Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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HR Analysts: Unleash Your Inner Storyteller

Jan 15, 2018 | HR Analytics, Sponsor Content

John Boudreau shares how telling a story is well-recognized as essential to HR analytics and acknowledges that “insight” is at the top of the data analytics pyramid after data becomes information. HR analytics systems even offer pre-programmed storylines with deeper analysis.

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Systems Diagnostics are Essential to Create High Performance

Jan 8, 2018 | Performance Management

Alec Levenson explains that at its most fundamental, a systems approach demands that we look at the entire organizational system when diagnosing the sources of performance problems to identify solutions that work.

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Designing Organizations for the Digital World

Dec 11, 2017 | Digital Transformation, Organization Design

In this webinar, Stu Winby, President, Spring Networks, will join CEO Research Scientists Sue Mohrman and Chris Worley to discuss and give examples of the fundamentally changed organization designs that are emerging.

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How to Create a Culture of Innovation

Dec 4, 2017 | Innovation

In this webinar, Dr. Soren Kaplan, one of the world’s leading experts in disruptive innovation and innovation culture, reveals how the most innovative organizations carefully consider both what goes into the innovation process and what should come out of it.

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Analytics and Design for High Performance

Nov 15, 2017 | HR Analytics, Organization Design, Performance Management

In this webinar Drs Levenson and Fink review the evidence on the roles of technology and control systems in promoting performance, separate from employee engagement. They show how engagement can help enhance performance in some jobs while having little to no impact in other jobs.

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Workforce Data Systems are Junk Food, Not a Gold Mine

Sep 14, 2017 | HR Analytics

Alec Levenson discusses how people analytics in organizations is at a crossroads today. Analytics and data science are the hottest buzzwords in management since re-engineering and core competencies two decades ago.

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Workforce Planning that Really is Strategic

Aug 31, 2017 | Strategic HR

Alec Levenson and Alexis Fink share how most workforce planning efforts are fairly short sighted and narrow, and could more accurately be called 12 month hiring plans. Strategic workforce planning promises to deliver greater value by using a longer time horizon and a talent supply chain approach.

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Control, Services and Decisions: The Evolution and Impact of the HR Value Proposition

Aug 17, 2017 | Sponsor Content, Strategic HR

Does HR drive more effectiveness and organizational performance by improving traditional HR value propositions, such as compliance and services, or by improving decisions? John Boudreau and Ed Lawler explore this using surveys of HR leaders in over 100 U.S. organizations in the years 2010 and 2016 by the Center for Effective Organizations.

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BEYOND AGILE HR: YOUR COMPANY MUST EMBRACE AGILE WORK

Aug 9, 2017 | Agility

In The Inevitable, author and co-founder of Wired magazine Kevin Kelly describes twelve disruptive technological forces. One is “becoming,” in which products, services and relationships are perpetually both obsolete and upgraded.

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The One Person Who Can Tame Donald Trump. Maybe.

Aug 4, 2017 | Uncategorized

James O’Toole
The day after General John Kelly was appointed While House chief of staff, nearly everybody and their sister were offering gratuitous advice on how Kelly should handle his unimaginably difficult job.

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Pivotal Work: Talent Strategy for Fast-Changing Times

Aug 1, 2017 | Strategic HR, Talent Management

This webinar with John Boudreau will show how the tools and frameworks of “Strategic Partnership: Applying the frameworks of business to talent” to identify where high performance work makes the biggest strategic impact, and how to help your leaders use talent strategy to anticipate and prepare for unpredictability.

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Key Insights to Understanding the Role of Your Board

Jul 20, 2017 | Strategic HR

Ian Ziskin shares that the first and most fundamental responsibility of the board is to represent the interests of shareholders—those individuals and institutions that invest capital in the company and expect a financial return.

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