Research and
Insights

The global impact of leading-edge discovery

In 1979, our foundational work began a movement in the field. Today, we’re at the forefront, discovering and creating the latest knowledge in the design and management of organizations. We provide leaders from around the world with the trusted insights and hands-on learning they need to help solve complex problems and build highly effective, sustainable organizations.

Recent Research

People Analytics and Change

Click here for the PowerPoint slides (in PDF format). People Analytics has made great strides in the world of HR, rapidly becoming a core capability that most CHROs feel they cannot do without. Yet even as organizations continue to build greater people analytics capability, the field struggles to find the best ways to engage with […]

Please Sign In

This content is available only to members and requires a valid login. If you are already a member, please log in first, after which you will return to this post.

Register For Premium Access

Register for premium access to our working papers, editorials and webinars. It takes under 30 seconds. .

read more

Analytics and OD: Twins Separated at Birth?

During the development of the modern HR function over the past half century, four disciplines emerged that define the essential expertise for strategic HR: business strategy, organization design, organizational development (OD) and analytics. As Dave Ulrich has often noted, the traditional HR function was very inward looking. In contrast, each of these disciplines requires an […]

Please Sign In

This content is available only to members and requires a valid login. If you are already a member, please log in first, after which you will return to this post.

Register For Premium Access

Register for premium access to our working papers, editorials and webinars. It takes under 30 seconds. .

read more

Beyond “Upskilling”: Measuring the Climate for Work Automation with the “Work Automation Index”

With all the attention to enhancing the skills of workers to cope with work automation, CEO affiliate Dr. Benjamin Schneider, and Dr. John Boudreau realized that organizations are overlooking pivotal elements to work automation success.

Please Sign In

This content is available only to members and requires a valid login. If you are already a member, please log in first, after which you will return to this post.

Register For Premium Access

Register for premium access to our working papers, editorials and webinars. It takes under 30 seconds. .

read more

HR – Make Some Noise!

I was talking to a CHRO recently and he was talking about the perception that people in their organisation had about HR. He went on to say “if you want to be thanked for what you do at work, don’t go into HR!” He went on to say that people in HR need to “get over the fact that they won’t get a lot of recognition and that if they think that they are going to be thrown flowers and gifts for their work in HR then they should get out of the function now.”

Please Sign In

This content is available only to members and requires a valid login. If you are already a member, please log in first, after which you will return to this post.

Register For Premium Access

Register for premium access to our working papers, editorials and webinars. It takes under 30 seconds. .

read more

Come on HR – Prove Me Wrong!

I love HR and have always had a passion for the whole area since I fell into Personnel by mistake many years ago. Some 30 years later, working both in and around the HR function, the demands and expectations being made of HR continue to rise, and rightly so!

Please Sign In

This content is available only to members and requires a valid login. If you are already a member, please log in first, after which you will return to this post.

Register For Premium Access

Register for premium access to our working papers, editorials and webinars. It takes under 30 seconds. .

read more

Ratingless Performance Reviews: A Quasi-Experiment

We conducted a study of ratingless reviews in an organization that had an innovative and effective performance management process prior to adopting ratingless reviews. We collected data from the pilot and comparison units before and after the change to ratingless reviews. Results indicated some positive changes and no clear negative changes in the pilot units compared to the comparison units. Analysis suggests that positive results are primarily the result of more frequent feedback that is more oriented toward employee
development rather than the ratingless reviews, per se.

Please Sign In

This content is available only to members and requires a valid login. If you are already a member, please log in first, after which you will return to this post.

Register For Premium Access

Register for premium access to our working papers, editorials and webinars. It takes under 30 seconds. .

read more

Questions? Contact Us.

CEO is here to help you and your organization.