Research and Insights from the Center for Effective Organizations
Alan Colquitt, Ph.D. comments about United Airline’s move to replace their bonus system with a lottery.
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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).
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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.
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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.
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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.
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Alec Levenson and Alexis Fink share how most workforce planning efforts are fairly short sighted and narrow, and could more accurately be called 12 month hiring plans. Strategic workforce planning promises to deliver greater value by using a longer time horizon and a talent supply chain approach.
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Does HR drive more effectiveness and organizational performance by improving traditional HR value propositions, such as compliance and services, or by improving decisions? John Boudreau and Ed Lawler explore this using surveys of HR leaders in over 100 U.S. organizations in the years 2010 and 2016 by the Center for Effective Organizations.
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In The Inevitable, author and co-founder of Wired magazine Kevin Kelly describes twelve disruptive technological forces. One is “becoming,” in which products, services and relationships are perpetually both obsolete and upgraded.
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James O’Toole
The day after General John Kelly was appointed While House chief of staff, nearly everybody and their sister were offering gratuitous advice on how Kelly should handle his unimaginably difficult job.
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Ian Ziskin shares that the first and most fundamental responsibility of the board is to represent the interests of shareholders—those individuals and institutions that invest capital in the company and expect a financial return.
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How many times have you heard CEOs and HR executives say that talent is their organization’s most important asset? I have heard it many times, and I usually follow up by asking how that translates into the way they manage people. All too often that question is answered poorly or not at all.
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