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Using Workforce Analytics to Improve Strategy Execution

Nov 1, 2016 | HR Analytics, Sponsor Content, Strategic HR, Strategy Execution

In this article Alec Levenson (CEO) introduces an approach to conducting workforce analytics that is designed to improve strategy execution and organizational effectiveness through the application of systems diagnostics.

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Why High Performance Work Design Trumps Employee Engagement

Oct 15, 2016 | Employee Engagement, Organization Design, Performance Management, Sponsor Content

In this article Alec Levenson (CEO) takes an in-depth look at high performance, how it’s related to and different from engagement, and what leaders have to do to develop and sustain high performance.

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Shouldn’t You Be Working Right Now?

Aug 10, 2016 | Performance Management, Sponsor Content

John Boudreau (CEO) share how most HR and management systems presume that maximizing meritocracy and differentiation between performance levels is always a good thing. Leaders would do well to question that assumption, and to become as savvy about performance differentiation as they are about differentiation when it comes to customers, financial investments and operations.

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Building Management Processes to Support Agility

May 10, 2016 | Agility, Sponsor Content, Strategic HR

Christopher G. Worley (CEO), Thomas Williams (PwC Strategy LLP), Edward E. Lawler III (CEO) explain how agile organizations continuously adjust to changing circumstances by, for example, launching new products or eliminating old ones, entering new markets or exiting underperforming ones, or building new capabilities. This requires management processes that can support adaptability over time.

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Aligning Research and the Current Practice of Performance Management

Feb 1, 2016 | Performance Management, Sponsor Content

Gerald E. Ledford, Jr. (CEO), George Benson (U Texas), Edward E. Lawler III (CEO) discuss how the debate over eliminating performance ratings addresses many important theoretical and practical issues.

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A Study of Cutting-Edge Performance Management Practices: Ongoing Feedback, Ratingless Reviews, and Crowd-Sourced Feedback

Jan 15, 2016 | Performance Management, Sponsor Content

Three cutting edge performance management practices – ratingless reviews, ongoing feedback, and crowd-sourced feedback – have received tremendous attention from the business press, but there has been almost no research that can guide the design and implementation of these practices.

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The Search for Global Competence: From International HR to Talent Management

Jan 13, 2016 | Sponsor Content, Talent Management

This article by Wayne F. Cascio (University of Colorado Denver) and John W. Boudreau (CEO) describes the evolution of the search for global competence through a fifty-year content analysis and review of published research in the field of International HR Management (IHRM), and more recently, Talent Management (TM), with special emphasis on the Journal of World Business.

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Human Resource Management: The Role of Boards

Jan 11, 2016 | Sponsor Content, Talent Management

Jay A. Conger (CEO and Claremont McKenna College) and Edward E. Lawler III (CEO) – Along with the intellectual and knowledge property they create, human capital has become the most important intangible asset that most corporations possess. Yet surprisingly little corporate boardroom time is spent on human capital issues.

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Cutting Edge Performance Management: What About Rewards?

Jan 9, 2016 | Compensation and Benefits, Performance Management, Sponsor Content

Gerald E. Ledford, Jr. (CEO), Edward E. Lawler III (CEO), George Benson (U Texas)
With support from WorldatWork, the Center for Effective Organizations has conducted a survey study of 244 organizations that have adopted one or more of three cutting edge practices: ongoing performance feedback, ratingless reviews of performance, and crowd-sourced feedback.

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Talent Management of Nonstandard Employees

Dec 15, 2015 | Sponsor Content, Talent Management

Wayne F. Cascio (U Colorado Denver) and John W. Boudreau (CEO) discuss how more and more workers are operating outside the traditional confines of regular, full-time employment. They may be “free agents” or “e-lancers” (that is, freelancers in the digital world) who work for themselves, or they may be employees of an organization a firm is allied with, employees of an outsourcing or temporary-help firm, or even volunteers.

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Changing Tires on a Moving Car: Management Processes that Support Agility

Nov 18, 2015 | Agility, Sponsor Content, Strategic HR

The term “agility” gets tossed around a lot these days. Strategists tout the virtues of strategic agility, fast strategy, and resilience.

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Corporate Boards and HR

Oct 17, 2015 | Sponsor Content, Strategic HR

John W. Boudreau (CEO) and Edward E. Lawler III (CEO)
As boards face growing pressure to step up their understanding of strategic options, risk management, change management and globalization, it is particularly important that they have good data about the human capital issues that organizations face.

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