus on skills over experience, they bring in valuable candidates to industries that may otherwise be restricted to them.

5. Manufacturing

Steelcase, a furniture manufacturing company, wanted to build a fairer place for employment opportunities and encourage better representation for employees of color. So they adopted skills-based hiring practices.

They’re far from the only ones. According to TestGorilla’s State of Skills-Based Hiring report, 85% of businesses in 2023 had the goal to increase diversity.

And companies are succeeding at this by implementing skills-based hiring: 91% of organizations saw an increase in diversity due to skills-based hiring.

Steelcase realized that if they truly wanted to boost their DE&I initiatives , traditional hiring methods wouldn’t do.

They decided their hiring processes needed to be revamped for the better, so they adopted some new practices:

Prioritizing skills over resume and pedigree

Removing experience requirements wherever possible

Favoring continuous improvement over perfection

Revamping job descriptions to reduce biased language

Prioritizing diversity among equally qualified candidates

Steelcase decided that practices like these would enable them to reach diverse talent organically, and it worked. Since the program started, Steelcase’s new hires are 55% women and 30% racial or ethnic minorities.

Steelcase’s initiatives are amazing, so we encourage similar active moves to boost diversity. To read more about this topic, read our blog on why being intentional about workplace diversity is non-negotiable .

6. Software

ADP, an HR management software company, adopted a recruiting strategy to focus on skills , rely less on credentials, and make an effort to provide opportunities for candidates with nontraditional backgrounds.

This strategy included training talent acquisition professionals on best practices, hiring specific diversity recruiters, removing degree requirements from high-volume recruiting roles, and leveraging better training and mentorship for new hires.

What were the results? ADP saw great success in one year:

An increase in the number of candidates with no college degree

An increase in Black representation in the candidate pool

An increase in Hispanic representation in the candidate pool

This program was heavily inspired and backed by Maria Black, the chief executive of ADP, and her strong belief in corporate social responsibility.

She has a strong passion for supporting working women, veterans, and other underrepresented talents.[2]

Maria is an excellent example of the power of leading from the top. When your company’s leadership supports a great cause, it benefits both employees and company alike and builds a better organizational culture .

Next, let’s take a look at some case studies about the regions and countries that are taking on skills-based recruitment practices. For more on this subject, check out our post on skills-based hiring around the world .

7. Maryland, USA

In 2022, the state of Maryland dropped four-year degree requirements for thousands of jobs in the government sector.

The aim of this initiative was to draw attention to the value of alternative credentials and experience. State officials want to give people a better shot at securing a stable, fulfilling job.

Governor Larry Hogan was quoted as saying:

“[W]e are ensuring qualified, non-degree candidates are regularly being considered for these career-changing opportunities.”[3]

Over 38,000 people work for the state of Maryland and it’s estimated that more than half of those jobs can be performed by people whose alternative skill routes can easily substitute for a college education.

These alternative routes include:

Life experience

Non-relevant job experience

Hobbies and volunteer work

Alternative training

Community college education

Maryland estimates that about 47% of its working population are STARs (skilled through alternative routes). That’s 2.8 million workers, and these people need solid opportunities – opportunities that they can access through skills-based hiring.

To learn more about how unnecessary degree requirements are holding top talent back, read our blog on degree inflation .

8. Indiana, USA

Indiana’s tech leaders are struggling to attract and retain great talent. They’re facing a major skill shortage and they can’t solve it with the “usual” hiring methods.

Traditional recruiting methods exclude over 95% of Indiana’s workforce.

Indiana has a workforce of 3,332,239 people, but consider this:

A four-year degree requirement removes 75%

Biases can eliminate up to 30% of the pool

Requiring specific past experience removes 93% of the talent pool

With all of that in mind, a pool of more than three million candidates is reduced to just over 42,000.

Indiana’s Office of Technology (IOT) realized that skills-based hiring practices could fix this problem and solve their shortage.

They started by removing degree requirements from most job descriptions, then took the next step and started offering reskilling opportunities to workers from alternative industries, such as line cooks and truck drivers.

Tracy Barnes, IOT’s chief information officer, said that the results of the program have been positive and they’re “very pleased” so far. She also said that she’s equally excited to see the positive life impacts for the candidates involved.

9. Asia-Pacific

Skills-based hiring is quickly gaining traction in the Asia-Pacific area.

One study showed that 79% of businesses in the Asia-Pacific area look for skills when hiring versus the 21% that prioritize education and experience.[4]

The same study found that internal mobility is more important than ever and that companies want to prioritize gender equality and disability inclusion . These points can also be accomplished by adopting skills-based hiring.

Asia-Pacific is looking to skills-based practices to improve the future of their recruitment processes, but Singapore-based TruTrip is already reaping the benefits .

TruTrip is a business travel management company that needed help assessing candidate skills and hiring the best candidates, so they gave TestGorilla a try.

Here are a few ways that TestGorilla’s pre-employment skills testing helped TruTrip’s recruitment processes:

Gives them a way to objectively assess applicants’ skills and knowledge

Helps them eliminate bias from the hiring process

Enables them to consistently make better hiring decisions

Reduces their reliance on resume screening

Enhances teamwork and communication

Improves the employee experience of new hires

According to Hugh Batley, the founder of TruTrip, their new hires are a better fit. These employees become great contributors and have a better initial experience with the company.

TestGorilla also helps TruTrip save thousands of dollars by reducing the chances of a costly mis-hire. 

This isn’t unusual. According to TestGorilla’s State of Skills-Based Hiring report, 92.5% of organizations using skills-based practices saw a reduction in mis-hires in 2022.

10. The UK and the EU

The UK and the EU have developed a strong focus on skills over the past few years.

Interest in skills-based hiring in the UK rose 63% from 2021 to 2022 . This drastic increase is due to employers wanting a wider talent pool and candidates prioritizing and valuing their alternative experience.

This move is helping job opportunities reach the 73.6% of people in the United Kingdom who don’t possess a four-year degree. [5]

As for the European Union, they developed the “Pact For Skills” program in 2020. This program was created to encourage and fund better upskilling and reskilling while also promoting greater diversity and gender equality.[6]

A good example from both areas is the British-Lithuanian bank, Revolut.

Revolut adopted skills-based hiring by using TestGorilla’s skills tests and, as a result, improved their time-to-hire by 40% .

Among many other benefits, Revolut found TestGorilla’s language tests life-saving. Assessing language proficiency is essential for a multinational company, but traditional methods are time-consuming and laborious.

TestGorilla’s language tests help Revolut to quickly and easily evaluate their candidates’ reading, writing, listening, and speaking skills. This helped them to nearly fully automate their screening process, improving time-to-hire greatly.

To read more case studies and success stories about skills-based hiring, check out our 10 stories that demonstrate the power of skills-based hiring or our collection of customer case studies .

Here are 3 top picks from our case studies:

Revolut improves time-to-hire by 40% using TestGorilla

Design Pickle uses TestGorilla to boost application completion rate by 25%

TestGorilla helps TruTrip to save money and improve employee experience

If you’d like to acquaint yourself with a solid skills-based hiring practice, browse our test library and review our skills tests.

“JVS 2022 Impact Report”. (2022). JVS . Retrieved March 6, 2023. https://impact2022.jvs.org/

“Maria Black, president and CEO”. (n.d). Business Roundtable. Retrieved March 6, 2023. https://www.businessroundtable.org/about-us/members/maria-black-president-and-ceo-adp

McGraw, Mark. (April 4, 2022). “Dropping Degree Requirements: Do Employers Still Care About Education?”. World at Work . Retrieved March 6, 2023. https://worldatwork.org/resources/publications/workspan-daily/dropping-degree-requirements-do-employers-still-care-about-education

“The Future of Talent”. (2021). LinkedIn . Retrieved March 6, 2023. https://business.linkedin.com/content/dam/me/business/en-us/talent-solutions/resources/pdfs/future-of-talent-whitepaper.pdf

“Overview of the education system”. (2022). Education GPS . Retrieved March 6, 2023. https://gpseducation.oecd.org/CountryProfile?primaryCountry=GBR&treshold=10&topic=EO

“Pact for Skills”. (November 10, 2020). European Commission . Retrieved March 6, 2023.  https://ec.europa.eu/social/main.jsp?catId=1517&langId=en

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15 HR Analytics Case Studies with Business Impact

NOVEMBER 5, 2018

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Case Study: Strategic Workforce Planning for Rail Infrastructure Managers

MARCH 30, 2020

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MARCH 15, 2022

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ATS software are dedicated automation tools that simplify the recruiting process for employers and talents. The systems then naturally implement these sequences, typically screening resumes, shortlisting the best applicants, scheduling interviews, and notifying recruiters of scheduled appointments. How Does AI Enhance ATS?

Dell Technologies Case Study

DECEMBER 4, 2020

In our Dell Technologies case study , we share Stories Inc.’s has been working with Dell for years to create recruitment marketing content campaigns that attract women in tech, veterans, and interns. delivered a content library for all recruitment marketing stakeholders to use. Get the full case study .

13+ HR Case Studies: Recruiting, Learning, Analytics, and More

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Case Study: MarketGap’s Innovative Strategy for Agile Workforce Evolution

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Partnering with organizations and agencies that focus on promoting minority talents, such as minority professional associations and diversity-focused recruitment firms. The post Case Study : MarketGap’s Innovative Strategy for Agile Workforce Evolution appeared first on Hppy.

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Home » Management Case Studies » Case Study: Google’s Recruitment and Selection Process

Case Study: Google’s Recruitment and Selection Process

Google Inc., the world’s largest and most popular search engine company, is also one of the most sought after companies in the world. Due to the popularity of the company caused by its highly attractive compensation and benefits packages for its employees, millions of job applications are constantly received by Google on an annual basis. While other companies envy Google for attracting and acquiring such highly-talented and highly-skilled individuals from all over the world, the company finds it as a serious cause of dilemma.

When Google Inc. topped the ranks for the most popular companies in the world , it could no longer contain the number of applications it receives from thousands of job hunters from all over the globe. And since the company aims to hire only the best employees that fit the organizational culture and standards of Google , the company started thinking of ways to better improve its recruitment and selection process for its would-be employees.

In an article released in New York Times in 2007, Google Inc shared its non-traditional, highly creative and unconventional approach of selecting and hiring employees. Initially, the Google management sought the aid of its highly-competent and well-skilled technical staff in order to find ways to quickly go through and review the millions of applications it stored in its recruitment database.

The Google Inc management also decided to focus on the distinct behavioral characteristics and personality that separates Google employees from any other employees in other known companies. It shifted its focus from academic qualifications and technical experiences to the applicant’s personality , creativity , leadership capacities , innovative and non-conventional ways of thinking and the applicant’s overall exposure to the world. The academic qualifications and the intensive job experience just came in as second priorities of the company in choosing the best candidates for any open positions.

Since then, the Google Inc company not only became known for its outstanding and “luxurious” job compensation and benefits packages it offers its employees, but also in making use of some of the most powerful recruitment assessment tools capable of picking the best employees in the world that fit the standards set by Google.

The Google Recruitment Process

One of the most notable statements of Eric Schmidt , the CEO of Google Inc. is that “Google invests in people.” The main reason why people from different cultures, have been dreaming of being recruited and hired by Google is that the company offers possibly the most outstanding job compensation packages any normal employee could ever enjoy.

In order to attract the best employees, Google draws them by the promise of wealth and luxury, providing their employees with almost everything an employee could possibly need, from absurdly high compensations to extravagant and luxurious benefits like gourmet food, carwash, gym, snacks, exercise classes, dry cleaning services, car services, haircuts, oil changes, massages, checkups and many more, all for free.

Nevertheless, the recruitment process was also far beyond ordinary. Several people who have had experience in the Google recruitment process narrates that the experience was totally nerve-wracking. One applicant who underwent interviews for Google has had five to seven interviews in one day for two to three straight days. That applicant claims that the interviews were really tough with some of the brightest people in the world, conducting the interviews filled with brain teasers, algorithmic problems, and IQ tests.

Another applicant who also have had experiences in the recruitment process of Google claims that his Google experience was one of the most nerve-wracking adventures of his life. The interviewers were looking for extremely bright individuals and so the recruitment method was filled with IQ tests, brain teasers, algorithms, data structures, and a lot of mathematics involved in it.

The Google Selection Process

Google is no doubt the world’s best recruitment leader. Google is known for various unique approaches that it has utilized in order to attract the cream of the crop or the best of the bests. One way is through employment branding. Google has so successfully utilized their brand in order to attract the most talented and highly-competent individuals in the world. Because of their claim of providing the best employee-employer experience supported by the many perks, benefits and high salaries that Google employees get to enjoy, Google became the most desired companies for men and women in the world.

While the work and job responsibilities in Google are not that easy, the stock options benefit is one of the key drivers of retention and continuous acquisition of the best employees for this company. In 2007, employee turn-over at Google was reportedly less than 5% which was simply phenomenal. People didn’t want to leave the company because the amazing provisions and benefits that the company offers its employees. Moreover, the creative approaches of Google when it comes to hiring and retaining employees were simply exceptional. Employees claim that money was never an issue for Google in terms of utilizing it to take care of its employees.

One notable recruitment technique that Google utilized in 2006 was the targeted and unobtrusive approach to sending recruitment messages. Google crafted a simple technique to recruit the best students in certain schools and universities to work for them. They allowed people from these schools to access the search portal of Google wherein the students’ IP address would be identified to see from what organization the person belongs into. The technique was successfully executed using a minimalist and unobtrusive style of recruitment wherein below the search box, the Google system would know whether the targeted student is graduating or not and whether or not they intend to work for Google after graduation. The approach was definitely a successful micro-targeted approach. It was also in the same year when Google opened up to the idea of an Employee Referral Program. In putting up this program, Google made sure that it would deliver them a world-class employee whose personality, qualifications and work ethics reflect the Google standards.

A year passed by and Google’s attempts for recruitment innovations continued to improve. In 2007, Google developed a simple and effective assessment tool to screen its millions of applicants all over the world via an algorithm assessment tool. The algorithm technique effectively separated the top and the best performers from thousands of candidates vying for a position. Moreover, the assessment tool was made sure to successfully predict the best possible candidates from the least and the average and has managed to resolve the issue on the usual assessment tools being used by most companies, relying mainly on the academic qualifications and intensive industry and job experience.

Truly, what separates the Google recruitment process from the typical and the usual recruitment methodologies that other companies employ is its ability to accurately identify the best candidates for the position using a more data-based and scientific approach to the recruitment process. Also, it has significantly reduced the reliability of interviews, which for most companies, serves as the final indicator of how well an employee will perform at work. Furthermore, the algorithm approach which is a common business model that the company employs was effectively used to assess whether potential candidates can indeed perform given the high performance standards of Google.

The secret to be selected as a Google employee is that one has to think a lot like an “engineer”. Apparently, Google expects their employees to be highly quantitative and highly analytical as well as highly capable of dealing with too many data all at the same time. During the interviews, an applicant must also be able to demonstrate his skill or capacity by writing codes, intelligently analyzing case studies and brain teasers and solving algorithmic problems on the spot. Also, Google is searching for applicants who are highly practical and are capable of making something out of nothing that people can make use of.

The Google Interview Process

Since Google is known to be the ultimate recruitment and selection machine, its interview processes are also the most grueling experiences an applicant could ever have. Usually, the interviews begin using the telephone. Once the phone interviews conducted have been successful, the applicant would be scheduled by the recruitment officer and be invited for a series of five to ten interviews in one day with ten different people. For some people who have successfully undergone this process, they described it as the most excruciating employment experience of their lives as a lot of mental gymnastics were necessary to prove your skills.

There were many instances when the applicants were asked to write codes, brain storm, role play or solve mathematical equations on the spot just to prove that they are highly-skilled and competent. In other instances, the applicants are even tested of their marketing skills even though the position an applicant is applying for is highly technical. The interviewers seem to have control and power over the applicants letting them do everything just to prove that they are worthy for the position. Common questions involved computer network problems, Java programming and algorithms by which Google is known for.

Moreover, other applicants can rate and share comments on another applicant which Google can track and use as another basis for hiring or not hiring an applicant. Overall, the process was a lengthy, tedious and nerve-wracking experience which can possibly traumatize anyone whose dream is to work for one of the most prestigious companies in the world. Nevertheless, the perks and benefits are limitless and are more than enough to compensate for such a tough employment experience.

Related Posts:

• Case Study: Airbnb's Growth Strategy Using Digital Marketing
• Case Study: Analysis of Organizational Culture at Google
• Social Recruiting - Using Social Media in the Recruitment Process
• Case Study: Business Innovation Lessons from Salesforce.com
• Recruitment - Definition, Process, Need and Purpose
• External Sources of Recruitment
• Characteristics of High Performance Culture
• Recruitment Process
• Case Study: Google's Quest for Competitive Advantage
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Improved governance, compliance and cost controls through implementation of VMS with a complex organisation.

China | Chemical | RPO

We created a talent pool from internal and external databases to identify senior candidates who were a good match and whose non-compete agreements were set to expire.

Europe | Life Sciences & Pharma | MSP

Harmonised and efficient procurement process for contingent workforce as well as workload reduction for procurement and the managers.

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GE and Hays have created a supplier portfolio, optimised in terms of quality and quantity by using scorecards, supplier development programmes and workforce assessments.

Germany | Semiconductors | MSP

We helped our customer obtain a complete overview of all external employee assignments, thereby maximising efficiency and standardising compliance policies.

Malaysia | Chemical | RPO

Increased candidate satisfaction with better service and engagement which resulted in higher rate of offer acceptance.

USA | Financial Services | MSP

Find out how we took an organisations' time to offer from 23 business days to 12 and saved them $41 million.

USA & Canada | Manufacturing | RPO

New processes provided better efficiency and standardisation allowing us to address four different hiring changes in the past three years.

Canada | Telecommunications | MSP

By enabling and streamlining these processes we were then able to focus on developing innovative and forward-thinking strategies for our client.

Europe | Automotive | RPO for Tech

Tailoring our engagement and focusing on improving the application process we have increased candidate applications by 40%.

Europe | Telecommunications | MSP

Success in rolling out a multi-country MSP in a complex environment, enabling us to roll out a cost saving strategy that saved £1m in year one.

Germany | IT | MSP

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Reducing time to hire from 116 days to 56 days, improving the candidate journey and increased satisfaction.

UK | Construction | MSP

With the right suppliers and segmentation, this organisation has seen a significant increase in supplier fill rates from 86% to 94%.

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Read how we enabled an organisation streamline their processes to find and engage talent when they needed it at a fair price.

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Co-developed new polices after this company split from their larger Life Sciences group to achieve the business results they desired.

Through strategic sourcing and synchronisation we halved time-to-offer rate, from 156 days to 72 days.

Europe | Banking & Investment | Total Talent

Hybrid MSP model to reflect different supply channel requirements, with a Global account and governance structure​.

Germany | Engineering | MSP

Increase in process transparency and satisfaction by replacing an existing MSP and providing a neutral interface.

Germany | Media | MSP | Bertelsmann SE & Co. KGaA

We successfully replaced an existing provider with our MSP and VMS service and achieved a consolidation of eight independent companies of the group.

Halved time-to-fill rate in first 3 months, from 68 days to 32 days and now steadily maintaining time-to-fill under 25 days.

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How to integrate soft skills assessments into tech recruitment.

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In the modern workplace, soft skills often parallel technical abilities. This is especially true in tech roles, where collaboration, adaptability and problem-solving are essential to powering innovation and success.

Therefore, integrating soft skills assessments into the tech recruitment process can offer an abundance of insights into a candidate's interpersonal abilities, providing a clearer picture of how they might interact with colleagues, manage tasks and overcome obstacles.

While technical qualifications may open the door for candidates, their soft skills often dictate their effectiveness, contribution and integration into the team.

Despite the challenge in quantifying such subjective qualities compared to hard skills, the right techniques and tools can help streamline the process and equip you with a holistic strategy to identify the candidates who will thrive within the role and greater organizational culture.

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When evaluating candidates for tech roles, it's vital to prioritize the soft skills that are most relevant to the job at hand. This means adjusting the assessment to recognize technical prowess as well as the interpersonal and cognitive abilities that complement the role's demands.

For example, a project manager might need strong leadership and decision-making skills, while a developer might require excellent adaptability and problem-solving skills.

By focusing on the soft skills that align closely with the position's responsibilities, you can ensure a more effective match that benefits both the candidate and the organization.

How can you integrate soft skills assessments into the interview process?

First thing first, study the candidate's resume and cover letter..

This can reveal much about their communication skills, attention to detail and ability to present information clearly and effectively.

Make sure to ask behavioral and situational interview questions.

This approach sheds light on how a candidate manages themselves and responds to the world around them.

Behavioral questions delve into past work experiences, assessing how candidates have navigated challenges, while situational questions deal with hypothetical scenarios to help hiring managers gain insight into how candidates will react to specific situations on the job.

Together, they can provide a comprehensive overview of a candidate's problem-solving abilities, resilience, conflict management skills and more.

Here are some examples:

Behavioral Interview Questions

• "Describe how you explained a technical issue to someone from a non-tech background to ensure their understanding."

• "Tell me about a time you faced a significant challenge while working on a tech project. How did you address it."

• "Share a time you and a team member disagreed on a project. How did you resolve it and move forward?"

Situational Interview Questions

• "If you were leading a team and two members were in conflict, what would you do?"

• "If faced with multiple urgent tasks, how do you prioritize which to tackle first?

• "What creative methods would you employ to help your team navigate a deadlock on a problem?"

Observe the candidate's behavior and body language during the interview process.

Pay attention to how they engage with staff. Are they polite and respectful? Do they listen carefully and respond thoughtfully? These interactions can provide clues about their interpersonal skills, attitude and overall suitability for the job.

Conclude with feedback and reference checks.

When speaking with past team members and employers, ask about the candidate's teamwork, adaptability and leadership qualities as well as how they handle stress or challenges.

Additionally, gathering perspectives from other people involved in the interview process can enrich your observations, ensuring a well-rounded evaluation of the candidate and their potential fit within the team and company culture.

Balance soft skills assessments with technical skills evaluations.

Integrating both soft skills assessments and technical skills evaluations allows recruiters and hiring managers to forge a comprehensive recruitment strategy, spotlighting candidates who are not just technically adept but also excel in interpersonal dynamics.

Tools such as the DISC Personality Test or Situational Judgement Tests (SJTs) are great for identifying a candidate's emotional intelligence, decision-making skills and relationship management abilities.

While validated assessments are key to workforce development—by adding a layer of objective analysis into a candidate's soft skills evaluation—it's important to remember that these should not be the sole basis for a hiring decision.

However, in recent years, innovations like AI-powered personality tests and automated assessment tools are transforming how soft skills are evaluated, ensuring consistency and reducing bias.

Consider technological innovations in soft skills assessments.

The rise in artificial intelligence (AI) and automation within the recruitment sector has revolutionized the assessment of soft skills.

AI algorithms, for instance, can sift through large quantities of data from interviews and assessments to deliver targeted insights into a candidate's abilities. This approach fosters a more detailed and personalized evaluation of each candidate's skill set for specific roles.

In addition, automated assessment tools not only facilitate rapid screening of large candidate pools but also ensure that each person is evaluated using the same set of criteria. This minimizes human bias and error, leading to more equitable assessments and enabling companies to pinpoint the best candidate for a job based on objective measures.

Soft skills are crucial in the tech industry, where collaboration and adaptability fuel innovation and success. Incorporating soft skills assessments into the recruitment process enables companies to pinpoint candidates poised to excel in their organizational culture, boosting teamwork and promoting growth. Employed strategically, these assessments can also contribute to a culture of continuous learning and development, which is key to staying ahead in a rapidly evolving sector.

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Business process reengineering (BPR) is the radical redesign of core business processes to achieve dramatic improvements in performance, efficiency and effectiveness. BPR examples are not one-time projects, but rather examples of a continuous journey of innovation and change focused on optimizing end-to-end processes and eliminating redundancies. The purpose of BPR is to streamline  workflows , eliminate unnecessary steps and improve resource utilization.

BPR involves business process redesign that challenges norms and methods within an organization. It typically focuses on achieving dramatic, transformative changes to existing processes. It should not be confused with  business process management (BPM) , a more incremental approach to optimizing processes, or business process improvement (BPI), a broader term that encompasses any systematic effort to improve current processes. This blog outlines some BPR examples that benefit from a BPM methodology.

Background of business process reengineering

BPR emerged in the early 1990s as a management approach aimed at radically redesigning business operations to achieve business transformation. The methodology gained prominence with the publication of a 1990 article in the Harvard Business Review, “Reengineering Work: Don’t Automate, Obliterate,” by Michael Hammer, and the 1993 book by Hammer and James Champy, Reengineering the Corporation . An early case study of BPR was Ford Motor Company, which successfully implemented reengineering efforts in the 1990s to streamline its manufacturing processes and improve competitiveness.

Organizations of all sizes and industries implement business process reengineering. Step 1 is to define the goals of BPR, and subsequent steps include assessing the current state, identifying gaps and opportunities, and process mapping.

Successful implementation of BPR requires strong leadership, effective change management and a commitment to continuous improvement. Leaders, senior management, team members and stakeholders must champion the BPR initiative and provide the necessary resources, support and direction to enable new processes and meaningful change.

BPR examples: Use cases

Streamlining supply chain management.

Using BPR for supply chain optimization involves a meticulous reassessment and redesign of every step, including logistics, inventory management and procurement . A comprehensive supply chain overhaul might involve rethinking procurement strategies, implementing just-in-time inventory systems, optimizing production schedules or redesigning transportation and distribution networks. Technologies such as supply chain management software (SCM), enterprise resource planning (ERP) systems, and advanced analytics tools can be used to automate and optimize processes. For example, predictive analytics can be used to forecast demand and optimize inventory levels, while blockchain technology can enhance transparency and traceability in the supply chain.

• Improved efficiency
• Reduced cost
• Enhanced transparency

Customer relationship management (CRM)

BPR is a pivotal strategy for organizations that want to overhaul their customer relationship management (CRM) processes. Steps of business process reengineering for CRM include integrating customer data from disparate sources, using advanced analytics for insights, and optimizing service workflows to provide personalized experiences and shorter wait times.

BPR use cases for CRM might include:

• Implementing integrated CRM software to centralize customer data and enable real-time insights
• Adopting omnichannel communication strategies to provide seamless and consistent experiences across touchpoints
• Empowering frontline staff with training and resources to deliver exceptional service

Using BPR, companies can establish a comprehensive view of each customer, enabling anticipation of their needs, personalization of interactions and prompt issue resolution.

• 360-degree customer view
• Increased sales and retention
• Faster problem resolution

Digitizing administrative processes

Organizations are increasingly turning to BPR to digitize and automate administrative processes to reduce human errors. This transformation entails replacing manual, paper-based workflows with digital systems that use technologies like Robotic Process Automation (RPA) for routine tasks.

This might include streamlining payroll processes, digitizing HR operations or automating invoicing procedures. This can lead to can significant improvements in efficiency, accuracy and scalability and enable the organization to operate more effectively.

• Reduced processing times
• Reduced errors
• Increased adaptability

Improving product development processes

BPR plays a crucial role in optimizing product development processes, from ideation to market launch. This comprehensive overhaul involves evaluating and redesigning workflows, fostering cross-functional collaboration and innovating by using advanced technologies. This can involve implementing cross-functional teams to encourage communication and knowledge sharing, adopting agile methodologies to promote iterative development and rapid prototyping, and by using technology such as product lifecycle management (PLM) software to streamline documentation and version control.

BPR initiatives such as these enable organizations to reduce product development cycle times, respond more quickly to market demands, and deliver innovative products that meet customer needs.

• Faster time-to-market
• Enhanced innovation
• Higher product quality

Updating technology infrastructure

In an era of rapid technological advancement, BPR serves as a vital strategy for organizations that need to update and modernize their technology infrastructure. This transformation involves migrating to cloud-based solutions, adopting emerging technologies like artificial intelligence (AI) and machine learning (ML) , and integrating disparate systems for improved data management and analysis, which enables more informed decision making. Embracing new technologies helps organizations improve performance, cybersecurity and scalability and positioning themselves for long-term success.

• Enhanced performance
• Improved security
• Increased innovation

Reducing staff redundancy

In response to changing market dynamics and organizational needs, many companies turn to BPR to restructure their workforce and reduce redundancy. These strategic initiatives can involve streamlining organizational hierarchies, consolidating departments and outsourcing non-core functions. Optimizing workforce allocation and eliminating redundant roles allows organizations to reduce costs, enhance operational efficiency and focus resources on key priorities.

• Cost savings
• Increased efficiency
• Focus on core competencies

Cutting costs across operations

BPR is a powerful tool to systematically identify inefficiencies, redundancies and waste within business operations. This enables organizations to streamline processes and cut costs.

BPR focuses on redesigning processes to eliminate non-value-added activities, optimize resource allocation, and enhance operational efficiency. This might entail automating repetitive tasks, reorganizing workflows for minimizing bottlenecks, renegotiating contracts with suppliers to secure better terms, or by using technology to improve collaboration and communication. This can enable significant cost savings and improve profitability.

• Lower costs
• Enhanced competitiveness

Improving output quality

BPR can enhance the quality of output across various business processes, from manufacturing to service delivery. BPR initiatives generally boost key performance indicators (KPIs).

Steps for improving output quality involve implementing quality control measures, fostering a culture of continuous improvement, and using customer feedback and other metrics to drive innovation.

Technology can also be used to automate processes. When employees are freed from distracting processes, they can increase their focus on consistently delivering high-quality products and services. This builds customer trust and loyalty and supports the organization’s long-term success.

• Higher customer satisfaction
• Enhanced brand image

Human resource (HR) process optimization

BPR is crucial for optimizing human resources (HR) processes. Initiatives might include automating the onboarding process with easy-to-use portals, streamlining workflows, creating self-service portals and apps, using AI for talent acquisition , and implementing a data-driven approach to performance management.

Fostering employee engagement can also help attract, develop and retain top talent. Aligning HR processes with organizational goals and values can enhance workforce productivity, satisfaction and business performance.

• Faster recruitment cycles
• Improved employee engagement
• Strategic talent allocation

BPR examples: Case studies

The following case study examples demonstrate a mix of BPR methodologies and use cases working together to yield client benefits.

Bouygues becomes the AI standard bearer in French telecom

Bouygues Telecom , a leading French communications service provider, was plagued by legacy systems that struggled to keep up with an enormous volume of support calls. The result? Frustrated customers were left stranded in call lines and Bouygues at risk of being replaced by its competitors. Thankfully, Bouygues had partnered with IBM previously in one of our first pre- IBM watsonx™ AI deployments. This phase 1 engagement laid the groundwork perfectly for AI’s injection into the telecom’s call center during phase 2.

Today, Bouygues greets over 800,000 calls a month with IBM watsonx Assistant™, and IBM watsonx Orchestrate™ helps alleviate the repetitive tasks that agents previously had to handle manually, freeing them for higher-value work. In all, agents’ pre-and-post-call workloads were reduced by 30%. 1 In addition, 8 million customer-agent conversations—which were, in the past, only partially analyzed—have now been summarized with consistent accuracy for the creation of actionable insights.

Taken together, these technologies have made Bouygues a disruptor in the world of customer care, yielding a USD 5 million projected reduction in yearly operational costs and placing them at the forefront of AI technology. 1

Finance of America promotes lifetime loyalty via customer-centric transformation

By co-creating with IBM, mortgage lender Finance of America was able to recenter their operations around their customers, driving value for both them and the prospective home buyers they serve.

To accomplish this goal, FOA iterated quickly on both new strategies and features that would prioritize customer service and retention. From IBM-facilitated design thinking workshops came roadmaps for a consistent brand experience across channels, simplifying the work of their agents and streamlining the application process for their customers.

As a result of this transformation, FOA is projected to double their customer base in just three years. In the same time frame, they aim to increase revenue by over 50% and income by over 80%. Now, Finance of America is primed to deliver enhanced services—such as debt advisory—that will help promote lifetime customer loyalty. 2

BPR examples and IBM

Business process reengineering (BPR) with IBM takes a critical look at core processes to spot and redesign areas that need improvement. By stepping back, strategists can analyze areas like supply chain, customer experience and finance operations. BPR services experts can embed emerging technologies and overhaul existing processes to improve the business holistically. They can help you build new processes with intelligent workflows that drive profitability, weed out redundancies, and prioritize cost saving.

1. IBM Wow Story: Bouygues Becomes the AI Standard-Bearer in French Telecom. Last updated 10 November 2023.

2. IBM Wow Story: Finance of America Promotes Lifetime Loyalty via Customer-Centric Transformation. Last updated 23 February 2024.

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Case Study: Gabriel Contassot’s Portfolio — 2024

A look into the making of Gabriel’s 2024 portfolio website, complementing minimal design choices with subtle animations.

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Working with Gabriel on his new portfolio has been a great experience. He initiated the project with a minimalist yet well-conceived design, incorporating animation ideas and maintaining an open-minded approach. This flexibility fostered extensive experimentation throughout the development process, which, in my experience, yields the best outcomes.

The core of the website features a two-page “loop,” transitioning from a main gallery on the homepage to a detailed project view. The objective was to ensure cohesive animations and provide striking, colorful transitions when navigating from the dark-themed homepage to the brighter case studies. As this is a portfolio, the primary focus was on showcasing the content effectively.

There’s a commented demo of the main effect at the end of this case study .

Structure / Stack

Whenever possible, I prefer to work with vanilla JavaScript and simple tools, and this project presented the perfect opportunity to utilize my current favorite stack. I used Astro for static page generation, Taxi to create a single-page-app-like experience with smooth page transitions, and Gsap Tweens for animation effects. Twgl provides WebGL helpers, while Lenis manage the scrolling.

All content is delivered through Sanity , with the sole exception of case study videos, which are hosted on Cloudflare and streamed using Hls .

The website is statically generated and deployed on Vercel, both via CI/CD and from Sanity to rebuild when the content updates.

The CMS structure is quite simple, just a collection for the work, one for pages like /about , and a group for generic data (which in this case is only contact info). In this instance the website is pretty simple and this configuration is not really needed, but considering the headless nature of this setup this was the best way to ensure the content side of things could outlive the website, and for a next version we could (or whoever will work on it) potentially build on top.

The official integration for Astro/Sanity came right in the middle of the project, enhancing the interaction between the two. We’re also leveraging the Vercel Deploy plugin, so who uses the CMS can freely deploy a new version when needed.

The whole repo looks something like this:

Astro + Sanity

In this case we’re using Astro at a 10% of it’s potential, just with .astro files (no frameworks). Basically as a templating language for static site generation. We’re mostly leveraging the component approach, that ends up being compiled into a single, statically generated html document.

As an example, the homepage looks like this. At the top, in between the --- there is what Astro calls frontmatter , which is simply the server side of things that in this case executes at build time since we’re not in SSR mode. Here you can see an example if this.

You can check out my starters here , where you’ll find both the Astro and Sanity starters that I used to spin up this project.

I use a single entry point for all my javascript ( app.js ) at a layout level as a component, and the interesting part starts from there.

In my entry point I initialise all of the main components of of the app.

• Pages — which is Taxi setup in a way so it returns promises. This way I can just await page animations and make my life a bit easier with keeping everything in sync (which I end up never doing properly and manually syncing values because I get messy and the delivery is coming up) .
• Scroll — which is simply a small lenis wrapper. Pretty standard tbh, just some utilities and helper functions as well as the setup code. I also have the logic to subscribe and unsubscrube functions from other components that need the scroll, so I’m sure everything is always in sync.
• Dom — holds all the DOM related code, both functional and animation related.
• Gl — that holds all the WebGl things, in this case pretty simple as it’s just a full screen quad that I use to change the background colour with nice and smooth values

In here there are my main (and only) resize() and render() functions. This way I’m sure I only call requestAnimationFrame() once render loop and have a single source of truth for my time value, and that listening and firing a single event for handling resize.

The animation framework relies on two primary JavaScript classes: an Observer and a Track.

An Observer , constructed using the IntersectionObserver API, triggers whenever a DOM node becomes visible or hidden in the viewport. This class is designed to be flexible, allowing developers to easily extend it and add custom functionality as needed.

Meanwhile, the Track class builds upon the Observer. It automatically listens to scroll and resize events, calculating a value between 0 and 1 that reflects the on-screen position of an element. This class is configurable, allowing you to set the start and end points of the tracking—effectively functioning as a bespoke ScrollTrigger. One of its key features is that it only renders content when the element is in view, leveraging its foundational Observer architecture to optimize performance.

A practical demonstration of how these classes function is evident on the case study pages.

In this setup, images and videos appear on the screen, activated by the Observer class. At the same time, the scaling effects applied to images at the top and bottom of the page are straightforward transformations driven by a Track on the parent element.

The page transition involves a simple element that changes color based on the links clicked. This element then wipes upwards and away, effectively signaling a change in the page.

The preloader on our website is more of a stylistic feature than a functional one—it doesn’t actually monitor loading progress, primarily because there isn’t much content to load. We introduced it as a creative enhancement due to the simplicity of the site.

Functionally, it consists of a text block that displays changing numbers. This text block is animated across the screen using a transformX property. The movement is controlled by a setInterval function, which triggers at progressively shorter intervals to simulate the loading process.

Scrambled Text

The text animation feature is based on GSAP’s ScrambleText plugin, enhanced with additional utilities for better control and stability.

Initially, we attempted to recreate the functionality from scratch to minimize text movement—given the large size of the text—but this proved challenging. We managed to stabilize the scrambling effect somewhat by reusing the original characters of each word exclusively, minimizing variations during each shuffle.

We also refined the interactive elements, such as ensuring that the hover effect does not activate during an ongoing animation. This was particularly important as some unintended combinations generated inappropriate words in French during the scrambles.

For the homepage, we replaced the hover-trigger with an onload activation for the menu/navigation centerpiece. We hardcoded the durations to synchronize perfectly with the desired timing of the visual effects.

Additionally, we integrated CSS animations to manage the visibility of elements, setting {item}.style.animationDelay directly in JavaScript. A Track object was employed to dynamically adjust the scale of elements based on their scroll position, enhancing the interactive visual experience.

Homepage images effect

This is probably the most interesting piece of it, and I needed a couple of tries to understand how to make it work, before realising that are really just absolute positioned images with a clip-path inset combined with a Track to sync it with the scroll that also controls the scaling of the inner image.

Color Change

It’s the only WebGl piece of this whole website.

Originally, the concept involved changing colors based on scroll interactions, but this was eventually moderated due to concerns about it becoming overly distracting. The implementation now involves a full-screen quad, constructed from a single triangle with remapped UV coordinates, which allows for a more flexible and responsive visual display.

The color values are dynamically retrieved from attributes specified in the DOM, which can be freely adjusted via the CMS. This setup involves converting color values from hexadecimal to vec3 format. Additionally, a couple of GSAP Tweens are employed to manage the animations for transitioning the colors in and out smoothly.

This use of WebGL ensures that the color transitions are not only smooth and visually appealing but also performant, avoiding the lag and choppiness that can occur with heavy CSS animations.

This is a minimal rebuild of the main homepage effect. Other than some CSS to make it functions, 90% of it happens in the track.js file, while everything is initialised from main.js .

The Track class is used as the base to create the ImageTransform one, which extends the functionality and transforms the image.

There’s a few helper functions to calculate the bounds on resize and to try and maximise performance it’s only called by lenis when a scroll is happening. Ideally should be wrapped by an Observer so it only calculates when is in view, but I kept it simpler for the demo.

It’s a simple website, but was a fun and interesting challenge for us nonetheless. Hit me up on Twitter if you have any questions or want to know more!

Tagged with: case-study webgl

Federico Valla

Independent creative director and dev working with agencies and brands on immersive, web based experiences.

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Moderna partners with OpenAI to deploy ChatGPT Enterprise to thousands of employees across the company. Now every function is empowered with AI, creating novel use cases and GPTs that accelerate and expand the impact of every team.

Moderna has been at the intersection of science, technology, and health for more than 10 years. Moderna’s mission is to deliver the greatest possible impact to people through mRNA medicines—with the COVID-19 vaccine being their most well-known breakthrough. 

The company has partnered with OpenAI since early 2023. Now, ChatGPT Enterprise is evolving how Moderna operates across each function.

Moderna is using its platform for developing mRNA medicines to bring up to 15 new products to market in the next 5 years—from a vaccine against RSV to individualized cancer treatments. In order to achieve its ambitions, Moderna has adopted a people-centric, technology-forward approach, constantly testing new technology and innovation that can increase human capacity and clinical performance.

We believe very profoundly at Moderna that ChatGPT and what OpenAI is doing is going to change the world. We’re looking at every business process—from legal, to research, to manufacturing, to commercial—and thinking about how to redesign them with AI.

Moderna brings AI to everyone

Moderna adopted generative AI the same way Moderna adopts other technology: with the mindset of using the power of digital to maximize its positive impact on patients. To allow AI to flourish, they knew they needed to start with the user and invest in laying a strong foundation for change.

Moderna’s objective was to achieve 100% adoption and proficiency of generative AI by all its people with access to digital solutions in six months. “We believe in collective intelligence when it comes to paradigm changes,” said Miller, “it’s everyone together, everyone with a voice and nobody left behind.” For this, Moderna assigned a team of dedicated experts to drive a bespoke transformation program. Their approach combined individual, collective and structural change management initiatives.   

Individual change management initiatives included in-depth research and listening programs, as well as trainings hosted in person, online and with dedicated AI learning companions. “Using AI to teach AI was key to our success”, Miller points out. Collective change management initiatives included an AI prompt contest to identify the top 100 AI power users who were then structured as a cohort of internal Generative AI Champions. Moderna’s culture of learning led to local office hours in every business line and geography, and scaled through an internal forum on AI, which now has 2,000 active weekly participants. Lastly, structural change management initiatives included engaging Moderna’s CEO and executive committee members to foster AI culture through leadership meetings and town halls as well as incentive programs and sponsored events with internal and external experts.  

 This work led to an early win with the launch of an internal AI chatbot tool, mChat, at the beginning of 2023. Built on OpenAI’s API, mChat was a success, adopted by more than 80% of employees across the company, building a solid foundation for the adoption of ChatGPT Enterprise.  

90% of companies want to do GenAI, but only 10% of them are successful, and the reason they fail is because they haven’t built the mechanisms of actually transforming the workforce to adopt new technology and new capabilities.

Building momentum with ChatGPT Enterprise

With the launch of ChatGPT Enterprise, Moderna had a decision to make: continue developing mChat as an all-purpose AI tool, or give employees access to ChatGPT Enterprise?

“As a science-based company, we research everything,” said Brice Challamel, Head of AI Products and Platforms at Moderna. Challamel’s team did extensive user testing comparing mChat, Copilot, and ChatGPT Enterprise. “We found out that the net promoter score of ChatGPT Enterprise was through the roof. This was by far the company-favorite solution, and the one we decided to double down on,” Challamel said.  

Once employees had a way to create their own GPTs easily, the only limit was their imaginations. “We were never here to fill a bucket, but to light a fire,” Challamel said. “We saw the fire spread, with hundreds of use cases creating positive value across teams. We knew we were on to something revolutionary for the company.”

The company’s results are beyond expectations. Within two months of the ChatGPT Enterprise adoption: 

• Moderna had 750 GPTs across the company
• 40% of weekly active users created GPTs 
• Each user has 120 ChatGPT Enterprise conversations per week on average

Augmenting clinical trial development with GPTs

One of the many solutions Moderna has built and is continuing to develop and validate with ChatGPT Enterprise is a GPT pilot called Dose ID. Dose ID has the potential to review and analyze clinical data and is able to integrate and visualize large datasets. Dose ID is intended for use as a data-analysis assistant to the clinical study team, helping to augment the team’s clinical judgment and decision-making.

 “Dose ID has provided supportive rationale for why we have picked a specific dose over other doses. It has allowed us to create customized data visualizations and it has also helped the study team members converse with the GPT to further analyze the data from multiple different angles,” said Meklit Workneh, Director of Clinical Development at Moderna. 

Dose ID uses ChatGPT Enterprise’s advanced data analysis feature to automate the analysis and verify the optimal vaccine dose selected by the clinical study team, by applying standard dose selection criteria and principles. Dose ID provides a rationale, references its sources, and generates informative charts illustrating the key findings. This allows for a detailed review, led by humans and with AI input, prioritizing safety and optimizing the vaccine profile prior to further development in late-stage clinical trials. 

“The Dose ID GPT has the potential to boost the amount of work we’re able to do as a team. We can comprehensively evaluate these extremely large amounts of data, and do it in a very efficient, safe, and accurate way, while helping to ensure security and privacy,” added Workneh.

Improving compliance and telling the company’s story

Moderna’s legal team boasts 100% adoption of ChatGPT Enterprise. “It lets us focus our time and attention on those matters that are truly driving an impact for patients,” said Shannon Klinger, Moderna’s Chief Legal Officer. 

Now, with the Contract Companion GPT, any function can get a clear, readable summary of a contract. The Policy Bot GPT helps employees get quick answers about internal policies without needing to search through hundreds of documents. 

Moderna’s corporate brand team has also found many ways to take advantage of ChatGPT Enterprise. They have a GPT that helps prepare slides for quarterly earnings calls, and another GPT that helps convert biotech terminology into approachable language for investor communications. 

“Sometimes we’re so in our own world, and AI helps the brand think beyond that,” explained Kate Cronin, Chief Brand Officer of Moderna. “What would my mother want to know about Moderna, versus a regulator, versus a doctor? How do we tell our story in an effective way across different audiences? That’s where I think there’s a huge opportunity.”

A team of a few thousand can perform like a team of 100,000

With an ambitious plan to launch multiple products in the next few years, Moderna sees AI as a key component to their success—and their ability to stay lean as a business while setting new benchmarks in innovation. 

“If we had to do it the old biopharmaceutical ways, we might need a hundred thousand people today,” said Bancel. “We really believe we can maximize our impact on patients with a few thousand people, using technology and AI to scale the company.” 

Moderna has been well positioned to leverage generative AI having spent the last decade building a robust tech stack and data platform. The company fosters a culture of learning and curiosity, attracting employees that excel in adopting new technologies and building AI-first solutions.

By making business processes at Moderna more efficient and accurate, the use of AI ultimately translates to better outcomes for patients. “I’m really thankful for the entire OpenAI team, and the time and engagement they have with our team, so that together we can save more lives,” Bancel said. 

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Protecting Navajo children with asthma: A case study

Joncita Todechine, a mother of four who lives on the Navajo Nation, knows all too well what can trigger asthma symptoms in her daughter Ashley. But she didn’t always. She recalls a time in 2013, living in Phoenix and attending medical assistant school, when she rushed her then-three-year-old to the Indian Medical Center. 

“She was really sick,” Todechine said. “She was fevering, coughing, and had shortness of breath. We had no idea what was wrong.”

Ashley was admitted to the hospital and stayed for an entire week before the doctors could make a diagnosis of asthma. Now a thriving 13-year-old, Ashley loves gaming, social media, and riding on her hoverboard. These days she lives on the Navajo reservation with her family, who moved there shortly after her mother finished school. For the most part, she keeps her asthma under control by taking medication and doing her best to avoid her asthma triggers. 

But that can be challenging.

On the Navajo Nation, there are many asthma triggers. The semi-arid environment is plagued by drought, so on windy days, the gusts kick up ever-present dust and sand into the air. Shuttered coal-fired powerplants dot the landscape and, though they are closed, residual soot still dirties the air. Uranium and other heavy metals contaminate the landscape, and people breathe diesel fumes from the buses that take children to and from school every day. The many dogs and livestock roaming the reservation carry other allergens.

“And that’s just the outdoor pollution,” said Bruce Bender, Ph.D., professor in the pediatrics department at National Jewish Health in Denver, Colorado. “Seventy percent of households heat with indoor stoves that burn wood or charcoal and can leak a lot of smoke into the air.”

Bender would know. He’s co-project leader of an NHLBI-funded project focused on reducing health disparities in children living on the Navajo Nation, and he’s studied some of the factors that make those disparities worse. He’s also looked at the health data overall and found that while Native adults suffer from higher rates of chronic conditions like cardiovascular diseases and diabetes, it’s asthma that remains one of the most common chronic diseases in children. Some 18% of children on the Navajo reservation have it,  compared to 10.2% of children nationwide.

“Asthma can be incredibly scary for children and their families, especially those who cannot get emergency care easily or quickly,” said Michelle Freemer, M.D., M.P.H., director of the asthma program in NHLBI’s Division of Lung Diseases.

The Navajo Nation extends across more than 27,000 square miles, making it the largest Native land area in the U.S. "For families of children with asthma, the distances and travel conditions on the reservation may add challenges,” said Freemer. “The investigators partnered with the community to find solutions that work where they live, not simply provide asthma care that has been shown to work in other places." 

A local solution

Bender and his colleague, Lynn B. Gerald, Ph.D., M.S.P.H., assistant vice chancellor for population health at the University of Illinois-Chicago, started a large-scale effort to teach educators, children, their families, and local medical providers on the Navajo Nation how to identify an asthma attack and what to do in an emergency. (Gerald had worked previously at the University of Arizona and had gained a wealth of knowledge from the university's Native collaborators.) The program rolled out in three Arizona communities on the reservation: Tuba City, Chinle, and Fort Defiance. Combined, these towns represent 43% of the Navajo Nation population and are home to more than 8,000 children with asthma.  

But before they began, the investigators knew they needed to build relationships with the Navajo people – who refer to themselves as Diné – as the community’s prior experiences with non-Native researchers had left them skeptical. The research team began by ensuring the program was tailored to the needs and wishes of the community itself.

“The Navajo Nation human research review board is very careful and thorough,” Bender said. “They’re protecting their population. We had to earn their trust.”

Once the investigators got approval, they hit the ground running, starting in Tuba City. In the hospitals, the research team provided tools for medical professionals, using self-directed online learning and in-person workshops, to increase their use of practices that have been shown to be important in asthma care.

In the schools, the investigators provided education using the American Lung Association’s Asthma Basics and Open Airways for Schools® training, to teach school staff about asthma, its triggers, and what to do when a child is having an attack and to teach Diné children how to manage their asthma. 

Using a “train-the-trainer” model, school staff, community health workers, respiratory therapists, and pharmacists became students and then instructors. This made it possible for the Diné participants to teach additional staff, ensuring the community can sustain the program after the research funding ends.

Still, there was another urgent need that Bender and Gerald realized had not been addressed. “Less than 15% of children with asthma actually have an inhaler at school when they need it,” Gerald said. In response, the team helped start a program in two of the three communities that provided stock inhalers to schools for children who need them. 

A global threat

After starting the program in Tuba City as planned and spending a year there, the research team moved their focus to Chinle. The goal was to be able to compare how well the program worked in each of the three communities. But a global pandemic had other plans.

“The COVID-19 pandemic hit right in the middle of our time in Chinle,” Bender said. “After that, we weren’t allowed on the reservation for two years.”

While the pandemic changed life for all Americans, it devastated many Native communities. Schools closed and medical clinics focused on emergencies. The research team pivoted: they continued some training virtually and were able to keep learning from families about their needs, especially using the Diné members of the research team who were on the reservation.

Taking stock

Today, despite the challenges of the pandemic, all three communities have completed the original program, and 439 Diné members have been trained to identify asthma and its triggers. Yet the work is far from over. The investigators are analyzing the data they collected. “Particularly important is returning the results to the community,” Gerald said. As soon as they are ready, she said, they will be meeting with the school boards and health boards and joining community meetings to share them.

Freemer said that all the materials the researchers developed through their NHLBI funding are available to the community and have also been shared with those at the Indian Health Service leading the Asthma Control in Tribal Communities program.

“The researchers also took the opportunity to build research capacity,” she said. They developed an agreement with Diné College, the only four-year college on the reservation, to provide training through their Summer Research Experience Program. “In that program, students learned about research and were able to readily reach the families who appreciated the interactions with Diné research team members.”

Todechine said knowing that her child will be cared for if the worst happens has given her peace of mind. “Now the school systems have their own asthma alert systems that the employees and even the bus drivers take part in,” she said. “For me, I feel safer for her to be at school without me.”

  Resources:

Learn more about  Asthma in Our Communities  with specific resources for American Indians.

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Apr 25, 2024

Impacts of 2020 Red Tide Event Highlighted in New Study

• Community Outreach
• Marine Life
• Oceanography

In the spring of 2020, a  historic red tide event occurred in waters off Southern California. Driven by a bloom of the dinoflagellate  Lingulodinium polyedra , this event brought nighttime displays of bioluminescence to beaches along the coast, from Baja California to Santa Barbara. While the bloom gained international attention for its stunning visual displays, it also had significant negative impacts, including mass mortality among fish and other marine organisms.

Marine scientists from UC San Diego’s Scripps Institution of Oceanography, National Oceanic and Atmospheric Administration (NOAA), and other organizations seized the opportunity to study the unprecedented event and its impacts on marine life, both in the wild and in aquariums. In a recent study, this multi-institutional team of 34 researchers identified deteriorating water quality — notably prolonged low oxygen conditions — as a significant factor in the mass mortality event.  Their findings were published in the journal Elementa, and featured in  a special issue focused on the 2020 red tide.

“Red tides are notoriously difficult to predict and study, so the 2020 event presented a unique opportunity for the marine science community to collaborate and use existing infrastructure to figure out what was causing these die-offs,” said lead author Zachary Skelton, a marine biologist under contract at NOAA’s Southwest Fisheries Science Center (SWFSC) and recent graduate of Scripps Oceanography. “Our paper provides valuable insights into how low- or no-oxygen conditions can harm certain marine species, particularly those inhabiting estuaries and shallow coastal areas.”

The study was informed by data from existing long-term observation programs, alongside reports from community members, field surveys, and case studies from local aquariums that use local seawater to sustain their systems. The researchers found a correlation between extreme changes in water conditions, notably dissolved oxygen and pH levels, and the dynamics of the red tide bloom. 

Sensor data along the coastline revealed extreme hypoxic (low oxygen) and hyperoxic (excess oxygen) conditions, especially in estuaries and near-shore coastal environments. These conditions impacted the health of numerous marine species, leading to the documented deaths of thousands of fishes and invertebrates, as well as several seabirds. Case studies from four local aquariums — including Birch Aquarium at Scripps, as well as two experimental aquariums at Scripps Oceanography and one at NOAA SWFSC — indicated that factors beyond large changes in oxygen and pH levels might have contributed to the observed mortality. 

Since the red tide coincided with the early stages of the COVID-19 pandemic, the team had to obtain special permission from UC San Diego and other local institutions and authorities to conduct fieldwork. Once these permissions were secured, Skelton, along with Ben Frable, collection manager of marine vertebrates at Scripps Oceanography, visited multiple beaches and estuaries around San Diego to count, photograph, and measure the dead fish and invertebrates.

Their observations and community reports — shared via social media, email, and the citizen science platform  iNaturalist — revealed mass die-offs of fish and invertebrates between late April and mid-May 2020, following sharp drops in oxygen levels. Fish die-offs were disproportionately reported in the La Jolla area (including La Jolla Cove, La Jolla Shores Beach, and Scripps Beach), the Encinitas area, and Agua Hedionda Lagoon in Carlsbad. Many of these locations are enclosed or geographically sheltered areas, which limits mixing and makes it easier for blooms to concentrate.

The red tide harmed many different species, but nearshore and bottom-dwelling species fared the worst. “Many of the species that live on or near the seafloor tend to be less mobile,” said Skelton. “These creatures often stick to their preferred habitats, even while experiencing stressful conditions.”

For instance, the spotted sand bass, usually found in shallow, sandy environments, suffered the highest reported mortality among fish species, with hundreds washing up on Encinitas beaches and at Agua Hedionda Lagoon. Similarly, hundreds of California bubble snails were among the most affected invertebrates. Divers also reported deaths of species like topsmelt, round stingray, sarcastic fringehead, sanddabs, rockfish, and thornback guitarfish, which were observed underwater but did not wash ashore. The authors noted that this red tide event did not seem to harm marine mammals or cause more reported strandings than usual.

Once it was established that a mass mortality event was underway, the team wanted to find out which aspect of the red tide bloom had the biggest impact on marine organisms. Red tides occur when there is a rapid increase or “bloom” in populations of marine algae, typically dinoflagellates or other species of phytoplankton. During the daytime, these organisms photosynthesize by taking up carbon dioxide and producing oxygen. At night, the collective bloom and community respiration draw up the surrounding oxygen while producing carbon dioxide, ultimately causing changes in seawater chemistry across the day/night cycles. At peak bloom, conditions are often hyperoxic for longer periods due to the increased amount of oxygen in the water. As the bloom starts to decline — either due to the natural lifecycle of these organisms or depletion of nearby nutrients — oxygen levels are reduced, often resulting in prolonged hypoxic conditions.

Study co-author and biological oceanographer Lillian McCormick analyzed data from 11 oceanographic sensor packages deployed on moorings off the coast of San Diego. These sensors were deployed at various depths, ranging from 1.5 meters (5 feet) to approximately 100 meters (328 feet), collecting data across estuaries, shallow nearshore environments, and farther offshore.

Shallower waters, particularly within estuaries and lagoons, bore the brunt of the red tide impacts, experiencing prolonged periods of hypoxia. Agua Hedionda Lagoon and Los Peñasquitos Lagoon were the hardest hit, enduring episodes of extreme hypoxia and even anoxia, where there was no oxygen. Construction near Los Peñasquitos Lagoon during the peak bloom led to the complete closure of the lagoon to the open ocean, which likely exacerbated the situation. 

"The bloom was heavily concentrated within those estuaries, and likely worsened at one location by its complete closure for a number of weeks," said McCormick, a postdoctoral researcher at California Sea Grant and Scripps Oceanography. "These enclosed spaces don’t see as much flushing or movement of the water as we typically see in deeper, open ocean waters.”

The authors were surprised to find that the Scripps Pier sensor, located at a depth of 4 meters (13 feet), recorded intermittent hypoxia between April 30 and May 16, 2020, for a total of 82 hours. “You often see fish die-offs happening in estuaries, or in warm water areas like Florida,” said Skelton. “But open-ocean mortality associated with these hypoxic events is pretty rare in California, so the Scripps sensor provided some unique insight into that event.” 

In addition to field observations, the authors analyzed water quality and mortality rates at four local aquarium facilities, each with different levels of filtration and supplemental oxygenation. As part of this research, members of the Tresguerres Lab at Scripps Oceanography examined the morphological changes in the gills of captive-held Pacific sardines in response to the red tide. Led by marine physiologists Garfield Kwan and Martín Tresguerres, the team employed microscopy and biochemistry techniques to examine the ionocyte, a specialized cell responsible for ion-transport akin to kidneys in mammals. Their findings revealed that sardines increased ion-transport to maintain nominal conditions during red tide exposure.

“This finding is notable because red tide events are difficult to predict and cannot be timed, so experimental data such as ours are very rare,” said Kwan, who is now a postdoctoral fellow at UC Davis. “We were fortunate to have a pre-exposure comparison of sardines due to the long-term sampling nature of the original experiment.”

McCormick and Skelton praised the collaborative efforts of all the authors, emphasizing the significant role each played in making the study possible. “It was a large community effort, with everyone contributing their existing data and working together to deepen our understanding of the issue,” said McCormick, “even when we were limited by the pandemic.”

The full list of 34 co-authors of the study and their affiliated funding sources can be found  at this link . 

About Scripps Oceanography

Scripps Institution of Oceanography at the University of California San Diego is one of the world’s most important centers for global earth science research and education. In its second century of discovery, Scripps scientists work to understand and protect the planet, and investigate our oceans, Earth, and atmosphere to find solutions to our greatest environmental challenges. Scripps offers unparalleled education and training for the next generation of scientific and environmental leaders through its undergraduate, master’s and doctoral programs. The institution also operates a fleet of four oceanographic research vessels, and is home to Birch Aquarium at Scripps, the public exploration center that welcomes 500,000 visitors each year.

About UC San Diego

At the University of California San Diego, we embrace a culture of exploration and experimentation. Established in 1960, UC San Diego has been shaped by exceptional scholars who aren’t afraid to look deeper, challenge expectations and redefine conventional wisdom. As one of the top 15 research universities in the world, we are driving innovation and change to advance society, propel economic growth and make our world a better place. Learn more at ucsd.edu.

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Reproductive rights in America

What's at stake as the supreme court hears idaho case about abortion in emergencies.

Selena Simmons-Duffin

The Supreme Court will hear another case about abortion rights on Wednesday. Protestors gathered outside the court last month when the case before the justices involved abortion pills. Tom Brenner for The Washington Post/Getty Images hide caption

The Supreme Court will hear another case about abortion rights on Wednesday. Protestors gathered outside the court last month when the case before the justices involved abortion pills.

In Idaho, when a pregnant patient has complications, abortion is only legal to prevent the woman's death. But a federal law known as EMTALA requires doctors to provide "stabilizing treatment" to patients in the emergency department.

The Biden administration sees that as a direct conflict, which is why the abortion issue is back – yet again – before the Supreme Court on Wednesday.

The case began just a few weeks after the justices overturned Roe v. Wade in 2022, when the federal Justice Department sued Idaho , arguing that the court should declare that "Idaho's law is invalid" when it comes to emergency abortions because the federal emergency care law preempts the state's abortion ban. So far, a district court agreed with the Biden administration, an appeals court panel agreed with Idaho, and the Supreme Court allowed the strict ban to take effect in January when it agreed to hear the case.

Supreme Court allows Idaho abortion ban to be enacted, first such ruling since Dobbs

The case, known as Moyle v. United States (Mike Moyle is the speaker of the Idaho House), has major implications on everything from what emergency care is available in states with abortion bans to how hospitals operate in Idaho. Here's a summary of what's at stake.

1. Idaho physicians warn patients are being harmed

Under Idaho's abortion law , the medical exception only applies when a doctor judges that "the abortion was necessary to prevent the death of the pregnant woman." (There is also an exception to the Idaho abortion ban in cases of rape or incest, only in the first trimester of the pregnancy, if the person files a police report.)

In a filing with the court , a group of 678 physicians in Idaho described cases in which women facing serious pregnancy complications were either sent home from the hospital or had to be transferred out of state for care. "It's been just a few months now that Idaho's law has been in effect – six patients with medical emergencies have already been transferred out of state for [pregnancy] termination," Dr. Jim Souza, chief physician executive of St. Luke's Health System in Idaho, told reporters on a press call last week.

Those delays and transfers can have consequences. For example, Dr. Emily Corrigan described a patient in court filings whose water broke too early, which put her at risk of infection. After two weeks of being dismissed while trying to get care, the patient went to Corrigan's hospital – by that time, she showed signs of infection and had lost so much blood she needed a transfusion. Corrigan added that without receiving an abortion, the patient could have needed a limb amputation or a hysterectomy – in other words, even if she didn't die, she could have faced life-long consequences to her health.

Attorneys for Idaho defend its abortion law, arguing that "every circumstance described by the administration's declarations involved life-threatening circumstances under which Idaho law would allow an abortion."

Ryan Bangert, senior attorney for the Christian legal powerhouse Alliance Defending Freedom, which is providing pro-bono assistance to the state of Idaho, says that "Idaho law does allow for physicians to make those difficult decisions when it's necessary to perform an abortion to save the life of the mother," without waiting for patients to become sicker and sicker.

Still, Dr. Sara Thomson, an OB-GYN in Boise, says difficult calls in the hospital are not hypothetical or even rare. "In my group, we're seeing this happen about every month or every other month where this state law complicates our care," she says. Four patients have sued the state in a separate case arguing that the narrow medical exception harmed them.

"As far as we know, we haven't had a woman die as a consequence of this law, but that is really on the top of our worry list of things that could happen because we know that if we watch as death is approaching and we don't intervene quickly enough, when we decide finally that we're going to intervene to save her life, it may be too late," she says.

2. Hospitals are closing units and struggling to recruit doctors

Labor and delivery departments are expensive for hospitals to operate. Idaho already had a shortage of providers, including OB-GYNS. Hospital administrators now say the Idaho abortion law has led to an exodus of maternal care providers from the state, which has a population of 2 million people.

Three rural hospitals in Idaho have closed their labor-and-delivery units since the abortion law took effect. "We are seeing the expansion of what's called obstetrical deserts here in Idaho," said Brian Whitlock, president and CEO of the Idaho Hospital Association.

Since Idaho's abortion law took effect, nearly one in four OB-GYNs have left the state or retired, according to a report from the Idaho Physician Well-Being Action Collaborative. The report finds the loss of doctors who specialize in high-risk pregnancies is even more extreme – five of nine full time maternal-fetal medicine specialists have left Idaho.

Administrators say they aren't able to recruit new providers to fill those positions. "Since [the abortion law's] enactment, St. Luke's has had markedly fewer applicants for open physician positions, particularly in obstetrics. And several out-of-state candidates have withdrawn their applications upon learning of the challenges of practicing in Idaho, citing [the law's] enactment and fear of criminal penalties," reads an amicus brief from St. Luke's health system in support of the federal government.

"Prior to the abortion decision, we already ranked 50th in number of physicians per capita – we were already a strained state," says Thomson, the doctor in Boise. She's experienced the loss of OB-GYN colleagues first hand. "I had a partner retire right as the laws were changing and her position has remained open – unfilled now for almost two years – so my own personal group has been short-staffed," she says.

ADF's Bangert says he's skeptical of the assertion that the abortion law is responsible for this exodus of doctors from Idaho. "I would be very surprised if Idaho's abortion law is the sole or singular cause of any physician shortage," he says. "I'm very suspicious of any claims of causality."

3. Justices could weigh in on fetal "personhood"

The state of Idaho's brief argues that EMTALA actually requires hospitals "to protect and care for an 'unborn child,'" an argument echoed in friend-of-the-court briefs from the U.S. Conference of Catholic Bishops and a group of states from Indiana to Wyoming that also have restrictive abortion laws. They argue that abortion can't be seen as a stabilizing treatment if one patient dies as a result.

Thomson is also Catholic, and she says the idea that, in an emergency, she is treating two patients – the fetus and the mother – doesn't account for clinical reality. "Of course, as obstetricians we have a passion for caring for both the mother and the baby, but there are clinical situations where the mom's health or life is in jeopardy, and no matter what we do, the baby is going to be lost," she says.

The Idaho abortion law uses the term "unborn child" as opposed to the words "embryo" or "fetus" – language that implies the fetus has the same rights as other people.

Shots - Health News

The science of ivf: what to know about alabama's 'extrauterine children' ruling.

Mary Ziegler , a legal historian at University of California - Davis, who is writing a book on fetal personhood, describes it as the "North Star" of the anti-abortion rights movement. She says this case will be the first time the Supreme Court justices will be considering a statute that uses that language.

"I think we may get clues about the future of bigger conflicts about fetal personhood," she explains, depending on how the justices respond to this idea. "Not just in the context of this statute or emergency medical scenarios, but in the context of the Constitution."

ADF has dismissed the idea that this case is an attempt to expand fetal rights. "This case is, at root, a question about whether or not the federal government can affect a hostile takeover of the practice of medicine in all 50 states by misinterpreting a long-standing federal statute to contain a hidden nationwide abortion mandate," Bangert says.

4. The election looms large

Ziegler suspects the justices will allow Idaho's abortion law to remain as is. "The Supreme Court has let Idaho's law go into effect, which suggests that the court is not convinced by the Biden administration's arguments, at least at this point," she notes.

Trump backed a federal abortion ban as president. Now, he says he wouldn't sign one

Whatever the decision, it will put abortion squarely back in the national spotlight a few months before the November election. "It's a reminder on the political side of things, that Biden and Trump don't really control the terms of the debate on this very important issue," Zielger observes. "They're going to be things put on everybody's radar by other actors, including the Supreme Court."

The justices will hear arguments in the case on Wednesday morning. A decision is expected by late June or early July.

Correction April 23, 2024

An earlier version of this story did not mention the rape and incest exception to Idaho's abortion ban. A person who reports rape or incest to police can end a pregnancy in Idaho in the first trimester.

• Abortion rights
• Supreme Court

Chronic wasting disease: Death of 2 hunters in US raises concerns of 'zombie deer'

The 2022 report of two hunters who developed neurological diseases after eating potentially infected deer meat has raised concerns 'zombie deer disease' could pass to humans as mad cow disease did..

Two hunters who ate meat from a population of deer known to have chronic wasting disease − or "zombie deer disease" − developed similar neurological conditions and died, raising concerns that it can pass from animals to humans.

Found in deer in northern Colorado and southern Wyoming in the 1990s, chronic wasting disease (CWD) has been recorded in free-ranging deer, elk and moose in at least 32 states across all parts of the continental U.S., according to the U.S. Centers for Disease Control and Prevention .

Deer infected with CWD may be called "zombie deer" because the disease leads to weight loss, lack of coordination, stumbling, listlessness, weight loss, drooling, and lack of fear of people.

The 2022 case did prove that CWD could infect humans. But scientists and health officials have been concerned that CWD could jump to humans as mad cow disease did in the United Kingdom in the 1990s . In 2022, scientists in Canada published a study, based on mice research, suggesting a risk of CWD transmission to humans .

Here's what you need to know about chronic wasting disease and whether you need to worry about it.

Researchers identify troubling case involving 2 deaths

Researchers at the University of Texas Health Science Center at San Antonio have reported how two hunters who ate venison from a deer population known to have CWD died in 2022 after developing sporadic Creutzfeldt-Jakob disease (CJD), which is a neurological disease like CWD.

The second man to die, who was 77, suffered "rapid-onset confusion and aggression," the researchers said, and died within a month despite treatment.

"The patient’s history, including a similar case in his social group, suggests a possible novel animal-to-human transmission of CWD," they wrote in the case report , which was presented earlier this month at the annual meeting of the American Academy of Neurology and published in the peer-reviewed journal Neurology.

The researchers did not say where the men lived or hunted. But the highest concentration of CWD-infected deer can be found in Kansas, Nebraska, Wisconsin and Wyoming, according to CDC and US. Geological Survey reports.

Because of the difficulty in distinguishing between the diseases, the researchers said the case does not represent a proven case of transmission. However, "this cluster emphasizes the need for further investigation into the potential risks of consuming CWD-infected deer and its implications for public health," they wrote.

'Zombie deer disease': What to know about chronic wasting disease and its spread in the US.

What is 'zombie deer disease'? What are prion diseases?

Also known as chronic wasting disease, "zombie deer disease" is a prion disease, a rare, progressive and fatal neurodegenerative disorder that affects deer, elk, moose and other animals, the CDC says.

In prion diseases, the abnormal folding of certain "prion proteins" leads to brain damage and other symptoms, according to the CDC. Prion diseases , which usually progress rapidly and are always fatal, can affect humans and animals. 

Creutzfeldt-Jacob disease (CJD) and variant Creutzfeldt-Jacob disease (vCJD), which is a form of mad cow disease, are prion diseases found in people.

Mad cow disease  is an example of a prion disease that can spread from cattle to humans, and some researchers have likened "zombie deer disease" to it.

For instance, with mad cow disease, it usually took four to six years from infection for cattle to show symptoms, according to the Food and Drug Administration . Deer may have an incubation period of up to two years before the onset of symptoms. So, the animals could have the disease but look normal until the onset of symptoms, such as weight loss, notes the U.S. Geological Survey .

The development of vCJD in humans in the wake of mad cow disease – its official name is bovine spongiform encephalopathy, or BSE – through eating meat from contaminated cattle has concerned scientists about the possible transmission of chronic wasting disease (CWD) to humans.

Can 'zombie deer disease' be transmitted to humans?

Even though there has been no known confirmed case of deer-to-human transmission of "zombie deer disease,' concerns have risen since officials found CWD in a dead deer in Yellowstone National Park in November.

"As of yet, there has been no transmission from deer or elk to humans," Jennifer Mullinax, associate professor of wildlife ecology and management at the University of Maryland, told BBC . "However, given the nature of prions, CDC and other agencies have supported all efforts to keep any prion disease out of the food chain."

Should CWD transmit to humans, it could create a "potential crisis" similar to what mad cow disease caused, Michael Osterholm, director of the Center for Infectious Disease Research and Policy at the University of Minnesota, told BBC .

"However, it’s important to note that BSE and CWD prions differ structurally, and we do not yet know whether the pathology and clinical presentation would be comparable if CWD transmission to humans were to occur," he said.

Meanwhile, chronic wasting disease continues to spread to more states; the most recent is Indiana. The disease was detected this month in a male white-tailed deer in the northeastern part of the state, which borders part of Michigan, where CWD had been detected earlier, according to the Center for Infectious Disease Research and Policy .

The U.S. Geological Survey updated its tracking of chronic wasting disease on Friday to include 33 states (adding Indiana), as well as four Canadian provinces and four other countries (Finland, Norway, Sweden and South Korea).

Contributing: Sara Chernikoff and Julia Gomez

Follow Mike Snider on X and Threads:  @mikesnider  & mikegsnider .

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