At most companies, the competition for career success is systemically skewed in favor of men. Here’s how to change that.
Research and Insights from the Center for Effective Organizations
The future of HR is inextricably entwined with the future of work, leadership, society and organizations. It has long been insufficient to consider the future of HR strictly from the perspective of changes in the HR function, its organization, its operating model and its technology. Such questions are important, but HR leaders and their constituents (non-HR leaders, investors, workers, policy-makers and others) must consider the future of HR through more fundamental questions about the future of work.
Research led by Dr. Theresa Welbourne, Steven Schlachter, and Skylar Rolf focused on the leaders of ERGs and identified 5 key themes of interest on the dynamics of these groups. Using semi-structured interview techniques with ten ERG leaders in three different organizations, Welbourne, Schlachter, and Rolf sought to shed light on ERGs from a leader’s perspective.
Darryl Stickel, The Trust Coach, “Trust me, I’m your leader?”
One of the primary differentiating factors between good and great leaders is the ability to understand and build trust.
Alan Colquitt, Ph.D.
It’s that time of year again, time for the most important part of performance management. It’s rating season. The time for playing nice is over—for optimistic plans, feedback, coaching, and development.
Benjamin Schneider, Ph.D. discusses workforce engagement: What it is, what drives it, and why it matters for organizational performance.
According to recent Gallup statistics, 95% percent of managers are dissatisfied with their Performance Management systems and only 14% of employees feel PM helps them improve.
Alan Colquitt, Ph.D. comments about United Airline’s move to replace their bonus system with a lottery.
Alan Colquitt, Ph.D. explains that research shows people overestimate how much other people care about extrinsic features of a job, such as pay, and underestimate how much people are motivated by intrinsic job features (e.g., challenge, purpose).
John Boudreau shares how telling a story is well-recognized as essential to HR analytics and acknowledges that “insight” is at the top of the data analytics pyramid after data becomes information. HR analytics systems even offer pre-programmed storylines with deeper analysis.
Alec Levenson explains that at its most fundamental, a systems approach demands that we look at the entire organizational system when diagnosing the sources of performance problems to identify solutions that work.
Alec Levenson discusses how people analytics in organizations is at a crossroads today. Analytics and data science are the hottest buzzwords in management since re-engineering and core competencies two decades ago.