A study by Ormonde Cragun of the University of Minnesota Duluth and Michael Ulrich of Utah State University applies the principles of “Dynamic Capabilities” to succession planning to create a blueprint for strategy-driven human resources management. Succession planning is the coordinated effort of organizations to avoid disruptions when key people leave by developing potential candidates […]
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As the impact of the COVID-19 pandemic continues to recede, should companies that had let employees work from home during the pandemic call them back to the office? Many managers argue that employees in the office are more productive and that working from home reduces firm performance. Many employees counter that eliminating commutes and giving […]
Read More… from Productivity or Control? What Truly Motivates Return-to-Office Mandates
In the past few decades, corporate attitudes have evolved from a “customer is always right” mindset to the recognition that employees are as vital to the success of a company as customers. Corporate internal and external communications declare that satisfied and engaged employees are as critical to success as satisfied customers. According to a Columbia […]
With many companies facing increased challenges in attracting and keeping employees, employee engagement and commitment has become even more vital to organizational success than ever before. Recent research has emphasized the positive impact of “organizational belonging” (OB) on employee satisfaction and engagement. OB is defined as “experiencing an acknowledgment of one’s talents, interests, and experiences” […]
Read More… from Do I Belong Here? Measuring Employee Organizational Belonging
Artificial Intelligence is both appreciated and feared: appreciated for the benefits it offers in terms of speed, accuracy and consistency; feared because many believe those benefits can render many human employees obsolete—a fear summarized in the familiar phrase, “Machines will take our jobs.” Studies show that such fears, leading to employee resistance and suspicion, will […]
Read More… from Onboarding AI to Gain Employee Trust and Acceptance
More and more firms with ongoing recruitment of professionals use computer algorithms to screen job applicants. The screening process is based on past history: the algorithm compares a candidate’s profile with the profiles of past successful candidates—success in terms of being selected for an interview and success in terms of accepting an eventual job offer. […]
Read More… from Exploration Algorithms Increase Diversity of New Hires
All employers in all nations are in the health care business. The work environment they create, including the expected number of working hours and numerous other potential stressors, have a significant impact on the health and well-being of employees and their families. In addition, in the United States, the health care coverage of most workers […]
Read More… from Why Company Health and Wellness Plans Fall Short
Today’s unprecedented quad-gen workforce (baby boomers, Gen X, millennials, Gen Z) presents unique challenges for employers who must try to engage all four generations. Although having different backgrounds and histories, all four generations agree on the important of job flexibility and, according to a recent study on the subject by Henley Business School, many believe […]
Read More… from The Opportunity and Challenge of the Four-Day Working Week
With the pool of workers within traditional working ages (18-64) expected to shrink dramatically, keeping older workers in the workforce longer would help both companies and national economies. Older workers, however, choose to retire rather than taking on even part-time work. Although one reason may be that older workers prefer not to work any more […]
Read More… from Older Workers Are Only Asking for a Little Flexibility
With social inequality in the U.S. only getting worse and with intergenerational mobility lower than in many other advanced economies, it is clear that individuals in the higher socioeconomic levels of American society have a distinct advantage over lower class individuals in economic trajectories — that is, they are given the most lucrative jobs and […]
Read More… from High Social Class Helps Men Get Jobs, But Not Women
