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Why Companies Hunt for Talent on Digital Platforms, Not in Resume Piles

by Michael Blanding

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.

Short-Termism, Shareholder Payouts, and Investment in the EU

by Jesse M. Fried and Charles C.Y. Wang

Shareholder-driven “short-termism,” as evidenced by increasing payouts to shareholders, is said to impede long-term investment in EU public firms. But a deep dive into the data reveals a different story.

Why a Blended Workforce May Be Key to Lasting Competitive Advantage

by Joseph B. Fuller

Companies are increasingly blending full-time staff with skilled on-demand talent. The problem: Few companies have developed cultures that accommodate gig workers, says Joseph B. Fuller. Open for comment; Comment(s) posted.

Consumers Punish Firms that Cut Employee Pay in Response to COVID-19

by Bhavya Mohan, Serena Hagerty, and Michael Norton

In the wake of COVID-19, firms announced both employee furloughs and (typically small) CEO wage cuts. This research shows that firms’ treatment of employees matters far more to consumers than executive pay cuts.

The Evolution of CEO Compensation in Venture Capital-Backed Startups

by Michael Ewens, Ramana Nanda, and Christopher Stanton

Resolving uncertainty related to market demand—so called “product-market” fit—marks a key inflection point in the compensation contract for CEOs of venture-capital backed firms.

It's Time for a Bipartisan Health Plan for Employers and Employees

by Regina E. Herzlinger and Richard J. Boxer

Regina E. Herzlinger and Richard J. Boxer prescribe a seemingly impossible cure for battling health care options: a plan that embraces both Republican and Democratic ideas. Open for comment; Comment(s) posted.

Is a Business School-Industry Collaboration Needed to Attract Black Talent to Campus?

by James Heskett

SUMMING UP:James Heskett's readers suggest that recruiting minority students to business school must be matched with programs to retain them. Open for comment; Comment(s) posted.

Does Remote Work Mix with Organizational Culture?

by James Heskett

SUMMING UP: Readers who themselves work from home think differently about how organizations should respond to remote work initiatives. James Heskett sums up the dicussion. Open for comment; Comment(s) posted.

How Remote Work Changes What We Think About Onboarding

by Boris Groysberg

COVID-19 has turned many companies into federations of remote workplaces, but without guidance on how their onboarding of new employees must change, says Boris Groysberg. Open for comment; Comment(s) posted.

The New Rules for Remote Work: Pandemic Edition

by Dina Gerdeman

Welcome to the new world of remote work, where employees struggle to learn the rules, managers are unsure how to help them, and organizations get a glimpse into the future. Open for comment; Comment(s) posted.

Nominal and Opportunity Effects of Managerial Discretion

by Wei Cai, Susanna Gallani, and Jee Eun Shin

This study of field data from a Chinese manufacturing company explores the consequences of subjective performance evaluations leading to bonuses and penalties. Results may help practitioners improve the effectiveness of incentive systems.

Love in the Office Is Wonderful. Except for CEOs.

by Regina Herzlinger

Finding love among your office colleagues can be a wonderful thing, and not inevitably career ending. Unless, of course, you are the CEO. Advice to the corporate lovelorn from Regina Herzlinger. Open for comment; Comment(s) posted.

Open Your Organization to Honest Conversations

by Dina Gerdeman

When company leaders can't hear the voices of their workers, serious strategic mistakes are likely. Michael Beer discusses ways organizations can build powerful communication channels. Open for comment; Comment(s) posted.

The Old Boys' Club: Schmoozing and the Gender Gap

by Zoë B. Cullen and Ricardo Perez-Truglia

Over a four-year period, male employees assigned a male manager were promoted at a faster rate than their female counterparts, with no observable difference in performance. Women, in turn, were promoted at the same rate whether assigned to a male manager or female manager. Male employees benefited from the higher rates of social interactions with their male managers.

The Gender Gap in Self-Promotion

by Christine L. Exley and Judd B. Kessler

Many organizations and job applications require individuals to assess their own ability and performance. When women communicate to potential employers, however, they systematically give less favorable assessments of their own past performance and potential future ability than equally performing men. The study rules out potential explanations for the gap and discusses implications.

Should Non-Compete Clauses Be Abolished?

by James Heskett

SUMMING UP: Non-compete clauses need to be rewritten, especially when they are applied to lower-income workers, respond James Heskett's readers. Open for comment; Comment(s) posted.

The Economic Cost of Physician Burnout

by Michael Blanding

Doctor burnout takes a toll on physicians and patient care, but there is another cost to be accounted for, says Joel Goh. Open for comment; Comment(s) posted.

Corporate Purpose and Firm Ownership

by Claudine Gartenberg and George Serafeim

This study shows that corporate purpose varies greatly according to the nature of firm ownership, and these differences can be least partly explained by the choices and compensation of the CEOs. The greater the pay gap between CEOs and employees, the lower the sense of corporate purpose within the organization.

Making the Right Technical Hire

by Julia Austin

CEOs are usually more comfortable making key hires on the business side of the house than the technology side. Here is what executives need to understand about technical hires, according to Julia Austin. Open for comment; Comment(s) posted.

Distressed Employees? Try Resilience Training

by Dina Gerdeman

Depressed employees are up to five times more likely to experience work-related problems than employees with chronic physical illnesses. So why aren't employers helping them? asks Ashley Whillans. Open for comment; Comment(s) posted.