Research and Insights Archive

Research and Insights from the Center for Effective Organizations

Cutting Edge Performance Management: What About Rewards?

Gerald E. Ledford, Jr. (CEO), Edward E. Lawler III (CEO), George Benson (U Texas)
With support from WorldatWork, the Center for Effective Organizations has conducted a survey study of 244 organizations that have adopted one or more of three cutting edge practices: ongoing performance feedback, ratingless reviews of performance, and crowd-sourced feedback.

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Built to Change

Built to Change

DVD featuring Edward Lawler and Christopher Worley. Based on the book Built to Change. Lawler and Worley highlight the major themes in their book with practical examples.

Changing Tires on a Moving Car: Management Processes that Support Agility

The term “agility” gets tossed around a lot these days. Strategists tout the virtues of strategic agility, fast strategy, and resilience.

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Corporate Boards and HR

John W. Boudreau (CEO) and Edward E. Lawler III (CEO)
As boards face growing pressure to step up their understanding of strategic options, risk management, change management and globalization, it is particularly important that they have good data about the human capital issues that organizations face.

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Corporate Stewardship: Achieving Sustainable Effectiveness

Corporate Stewardship: Achieving Sustainable Effectiveness

Stewardship entails a profound understanding and acceptance of the organization’s interdependence with the societal and ecological contexts in which it operates and becoming a force for building a viable future. Susan Albers Mohrman, James O’Toole, Edward E. Lawler, III show why the forward-looking practices of these corporations are important first steps, but insufficient departures from business as usual to keep pace with the growing problems facing the world.

Making Talent Analytics and Reporting Into a Decision Science

John W. Boudreau (CEO) and Edward E. Lawler III (CEO) explain how talent analytics and reporting must shift from a focus on cost-efficiency and process effectiveness, while familiar and important, to a balanced combination that also extends to strategic measures that enhance talent and business decisions.

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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: 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.

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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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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Organization Agility and Talent Management

This article by Edward E. Lawler III (CEO) and Christopher G. Worley (CEO) uses case studies on Netflix and oDesk to show that organizations can create an agile workforce by adopting a set of talent management practices that encourage employees to learn and develop, and by reducing the transaction costs associated with changing the skill sets in their workforce.

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