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Selection and StaffingRemove Selection and Staffing →

New research on selection and staffing from Harvard Business School faculty on issues including strategies around selecting the right employee, staffing skills, and why increasing the amount of labor at a store can be associated with profit margin increases.
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Weighing Digital Tradeoffs in Private Equity

by Michael Blanding

Private equity firms often streamline the operations of portfolio companies, but cost-cutting isn't the only road to efficiency. The right technology improvements can increase the value of PE investments, says research by Brian Baik and Suraj Srinivasan.

From Truck Driver to Manager: US Foods’ Novel Approach to Staff Shortages

by Pamela Reynolds

Restaurant closures, supply disruptions, and now, worker shortages. The pandemic has been hard on food suppliers. A case study by David Bell looks at the innovative thinking that helped one of the industry's biggest companies stabilize staffing—and grow.

Walmart's Workforce of the Future

by Julia Hanna

A case study by William Kerr explores Walmart's plans for future workforce makeup and training, and its search for opportunities from digital infrastructure and automation. Open for comment; 0 Comments.

The Comprehensive Effects of Sales Force Management: A Dynamic Structural Analysis of Selection, Compensation, and Training

by Doug J. Chung, Byungyeon Kim, and Byoung G. Park

When sales forces are well managed, firms can induce greater performance from them. For this study, the authors collaborated with a major multinational firm to develop and estimate a dynamic structural model of sales employee responses to various management instruments like compensation, training, and recruiting/termination policies.

Who Gets Hired? The Importance of Finding an Open Slot

by Edward P. Lazear, Kathryn L. Shaw, and Christopher Stanton

A worker’s skills alone does not determine the job in which they are hired—or indeed, whether the worker is hired at all. The existence of slots or job positions means that even qualified workers may not be hired or may not be assigned to the job for which they are best suited when there is a superior applicant for that position.

Leadership Lessons of the Great Recession: Options for Economic Downturns

by Sandra Sucher & Susan Winterberg

In the new case study “Honeywell and the Great Recession,” Sandra Sucher and Susan Winterberg explore employer tradeoffs when a downturn hits: conducting layoffs vs. orchestrating furloughs. Plus: Video interviews with Honeywell CEO Dave Cote. Open for comment; 0 Comments.

Better by the Bunch: Evaluating Job Candidates in Groups

by Maggie Starvish

The key to avoiding gender stereotyping in the hiring process lies in evaluating job candidates as a group, rather than one at a time. So says new research by Iris Bohnet, Alexandra van Geen, and Max H. Bazerman. Open for comment; 0 Comments.

Why Can’t We Figure Out How to Select Leaders?

by Jim Heskett

Managers discuss their own experience in organizations in response to February's column. All good leaders teach as well as learn, says Jim Heskett. Is it possible with any degree of confidence to select people for certain leadership jobs? (Forum now closed. Next forum begins March 5.) Closed for comment; 0 Comments.

Thinking Twice About Supply-Chain Layoffs

by Julia Hanna

Cutting the wrong employees can be counterproductive for retailers, according to research from Zeynep Ton. One suggestion: Pay special attention to staff who handle mundane tasks such as stocking and labeling. Your customers do. Closed for comment; 0 Comments.