With Retooling HR, John Boudreau reveals that the tools HR managers still need to create lasting strategic value don’t have to be invented from scratch.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
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Achieving Excellence in Human Resources Management: An Assessment of Human Resource Functions
Like CEO’s previous research, this project measures whether the HR function is changing and on gauging its effectiveness. Edward E. Lawler III and John W. Boudreau pay particular attention to whether HR is changing to become an effective strategic partner. They also analyze how organizations can more effectively manage their human capital.
Pay at the Top: When HR Makes a Difference
Edward E. Lawler III (CEO) and John W. Boudreau (CEO) state that despite its importance, relatively little is known about HR’s role in board decision making concerning executive and board compensation and executive succession.
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What Makes HR a Strategic Partner?
Edward E. Lawler III (CEO) and John W. Boudreau (CEO) share that for several decades, the HR function in corporations has been encouraged to become a strategic partner. Data from a longitudinal study of large corporations suggest that HR is not now a strategic partner and that little or no movement toward it becoming one has occurred.
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Pay at the Top: When does HR Make a Difference?
Edward E. Lawler III (CEO) and John W. Boudreau (CEO) discuss how executive compensation, board compensation, and management succession are among the most important issues confronting corporate boards. Decisions in these areas should be informed by valid information and expert knowledge.
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Beyond HR: The New Science of Human Capital
Beyond HR (John W. Boudreau and Peter M. Ramstad (Harvard Business School Press, 2007)) shows how organizations can uncover distinctive talent contributions, strategically differentiate their HR practices and metrics, and more optimally allocate talent to create value.
Informal Developmental Experiences and Career Success: A Study of Qualitative Differences in Work Experience
George S. Benson (University of Texas), Alec R. Levenson (CEO), and John W. Boudreau (CEO) This study examines the informal developmental experiences and career success of current and former employees of a large professional services firm.
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Occupational Human Capital and Career Dynamics
In this paper Alec R. Levenson (CEO), George S. Benson (University of Texas), and John W. Boudreau (CEO) revisit the concept of human capital accumulated on the job to allow functionally-specific and managerial human capital to coexist in a job or person.
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Achieving Strategic Excellence: An Assessment of Human Resource Organizations
Edward E. Lawler, John W. Boudreau, and Susan Albers Mohrman (Stanford Press, 2006) This is the Center for Effective Organizations’s (CEO) fourth national study of the human resources (HR) function in large corporations. It is the only long-term national study of this important function.
HR Support for Corporate Boards
Edward E. Lawler III (CEO) and John W. Boudreau (CEO) share how corporate boards in the United States are changing as a result of new regulations and performance demands
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The Time Has Come for Strategic Talent Segmentation
John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) explain that when it comes to their talent resources, organizations often have similar human capital programs across all business units (“build bench strength”, “improve retention,” “base rewards on performance”). Generic human capital allocations lead to non-optimal human capital investments, just like generic financial or marketing allocations.
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Talentship and Human Resource Measurement and Analysis: From ROI to Strategic Organizational Change
In this article, John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) extend earlier work by proposing a framework of four elements integrating HR measures within a system for achieving strategic organizational change.
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