Research and Insights from the Center for Effective Organizations
Professionals and business people in midlife are increasingly asking themselves “what’s next?” in their careers and personal lives. Creating the Good Life (James O’Toole (Rodale Press, 2005)) draws on the wisdom of the ages to help contemporary men and women plan for satisfying, useful, moral, and meaningful second halves of their lives.
Alec R. Levenson (CEO), Mike McDermott (Capital One), and Suzanne Clarke (Capital One Financial Services) state that interest in executive coaching is clearly on the rise, and many organizations have made coaching an integral part of their leadership development programs.
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Edward E. Lawler III (CEO) and David Finegold (Keck Graduate Institute) state that over the past four years, corporate boards in the U.S. have been under increasing pressure. Stimulated by high-profile scandals, investor dissatisfaction with board performance and questions about the level of executive compensation, regulators have introduced significant reforms in the rules governing boards.
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John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) explain that when it comes to their talent resources, organizations often have similar human capital programs across all business units (“build bench strength”, “improve retention,” “base rewards on performance”). Generic human capital allocations lead to non-optimal human capital investments, just like generic financial or marketing allocations.
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In this article, John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) extend earlier work by proposing a framework of four elements integrating HR measures within a system for achieving strategic organizational change.
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John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) state that identifying and acquiring talent is one of the most important processes in human resource management.
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John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) explain that the value and importance of human capital, or talent, is increasingly obvious to business leaders, yet they are increasingly frustrated by the current state of human resource (HR) management.
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Julian Birkinshaw (London Business School) and Cristina Gibson (UC Irvine) state that the technological downturn, political turmoil and economic uncertainty of the last five years have reaffirmed to managers the importance of adaptability – the ability to move quickly towards new opportunities, to adjust to volatile markets, and to avoid complacency.
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Alec R. Levenson (CEO), Wim A. Van Der Stede (USC), and Susan Cohen (CEO) discuss how the use of competency systems to evaluate, reward, and promote managers has become commonplace in large organizations in recent years.
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Pay compression occurs when employees with more seniority receive pay rates nearly equal to newer employees. Based upon equity theory, Amy B. Henley (University of Texas), George S. Benson (University of Texas), and Gary C. McMahan (University of Texas) hypothesize that pay compression will influence employee perceptions of pay equity.
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A recent survey Edward E. Lawler III (CEO) and David Finegold (Keck Graduate Institute) conducted with Mercer Delta of directors in Fortune 1000 companies found that board members themselves feel that of all the proposed board reforms, having boards and audit committees made up of independent directors are by far the most likely to have a positive impact on boards.
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This laboratory study by Susan G. Cohen (CEO) and Ramon Rico (Universidad Autónoma de Madrid) proposes a model of virtual team performance based on the fit between the characteristics of the task and the type of communication media used by members of the team.
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