Informal networks matter much more than hierarchies. Whatever the source, you find yourself doing what so many HR leaders have done before. You grab that bright, shiny object and take it home, in the form of pages of excitedly scrawled notes and an intense resolve to get your team working on it.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
Rethinking Corporate Purpose: Ed Lawler’s latest Forbes blog post
In the past, all too often talent has been thought of and treated as a maintenance item, not a critical determinant of performance. It has been looked at as a “don’t mess it up” factor rather than a source of competitive advantage, and as a result, has not been a major focus in many corporations or one where organizations have done new and exciting things in order to gain a competitive advantage.
Global Trends in Human Resource Management: A Twenty-Year Analysis
Global Trends in Human Resource Management, the seventh report from CEO, provides the newest findings about what makes HR successful and how it can add value to organizations today. Edward E. Lawler III and John W. Boudreau conclude that HR is most powerful when it plays a strategic role, makes use of information technology, has tangible metrics and analytics, and integrates talent and business strategies.
Measuring the Impact and Effectiveness of Org Design Changes
Alec Levenson recently completed an action research project with a global company on measuring the impact and effectiveness of an operating model change.
Developing Organizational Design at General Mills (video)
Organization design is a critical organizational capability in today’s world of rapid change, global competition, and frequent market and product realignments.
The sustainable effectiveness model: Moving corporations beyond the philanthropy paradigm
In this article, Ed Lawler and Jay Conger share how there is increasing agreement that we are at a moment in history when business as usual is inadequate.
Agility’s Dirty Little Secret
Christopher G. Worley (CEO), Thomas Williams (PwC Strategy), and Edward E. Lawler III (CEO)
The Agility Pyramid describes how the four agility routines and management processes work together to keep an organization’s capabilities effective and refreshed.
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Human Resource Slack, Human Capital Risk, and Firm Performance: Should Firms Grow Employees Faster Than Sales?
Varkey Titus Jr. (University of Nebraska) and Theresa M. Welbourne (CEO) utilize a sample of firms that are at a critical moment of growth: after going public. Analysis of 1,437 firm-year observations comprised of 330 initial public offerings (IPO) tracked over the course of five years indicates that the relationship between HR slack and profitability is curvilinear (inverted-U shape).
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Employee Resource Groups: An Introduction, Review and Research Agenda
Employee resource groups (ERGs) are within-organization groups, staffed by employee volunteers, which have evolved since their inception in the 1960s. In this paper, Theresa M. Welbourne (CEO), Skylar Rolf (University of Nebraska-Lincoln), and Steven Schlachter (University of Nebraska-Lincoln) provide an introduction to ERGs, review the literature that exists to date, and provide ideas for a research agenda.
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Building Human Capital Advantage in Initial Public Offerings (IPOs): The Effect on Long-Term Firm Survival and Performance
Using survey data collected from the firms’ leadership teams in the beginning of the year following their IPO, Theresa M. Welbourne (CEO) and Kyle Gibson (University of Nebraska-Lincoln) test the effects of their approaches to human capital on long-term (10-year) firm survival and performance.
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Data-Driven Storytelling, 5/7/15
Theresa Welbourne discusses how Data-Driven Storytellers help leaders use HR data to have highly interactive dialogues that lead to decisive action that fuels high-impact and measurable business results.
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Can Technology Save Performance Management?
Gerald E. Ledford, Jr. (CEO) and Edward E. Lawler III (CEO) explain how performance management, long the most unpopular HR process, has received increased criticism in recent years.
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