In this webinar, Chris Worley and Sue Mohrman will describe their learnings about designing organizations for agility. There are many paradoxes inherent in such designs. Agility requires accepting a certain amount of slack that absorbs the risk of investing in their future while relentlessly driving down costs in present operations; experimenting on the one hand while systematically incorporating what is learned on the other; and developing people to be ready for the future while making them expert in the present. In agile organizations, change is routine.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
Stubborn Traditionalism in HRM: Causes and Consequences
This article by John W. Boudreau (CEO) and Edward E. Lawler III (CEO) examines two questions using cross-sectional analysis of our most recent survey of HR leaders. First we find that slow progress matters, because progress on HR functional features is related to important outcomes, including HR’s role in strategy, effectiveness as a function, and organizational performance. Second, we explore one explanation for HR’s stubborn traditionalism, in the organization’s management approach.
Workforce Planning Across the Great Divide
John W. Boudreau (CEO) and Ian Ziskin (CEO) argue that even today’s most sophisticated SWP systems often focus solely on the workforce, using frameworks and tools that are largely in the domain of human resources management, and often provide the majority of their information about the HR function and its processes and activities.
Sustainability: What Should Boards Do?
Edward E. Lawler III (CEO) and Susan A. Mohrman (CEO) explain that today, sustainability is not just a matter of good citizenship; it has become critical to the survival of corporations. Corporations need to operate in a sustainable manner in order to assure that they have strong communities and ecologies in which to operate.
Effectiveness of Management Approaches
Ed Lawler and John Boudreau discuss the effectiveness of five different approaches to management: bureaucratic, low-cost operator, high involvement, global competitor and sustainable.
Using HR Analytics for Modeling and Making Sense of Compensation, 12/12, Audio/Slides
In this webinar Alec Levenson reviewed the principles and uses of models as decision making aids, even when there is not enough time or data for doing statistical analysis.
HR and Sustainability, 11/27/2012
Ed Lawler, Sue Mohrman, and Chris Worley took a first look at data from a new study on sustainable organizations. A just-completed CEO study focused on HR’s role in corporate sustainability activities. It looked at what HR does and what it would like to do in regards to sustainability.
Short Introduction to Strategic Human Resource Management
Reflecting an increasing uncertainty in global business, Cascio and Boudreau consider ways of dealing with risk in managing human capital. Numerous examples in every chapter illustrate key points with real business cases from around the world.
The Strategic Role of HR in the U.S. and China
John W. Boudreau (CEO) and Edward E. Lawler III (CEO) explain that it appears that one reason for the differences in the strategic role of HR between the two countries is the extent to which organizations adopt management approaches that are positively associated with the opportunity for HR to engage in strategic activities.
Executive Pay: Audit Needed?
Bruce R. Ellig (Author) and Ed Lawler (CEO) discuss that like many before it, this year has seen a high level of outrage over the executive compensation payouts of some large corporations.
Evolution of a Decision Science for HR Management
In this webinar, John Boudreau described emerging findings from the data in his new book with Edward Lawler, Effective Human Resource Management: A Global Analysis.
Insights and Learning from Data Coaches
Theresa Welbourne along with Omari Maulana and Lacey Leone McLaughlin, discussed what data coaching is, what it can do, and how it has evolved.