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Lack of Women on Corporate Boards: The Problem or a Symptom?

Sep 12, 2011 | Culture, Sponsor Content

Edward E. Lawler III (CEO) shares that Britain is inching toward following other countries (including France, Spain, and Norway) in introducing compulsory quotas for the number of women on corporate boards.

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Sustainable Leadership: The Iconic Leader Problem

Sep 11, 2011 | Leadership, Sponsor Content, Sustainability

Edward E. Lawler III (CEO) shares that for the last several months CEO succession at Apple has gotten a considerable amount of attention because of the health problems of Steve Jobs.

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Optimizing Incentive Plan Design: A Case Study

Sep 10, 2011 | Compensation and Benefits, Sponsor Content

Alec R. Levenson (CEO), Cindy Zoghi (BLS), Michael Gibbs (University of Chicago), and George S. Benson (University of Texas) study effects of a firm’s attempt to optimize an existing incentive scheme to increase sales growth for direct store delivery workers.

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A Suggestion for Creating Effective Sustainable Organizations: Get Rid of Job Descriptions

Sep 5, 2011 | Organizational Effectiveness, Sponsor Content, Sustainability

Edward E. Lawler III (CEO) and Christopher G. Worley (CEO) argue that despite their widespread uses, job descriptions frequently are more dysfunctional than helpful, even in traditional bureaucratic organizations.

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Creating a New Employment Deal: Total Rewards and the New Workforce

Jul 9, 2011 | Compensation and Benefits, Sponsor Content

Edward E. Lawler III (CEO) explains that the workforce of organizations is becoming more and more diverse, despite this most organizations offer a standard employment deal.

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Sustainability Initiatives are not the Answer: A New Approach to Management is Needed

Jul 4, 2011 | Sponsor Content, Sustainability

Edward E. Lawler III (CEO) and Christopher G.Worley (CEO) share that sustainability has become a major issue for most large corporations. Willingly or grudgingly, organizations are accepting responsibility for the impact that they have on the natural environment, the people they employ and the societies they operate in.

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The Future of HR and Effective Organizations

Jun 8, 2011 | Future of HR, Organizational Effectiveness, Sponsor Content

This article by John Boudreau (CEO) and Ian Ziskin (CEO and Exec Excel) describes the results of an ongoing initiative by CEO to understand the future of HR, and in particular its relationships within effective organizations in dynamic environments.

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Nine Principles for Sustainable Talent Management

Mar 20, 2011 | Sponsor Content, Sustainability, Talent Management

Talent management is arguably the single most important HR activity in a sustainable management organization (SMO).This article by Edward E. Lawler III (CEO) and Christopher G. Worley (CEO) describes nine principles and practices that should drive the way talent is managed in SMOs.

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Creating Sustainable-Effective Businesses

Mar 7, 2011 | Organizational Effectiveness, Sponsor Content, Sustainability

Edward E. Lawler III (CEO) and Christopher G. Worley (CEO) talk about necessary steps and give example of companies making themselves into sustainably effective organizations.

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Loblaw Sustainable Seafood Initiative

Feb 6, 2011 | Sponsor Content, Strategic HR, Sustainability

Barbara Steele (Strategic Partnerships) and Christopher G. Worley (CEO) Loblaw Companies Limited (Loblaw) is a Canadian chain of food supermarkets, the largest retailer of grocery and household products in the country

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Using Targeted Analytics to Improve Talent Decisions

Jan 3, 2011 | HR Analytics, Sponsor Content, Talent Management

Alec R. Levenson (CEO) shares that analytics and metrics offer great potential to improve the quality of decision making on HR and human capital issues in organizations.

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Engaged in What? So What? A Role-Based Perspective for the Future of Employee Engagement

Jan 2, 2011 | Employee Engagement, Future of HR, Sponsor Content

The point made in this chapter by Theresa M. Welbourne (CEO) is that employee engagement is an effort worth pursuing . It puts a name on something we know matters to people, society and business. However, in this chapter the suggestion will be made that employee engagement is not a construct at all.

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