- 17 Feb 2016
- Research & Ideas
Man vs. Machine: Which Makes Better Hires?
New research by Danielle Li and colleagues finds that computers make better hiring decisions than managers when filling simpler jobs. Open for comment; Comment(s) posted.
- 09 Nov 2015
- Research & Ideas
These Employers Pay Higher Salaries than Necessary
Some employers using online freelance marketplaces for the first time pay more than they have to for workers. Why? An information imbalance that job seekers can exploit, as explained in research by professor Christopher T. Stanton. Open for comment; Comment(s) posted.
- 25 Jul 2013
- Research & Ideas
Why Unqualified Candidates Get Hired Anyway
Why do businesses evaluate candidates solely on past job performance, failing to consider the job's difficulty? Why do university admissions officers focus on high GPAs, discounting influence of easy grading standards? Francesca Gino and colleagues investigate the phenomenon of the "fundamental attribution error." Closed for comment; 24 Comment(s) posted.
- 14 Nov 2007
- Research & Ideas
Growing CEOs from the Inside
Who is the best CEO candidate? An insider with intimate knowledge of your company, or an outsider who is ready to put sacred cows out to pasture? The answer, says HBS professor Joseph L. Bower, is both. In this Q&A, he discusses his new book, The CEO Within, and why inside-outsiders are the key to succession planning. Key concepts include: Effective succession planning is a hallmark of many top-performing companies, but most firms pay little attention to the process. In many cases an ideal candidate for CEO will come from the inside but carry an outsider's perspective. Closed for comment; 0 Comment(s) posted.
- 22 Nov 2006
- Research & Ideas
CEO Succession: The Case at Ford
When Ford Motor Company looked to replace Bill Ford as CEO, it turned not to another auto industry insider but instead to Boeing's Alan Mulally. We talk with Harvard Business School professor Joseph L. Bower to better understand Ford's move and the larger issues of CEO succession. Key concepts include: New CEOs are often plucked from outside the company—about a third of the time for S&P 500 companies. Industry knowledge isn't a specific determinant of a new CEO's success, but knowledge of the business is crucial—see Lou Gerstner at IBM. Companies need to plan CEO succession ten years in advance—not react to an immediate situation. Closed for comment; 0 Comment(s) posted.
- 29 May 2006
- Research & Ideas
Why CEOs Are Not Plug-and-Play
Company-specific skills may be valuable in a new job under the right conditions, say Harvard Business School's Boris Groysberg, Andrew N. McLean, and Nitin Nohria. They studied GE; here's an excerpt from Harvard Business Review. Closed for comment; 0 Comment(s) posted.
- 23 Jul 2001
- Research & Ideas
Looking for CEOs in All the Wrong Places
In searching for a new CEO, many companies depend on board contacts to find candidates and diminish the role of search firms. And that may be a big mistake, suggests HBS assistant professor Rakesh Khurana. Closed for comment; 0 Comment(s) posted.
Why Companies Hunt for Talent on Digital Platforms, Not in Resume Piles
Rather than sit back and wait for applicants to send resumes, companies are proactively targeting prospective employees on digital platforms and social media, often with a recruiter's help, says research by Rembrand Koning. Open for comment; Comment(s) posted.