John Boudreau

A detailed look at the evolution of employment and its far-reaching implications.

Lead the Work takes an incisive look at the evolving nature of work, and how it's affecting management and productivity at the organizational level. Where getting things done once meant assigning it to an employee, today's leaders are increasingly at risk if they fail to recognize that talent can float into and out of an organization. Long-term employment has given way to medium- or short-term employment… Show more

A detailed look at the evolution of employment and its far-reaching implications.

Lead the Work takes an incisive look at the evolving nature of work, and how it's affecting management and productivity at the organizational level. Where getting things done once meant assigning it to an employee, today's leaders are increasingly at risk if they fail to recognize that talent can float into and out of an organization. Long-term employment has given way to medium- or short-term employment, marking the first step in severing the bond that once fixed an individual inside an organization. Getting work done by means other than an employee was once considered a fringe event, but now leading organizations are accepting and taking advantage of the notion that talent has shown itself to be mutable. This book explores this phenomenon in detail and provides a new roadmap to help managers navigate this new environment.

The workplace has undergone many changes over the years, but the emerging trend away from traditional employment represents a massive shift that has profound implications for the business model of every organization, large or small. This book describes how management is changing, and how managers must adapt to survive.

Workplaces evolve like biological beings; only the strong survive, and it's the competitive edge that ensures continued success. Lead the Work describes the new landscape, and shows you how to adapt and thrive. Show less

Since 1995, USC's Center for Effective Organizations (CEO) has conducted the definitive longitudinal study of the human resource management function in organizations. By analyzing new data every three years since then, the Center has been able to consistently chart changes in how HR is organized and managed, while at the same time providing guidance on how professionals in the field can drive firm performance. Global Trends in Human Resource Management, the seventh report from CEO, provides the… Show more

Since 1995, USC's Center for Effective Organizations (CEO) has conducted the definitive longitudinal study of the human resource management function in organizations. By analyzing new data every three years since then, the Center has been able to consistently chart changes in how HR is organized and managed, while at the same time providing guidance on how professionals in the field can drive firm performance. Global Trends in Human Resource Management, the seventh report from CEO, provides the newest findings about what makes HR successful and how it can add value to organizations today. Edward E. Lawler III and John W. Boudreau conclude that HR is most powerful when it plays a strategic role, makes use of information technology, has tangible metrics and analytics, and integrates talent and business strategies.

To adapt to the demands of a changing global marketplace, HR is increasingly required to span the boundaries between its function, the organization as a whole, and the dynamic environment within which it operates. This report tracks changes in a global sample of firms that shows how HR differs across Europe, the U.S., and Asia, providing an international benchmark against which to measure a company's practice and shows how HR can adapt in a rapidly changing landscape. Show less

Effective Human Resource Management is the Center for Effective Organizations' (CEO) sixth report of a fifteen-year study of HR management in today's organizations. The only long-term analysis of its kind, this book compares the findings from CEO's earlier studies to new data collected in 2010. Edward E. Lawler III and John W. Boudreau measure how HR management is changing, paying particular attention to what creates a successful HR function—one that contributes to a strategic partnership and… Show more

Effective Human Resource Management is the Center for Effective Organizations' (CEO) sixth report of a fifteen-year study of HR management in today's organizations. The only long-term analysis of its kind, this book compares the findings from CEO's earlier studies to new data collected in 2010. Edward E. Lawler III and John W. Boudreau measure how HR management is changing, paying particular attention to what creates a successful HR function—one that contributes to a strategic partnership and overall organizational effectiveness. Moreover, the book identifies best practices in areas such as the design of the HR organization and HR metrics. It clearly points out how the HR function can and should change to meet the future demands of a global and dynamic labor market.

For the first time, the study features comparisons between U.S.-based firms and companies in China, Canada, Australia, the United Kingdom, and other European countries. With this new analysis, organizations can measure their HR organization against a worldwide sample, assessing their positioning in the global marketplace, while creating an international standard for HR management. Show less

Research suggests that certain personality characteristics lead to greater (or lesser) withdrawal from work, yet little research has examined exactly how personality translates into withdrawal behavior. To address this question, the present study demonstrated that the approach-avoidance personality traits of extraversion and neuroticism each showed simultaneous positive and negative effects on job search behaviors of employed individuals depending on the mediating mechanism involved (i.e.… Show more

Research suggests that certain personality characteristics lead to greater (or lesser) withdrawal from work, yet little research has examined exactly how personality translates into withdrawal behavior. To address this question, the present study demonstrated that the approach-avoidance personality traits of extraversion and neuroticism each showed simultaneous positive and negative effects on job search behaviors of employed individuals depending on the mediating mechanism involved (i.e., ambition values, job search self-efficacy, perceived job challenge, work burnout, perceived financial inadequacy, and job satisfaction). The authors’ findings extend theoretical insights on the pathways linking dispositional traits and employee withdrawal behaviors and suggest how employers can more precisely anticipate and mitigate employees’ search
for new employment. Show less

This Short Introduction to Strategic Human Resource Management provides a concise treatment of the key elements of strategic HRM using an innovative risk-management approach. It emphasizes the importance of the decisions, processes and choices organizations make about managing people and shows how workforce management directly affects strategic organizational outcomes. It provides guidance for managers on how to make better human capital decisions in order to achieve strategic success more… Show more

This Short Introduction to Strategic Human Resource Management provides a concise treatment of the key elements of strategic HRM using an innovative risk-management approach. It emphasizes the importance of the decisions, processes and choices organizations make about managing people and shows how workforce management directly affects strategic organizational outcomes. It provides guidance for managers on how to make better human capital decisions in order to achieve strategic success more effectively. Reflecting an increasing uncertainty in global business, Cascio and Boudreau consider ways of dealing with risk in managing human capital. Numerous examples in every chapter illustrate key points with real business cases from around the world.
Contents

1. What is strategy?; 2. The external environment; 3. HR strategy in context: environmental, organizational, and functional elements; 4. HR strategy through a risk-optimization framework; 5. HR strategy: linkages, anchor points, and outcomes; 6. HR strategy: communication and engagement; 7. Outcomes of successful business and HR strategies; 8. Future forces and trends driving HR strategy. Show less

Transformative HR: How Great Companies Use Evidence-based Change for Sustainable Advantage reveals a groundbreaking road map to sustainable business results for organizations faced with the growing complexity of the modern workforce and the challenges of a global economy. The book demonstrates how HR executives can reaffirm their influence and business leadership by using analytical discipline and sophisticated systems thinking in their human capital decisions.

Co-authors John Boudreau… Show more

Transformative HR: How Great Companies Use Evidence-based Change for Sustainable Advantage reveals a groundbreaking road map to sustainable business results for organizations faced with the growing complexity of the modern workforce and the challenges of a global economy. The book demonstrates how HR executives can reaffirm their influence and business leadership by using analytical discipline and sophisticated systems thinking in their human capital decisions.

Co-authors John Boudreau and Ravin Jesuthasan present a timely and practical set of executive tools that optimize efficiency and strategic impact. Their evidence-based approach, grounded in rigorous analytics, is backed by a set of leadership competencies that call for courage and business mindedness, and delivers enduring change initiatives and enhanced performance.

Enriched with in-depth cases from some of the world's most prominent organizations, the book outlines five foundational principles of evidence-based change.

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More than ever before, HR practitioners must empirically demonstrate a clear link between their practices and firm performance. In this book, Wayne F. Cascio and John W. Boudreau show exactly how to choose, implement, and use metrics to improve decision-making, optimize organizational effectiveness, and maximize the value of HR investments. They provide powerful techniques for looking inside the HR "black box," implementing human capital metrics that track the effectiveness of talent policies… Show more

More than ever before, HR practitioners must empirically demonstrate a clear link between their practices and firm performance. In this book, Wayne F. Cascio and John W. Boudreau show exactly how to choose, implement, and use metrics to improve decision-making, optimize organizational effectiveness, and maximize the value of HR investments. They provide powerful techniques for looking inside the HR "black box," implementing human capital metrics that track the effectiveness of talent policies and practices, demonstrating the logical connections to financial and line-of-business, and using HR metrics to drive more effective decision-making. Using their powerful "LAMP" methodology (Logic, Analytics, Measures, and Process), the authors demonstrate how to measure and analyze the value of every area of HR that impacts strategic value. Among the areas covered in depth are:

Hiring
Training
Leadership Development
Health and Wellness
Absenteeism
Retention
Employee Engagement

Readers will master crucial foundational principles such as risk, return, and economies of scale and use them to evaluate investments objectively in everything from work/life programs to training. Also included are powerful ways to integrate HR with enterprise strategy and budgeting and for gaining commitment from business leaders outside HR. Show less

HR professionals have made major strides toward becoming strategic partners. But they need to do more - by generating value through savvy decisions about talent. HR leaders typically assume that, to make such decisions, they must develop sophisticated analytical tools from scratch. Even then, the resulting tools often fail to engage their peers. In Retooling HR, John Boudreau shows how HR leaders can break this cycle - by adapting powerful analytical tools already used by other functions to the… Show more

HR professionals have made major strides toward becoming strategic partners. But they need to do more - by generating value through savvy decisions about talent. HR leaders typically assume that, to make such decisions, they must develop sophisticated analytical tools from scratch. Even then, the resulting tools often fail to engage their peers. In Retooling HR, John Boudreau shows how HR leaders can break this cycle - by adapting powerful analytical tools already used by other functions to the unique challenges of talent management. Drawing on his research and examples from companies including Google, Disney, IBM, and Microsoft, Boudreau explains six proven business tools leaders already use. And he shows how HR can apply these tools to talent management. Examples include: Using engineering tolerances to find pivot points that job descriptions miss Using inventory and supply-chain analytics to ensure a ready supply of the right talent Applying logistics tools to optimize succession planning and leadership development Adapting consumer research tools to find untapped value in total rewards Retooling HR builds on Boudreau's bestselling book Beyond HR, which traces HR's evolution as a decision science. For HR professionals seeking to sharpen their decision-making prowess, this provocative new book blazes an innovative new path. Show less

Is your talent strategy a unique competitive advantage? As competition for top talent increases, companies must recognize that decisions about talent and its organization can have a significant strategic impact. "Beyond HR" shows how organizations can uncover distinctive talent contributions, strategically differentiate their HR practices and metrics, and more optimally allocate talent to create value. Illustrations from companies such as Disney, Boeing, and Corning describe a new decision… Show more

Is your talent strategy a unique competitive advantage? As competition for top talent increases, companies must recognize that decisions about talent and its organization can have a significant strategic impact. "Beyond HR" shows how organizations can uncover distinctive talent contributions, strategically differentiate their HR practices and metrics, and more optimally allocate talent to create value. Illustrations from companies such as Disney, Boeing, and Corning describe a new decision science called Talentship, that reveals opportunities by identifying strategy pivot points and the optimal talent and organization decisions that address them. A unique framework helps readers identify their own distinctive strategic pivot points and connect them to talent decisions, showing how today's "HR" can evolve to fulfill its potential as a source of strategic advantage Show less