Alec Levenson, CEO Senior Research Scientist, along with CEO Affiliated Researcher Jennifer Deal (of the Center for Creative Leadership), were both cited recently by a New York Times article titled “The Self-Reliant Generation.”
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
What Millennials Want from Work (Jennifer J. Deal and Alec Levenson (McGraw-Hill Education, 2016)) explains how to design talent, engagement, and retention strategies that will successfully attract, manage, develop, and retain the young workers companies need for sustainable growth.
Wayne F. Cascio (U Colorado Denver) and John W. Boudreau (CEO) discuss how more and more workers are operating outside the traditional confines of regular, full-time employment. They may be “free agents” or “e-lancers” (that is, freelancers in the digital world) who work for themselves, or they may be employees of an organization a firm is allied with, employees of an outsourcing or temporary-help firm, or even volunteers.
Alec and Jennifer sift through the myths and realities about Millennials. Latest article for Strategy+Business by Alec Levenson and Jennifer Deal.
In this webinar, John Boudreau (Research Director, CEO), discusses how job descriptions usually describe work performed by full-time employees, throwing together a series of skills and requirements that seem large enough for an employment contract.
CHREATE (The Global Consortium to Reimagine HR, Employment Alternatives, Talent, and the Enterprise)
The Global Consortium to Reimagine HR, Employment Alternatives, Talent, and the Enterprise
A detailed look at the evolution of employment and its far-reaching implications Lead the Work (John W. Boudreau, Ravin Jesuthasan, David Creelman (Wiley, 2015) takes an incisive look at the evolving nature of work, and how it’s affecting management and productivity at the organizational level.
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.
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, 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.
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).
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.