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.
Research and Insights from the Center for Effective Organizations
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.
For most CEOs, “talent” is at or near the top of their priority list. Yet in our 2016 survey of over 230 organisations, only 17% of respondents rated their organisation as effective in predicting and planning future talent needs. Only 20% were satisfied with the outcomes of their organisation’s Talent Management efforts. This research report draws upon international good practice, including work of leading academics, specialist consultants and experienced practitioners. The findings include practical recommendations and methodologies for improvement.
Millennials are frequently derided as job-hopping slackers who prefer “gigs” to careers and don’t think about job security because they are happy moving from company to company. But Jennifer Deal’s research shows the conventional wisdom is wrong.
There is tremendous scrutiny getting ready for an IPO and life as a public company. Like a three-eye monster, a company must face three perspectives when going through an IPO: the public eye, the operations eye and the internal eye.
As business focus moves to the public and operations eyes, often it is assumed that managing those two well will automatically cover the needs of the internal perspective.
Millennials, the single largest demographic in the workplace today, are often derided as lazy, disrespectful, and needy. They’re also criticized as being so addicted to technology that they email and text message information that should be communicated face-to-face to supervisors and coworkers.
Some researchers suggest using very specific and simple analogies to describe small incremental changes, and broader analogies (such as to sports, warfare or art) when disrupting or rethinking existing frameworks.
John Boudreau explains how the freelance world and the traditional world share similarities: Freelancer movement between similar jobs is still more attractive than erratic movement, and proven experience and a past relationship make erraticism more tolerable.
Alec Levenson discusses HR data and analytics and the principles to live by as someone who has to wrestle with what the analyses in your organization really mean and how best to use them – or ignore them.
How can HR use analytics to understand what’s driving motivation and behavior in their organizations? Find out in this WorldatWork interview with Alec Levenson on his book, Strategic Analytics: Advancing Strategy Execution and Organizational Effectiveness.
Using the funding from an IPO to drive innovation, secure an internal team that can propel growth and invest in the right leadership and partners will get a company a long way, and the sooner the firm starts and uses investment for these purposes, the better.