Filter Results: (267) Arrow Down

Human ResourcesRemove Human Resources →

New research on human resources from Harvard Business School faculty on issues including organizational design, compensation, incentive plans, hiring practices, and recruitment.
Page 1 of 267 Results →

Unpacking That Icky Feeling of 'Shopping' for Diverse Job Candidates

by Kristen Senz

Many companies want to bring a wider variety of lived experiences to their workforces. However, research by Summer Jackson shows how hiring managers' fears of seeming transactional can ultimately undermine their diversity goals.

Working Moms Are Mostly Thriving Again. Can We Finally Achieve Gender Parity?

by Kara Baskin

The pandemic didn't destroy the workplace advancements moms had achieved. However, not all of the positive changes forced by the crisis and remote work have stuck, says research by Kathleen McGinn and Alexandra Feldberg.

How Workplace Wellness Programs Can Give Employees the Energy Boost They Need

by Hise Gibson

At a time when many workers are struggling with mental health issues, workplace wellness programs need to go beyond providing gym discounts and start offering employees tailored solutions that improve their physical and emotional well-being, says Hise Gibson.

You’re More Than Your Job: 3 Tips for a Healthier Work-Life Balance

by Kara Baskin

Younger workers are rejecting the idea of sticking with one employer for the long haul and are instead finding happiness by job-hopping and creating dramatically different boundaries with work. In a new book, Christina M. Wallace maps out a step-by-step guide to building a flexible and fulfilling life that includes rest, relationships, and a rewarding career.

The Rise of Employee Analytics: Productivity Dream or Micromanagement Nightmare?

by Ben Rand

"People analytics"—using employee data to make management decisions—could soon transform the workplace and hiring, but implementation will be critical, says Jeffrey Polzer. After all, do managers really need to know about employees' every keystroke?

STEM Needs More Women. Recruiters Often Keep Them Out

by Rachel Layne

Tech companies and programs turn to recruiters to find top-notch candidates, but gender bias can creep in long before women even apply, according to research by Jacqueline Ng Lane and colleagues. She highlights several tactics to make the process more equitable.

Part-Time Employees Want More Hours. Can Companies Tap This ‘Hidden’ Talent Pool?

by Kara Baskin

Businesses need more staff and employees need more work, so what's standing in the way? A report by Joseph Fuller and colleagues shows how algorithms and inflexibility prevent companies from accessing valuable talent in a long-term shortage.

Money Isn’t Everything: The Dos and Don’ts of Motivating Employees

by Avery Forman

Dangling bonuses to checked-out employees might only be a Band-Aid solution. Brian Hall shares four research-based incentive strategies—and three perils to avoid—for leaders trying to engage the post-pandemic workforce.

How Unilever Is Preparing for the Future of Work

Re: William R. Kerr

Launched in 2016, Unilever’s Future of Work initiative aimed to accelerate the speed of change throughout the organization and prepare its workforce for a digitalized and highly automated era. But despite its success over the last three years, the program still faces significant challenges in its implementation. How should Unilever, one of the world's largest consumer goods companies, best prepare and upscale its workforce for the future? How should Unilever adapt and accelerate the speed of change throughout the organization? Is it even possible to lead a systematic, agile workforce transformation across several geographies while accounting for local context? Harvard Business School professor and faculty co-chair of the Managing the Future of Work Project William Kerr and Patrick Hull, Unilever’s vice president of global learning and future of work, discuss how rapid advances in artificial intelligence, machine learning, and automation are changing the nature of work in the case, “Unilever's Response to the Future of Work.”

The Opioid Crisis, CEO Pay, and Shareholder Activism

Re: Suraj Srinivasan

In 2020, AmerisourceBergen Corporation, a Fortune 50 company in the drug distribution industry, agreed to settle thousands of lawsuits filed nationwide against the company for its opioid distribution practices, which critics alleged had contributed to the opioid crisis in the US. The $6.6 billion global settlement caused a net loss larger than the cumulative net income earned during the tenure of the company’s CEO, which began in 2011. In addition, AmerisourceBergen’s legal and financial troubles were accompanied by shareholder demands aimed at driving corporate governance changes in companies in the opioid supply chain. Determined to hold the company’s leadership accountable, the shareholders launched a campaign in early 2021 to reject the pay packages of executives. Should the board reduce the executives’ pay, as of means of improving accountability? Or does punishing the AmerisourceBergen executives for paying the settlement ignore the larger issue of a business’s responsibility to society? Harvard Business School professor Suraj Srinivasan discusses executive compensation and shareholder activism in the context of the US opioid crisis in his case, “The Opioid Settlement and Controversy Over CEO Pay at AmerisourceBergen.”

From Prison Cell to Nike’s C-Suite: The Journey of Larry Miller

by Jamal Meneide

VIDEO: Before leading one of the world’s largest brands, Nike executive Larry Miller served time in prison for murder. In this interview, Miller shares how education helped him escape a life of crime and why employers should give the formerly incarcerated a second chance. Inspired by a Harvard Business School case study.

How KKR Got More by Giving Ownership to the Factory Floor: ‘My Kids Are Going to College!’

by Avery Forman

KKR turned around a struggling door company and sold it for 10 times its investment—giving factory workers a life-changing cut of the returns. A case study by Ethan Rouen and Dennis Campbell offers lessons for companies trying to instill an owner's mindset in employees.

Is AI Coming for Your Job?

by Kristen Senz

In a post-AI world, where an algorithm can draft marketing copy—or even pop songs and movie scripts—anything seems possible. Harvard Business School faculty members discuss how artificial intelligence could reshape how work gets done.

The Best Person to Lead Your Company Doesn't Work There—Yet

by Rachel Layne

Recruiting new executive talent to revive portfolio companies has helped private equity funds outperform major stock indexes, says research by Paul Gompers. Why don't more public companies go beyond their senior executives when looking for top leaders?

How Leaders Should Leave

by John Quelch

Perhaps you're so burnt out or so excited about your next role that you're ready to run for the door, but slow down, cautions John Quelch. He offers nine tips for leaders who are ready to take the next step in their careers.

How One Late Employee Can Hurt Your Business: Data from 25 Million Timecards

by Ben Rand

Employees who clock in a few minutes late—or not at all—often dampen sales and productivity, says a study of 100,000 workers by Ananth Raman and Caleb Kwon. What can managers do to address chronic tardiness and absenteeism?

Are Your Employees Passing Up Incentives? Try Promoting the Programs More

by Scott Van Voorhis

Employees who bow out of a company's wellness program or retirement savings plan might not know these perks exist. Leslie John offers advice for motivating workers to participate in incentive programs.

It’s Not All About Pay: College Grads Want Jobs That ‘Change the World’

by Rachel Layne

Many college graduates will accept lower salaries for roles that have the potential to give back to society, says research by Letian Zhang. Could trading pay for altruism help shrink the income gap?

8 Trends to Watch in 2023

by Avery Forman

Quiet quitting. Inflation. The economy. This year could bring challenges for executives and entrepreneurs, but there might also be opportunities for focused leaders to gain advantage, say Harvard Business School faculty members.

Employee Feedback: The Key to Retention During the Great Resignation

by Michael Beer

Employees need to feel that they're on the same team as managers—not adversaries in a zero-sum game. Michael Beer offers six guiding principles for senior leaders who are ready to listen to and act on employee feedback.