Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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Impact of Recession: What Has Happened to HR?

Sep 11, 2010 | Sponsor Content, Strategic HR

Edward E. Lawler III (CEO), Jay Jamrog (i4cp, Inc.), and John Boudreau (CEO) ask the question “What has been the effect of the recession on HR?” There is a lot of speculation about how it has affected the function, but little data exist on what has happened. Let’s look at two scenarios about might have happened and then look at some data that show which one seems to have occurred most frequently.

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Rethinking Retention Strategies: Work-Life Versus Deferred Compensation in a Total Rewards Strategy

Jun 4, 2010 | Compensation and Benefits, Sponsor Content, Strategic HR

This paper by Alec R. Levenson (CEO), Michael J. Fenlon (PwC), and George Benson (University of Texas) explains a rethinking of the meaning of total rewards that led to changes that produced lasting reductions in turnover and direct bottom-line benefits.

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Can HR Evolve Faster? What’s in Its Way? – and How to Remove It, 4/19/2010

Apr 19, 2010 | Future of HR, Strategic HR

John Boudreau discussed his view on the evolution of the HR profession, drawing on Center research, his recent work with leading HR executives and CHRO’s, and the ideas in his forthcoming book, Retooling HR.

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Achieving Excellence in Human Resources Management: An Assessment of Human Resource Functions

Dec 4, 2009 | Strategic HR, Talent Management

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.

What Makes HR a Strategic Partner?

Jan 1, 2009 | Sponsor Content, Strategic HR

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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Extreme Strategizing

May 14, 2008 | Sponsor Content, Strategic HR

Theresa Welbourne discusses how this month (September, 2008) business leaders, government officials, students, and many workers at every level in the organization were shocked by the massive losses in the financial industry being documented in the press.

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Relational Capital: Strategic Advantage for Small- and Medium-Sized Enterprises (SMEs) Negotiation and Collaboration

May 13, 2008 | Innovation, Sponsor Content, Strategic HR

Theresa M. Welbourne (CEO) and Manuela Pardo del Val (Universitat de València) explain that collaborative entrepreneurship research suggests that organizations will soon pursue more collaborative relationships throughout a worldwide network of firms, driving a strategy of continuous innovation, specially small-and medium-size firms (SMEs).

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Designing Organizations for Growth: The Human Resource Contribution

Sep 10, 2007 | Future of HR, Organization Design, Sponsor Content, Strategic HR

Susan A. Mohrman (CEO) states that HR is staring at an incredible opportunity to increase its impact on organizational performance and become a true strategic partner by contributing to the organization and work design challenges that enable growth.

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Achieving Strategic Excellence: An Assessment of Human Resource Organizations

Apr 26, 2006 | Strategic HR, Talent Management

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.

Rebellion and Revolution in Strategic Planning (or “Building a Strategic Architecture”)

Mar 2, 2006 | Sponsor Content, Strategic HR

Larry Greiner (USC) and Tom Cummings (USC) share that strategy consultants, managers and scholars have long relied on formal strategic planning to embody and implement their more abstract concepts of strategic management.

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HR Support for Corporate Boards

Dec 17, 2005 | Change Management, Sponsor Content, Strategic HR

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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Who’s in the Boardroom and Does It Matter: The Impact of Having Non-Director Executives Attend Board Meetings

Jul 15, 2005 | Leadership, Sponsor Content, Strategic HR

The present study by Edward E. Lawler III (CEO) and David Finegold (Keck Graduate Institute) looks at the impact of having key senior executives attend board meetings even though they are not on the board.

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