In this article, John Boudreau and Ed Lawler report some of the findings from their 2016 survey of HR leaders in more than 100 large U.S. corporations.
Research and Insights from the Center for Effective Organizations
John Boudreau was recently quoted in an article from the Los Angeles Times regarding the scandals plaguing Uber and what could be done to remedy the situation.
A new article by John Boudreau (CEO) on HR leadership lessons from non-traditional CHROs. CHRO’s who come from non-HR backgrounds discover that HR is the most impactful of all functions. Their experience holds important lessons for all HR leaders.
A new article by John Boudreau (CEO) on why we need to rethink how workers are reskilled for the future.
Max Blumberg of Tucana People Analytics talks with Alec Levenson, Senior Research Scientist at the Center for Effective Organizations, University of Southern California. Alec discusses the subject of strategic analytics.
A new article by John Boudreau (CEO), Peter Navin, and David Creelman about why more executives should consider becoming a CHRO.
In this book, preeminent organizational scholar Edward Lawler identifies a comprehensive and integrated set of talent management practices that fit today’s rapidly evolving workplace.
A new article by John Boudreau (CEO) and Ravin Jesuthasan (Willis Towers Watson) about how to deal with automation.
A new article by John Boudreau is available at Visier. The evolving work ecosystem demands that leaders consider applying new work arrangements, but are those arrangements associated with HR’s role as a strategic partner? A unique survey of U.S. HR leaders shows how HR’s strategic activities associate with using new work arrangements.
In your organization, does innovation mean finding new ways to exploit what you already do well, or exploring arenas where you’re unfamiliar and will make mistakes? Or both?
In the latest episode of Talent10x, Managing Editor Frank Kalman talks with Alec Levenson, a senior research scientist at the Center for Effective Organizations at the University of Southern California, on the value of high-performance work design and why CEOs need to pay more attention to the value of team, not individual, performance.
This monograph by Ledford, G., Benson, G., and Lawler, E. provides a comprehensive report of findings from a large-scale study of cutting-edge performance management practices. It covers several topics not discussed in other papers, such as detail on types of organizations that adopt cutting edge practices and change management issues in implementing these practices.