Knowledge@Wharton -- Human Resources

Available All the Time: Etiquette for the Social Networking Age

Wed, 30 Sep 2009 17:48:04 EST

As social networking sites and 24-hour Blackberry access blur the lines between business and personal lives, managers and employees are struggling to develop new social norms to guide them through the ongoing evolution of communications technology. Wharton faculty and other experts say the process of creating rules to cope with the ever-expanding reach of modern communications has just begun, but will be shaped largely by individuals and organizations, not top-down decrees from a digital Emily Post.

Caught in the Middle: Rising Unemployment Takes Its Toll on Older Managers

Wed, 08 Jul 2009 16:18:09 EST

U.S. recessions since the oil crisis in the early 1970s each had their own special causes and victims, but they also had something in common: They were over relatively quickly. The current downturn, however, is deeper and already longer than any since World War II. This spells trouble for one especially vulnerable group -- managers in their 40s and early 50s. What can they do when the industry they made their career in downsizes or goes bust? And how should they go about picking themselves up and getting back into the game? Wharton faculty and employment counselors weigh in.

The Pink Prescription: Facing Tomorrow's Challenges Calls for Right-brain Thinking

Wed, 10 Jun 2009 17:08:51 EST

In a world where jobs can be sent overseas, tasks can be automated and the feverish pace of technology can render even last year's innovation obsolete, students will have to learn how to think differently than their parents in order to survive and prosper, says Daniel H. Pink, author of three bestselling books about the changing work environment. He spoke at the recent Wharton Evolution of Learning Symposium.

Half-a-Million Job Cuts: Is There a Strategy Behind the Layoffs?

Wed, 04 Feb 2009 17:07:39 EST

In a single week in January, corporations around the world laid off nearly 100,000 workers. Since September last year, more than half a million jobs have been eliminated, even at companies that were doing well some time ago. A number of observers are blaming this trend on the economic downturn or on a restructuring of the global economic system. But is this really the case? According to experts from Wharton and elsewhere, what companies are experiencing is neither an indication of a transformation nor a blanket prognosis for the rest of the economy. Instead, they say, the job announcements highlight operational weaknesses and strategic issues that have been lurking under the surface for years.

As Layoffs Spread, Innovative Alternatives May Soften the Blow

Wed, 26 Nov 2008 12:18:24 EST

Just how bad will the economy get? For employers facing tough decisions about layoffs, the question is far from rhetorical. If the current economic turmoil is contained sooner than expected, premature layoffs could be a disaster. If not enough employees are laid off and the recession continues, the company's bottom line could suffer. What options do employers have when it comes to cutting payroll without adversely affecting the talent pool, employee morale or the future of the company?

Job Survival Advice: Don't Fear the Whitewater

Wed, 12 Nov 2008 15:45:28 EST

Change is the new status-quo, and success at work will require agility, talent and the ability to learn from -- rather than fear -- failure, according to Gregory Shea, adjunct professor of management at Wharton, and business writer Robert Gunther. The two recently co-authored a book titled, Your Job Survival Guide, a Manual for Thriving in Change.

Women Executives on Work/Life Balance: Flexibility, Networks, Outside Interests

Wed, 12 Nov 2008 15:45:28 EST

A panel of successful women acknowledged that striking a perfect balance between work and personal life is rarely possible for a first-year associate on Wall Street, but they also agreed that balance is achievable over time if the right priorities are established. Executives from Wachovia Securities, JP Morgan, Goldenridge Capital, Morgan Stanley and UBS offered anecdotes and advice at a recent Wharton Women in Business Conference.

Public vs. Private Company Managers: Which Are More Likely to Impact the Bottom Line?

Wed, 15 Oct 2008 16:48:07 EST

Executives who hone their skills at the helm of private companies tend to be more driven, more bottom line-oriented and have much more flexibility than CEOs at publicly owned companies, who are constrained by their need to balance multiple objectives in a corporate ecosystem. That was the consensus of four panelists who discussed the management challenges at private equity-backed firms during the recent Wharton General Management Conference.

On the Clock: Are Retail Sales People Getting a Raw Deal?

Wed, 01 Oct 2008 17:54:21 EST

Ann Taylor Stores -- a New York-based retailer of upscale women's clothing -- is using a new computer scheduling system that assigns the busiest and most desirable hours to employees with the strongest sales numbers. Those with less success on the selling floor get far fewer and less desirable hours when new schedules are posted. While systems like these can help improve productivity, Wharton faculty and others warn that they are no substitute for hands-on management when it comes to dealing with workers.

Not What, Not How, but Who? Western Companies Face a Worldwide Talent Crunch

Mon, 22 Sep 2008 16:32:53 EST

Faced with an aging workforce and a growing demand for skilled workers in emerging markets like China and India, companies in the West are grappling with a talent crunch of unprecedented scope. According to experts at Wharton and The Boston Consulting Group, management responses include over-hiring to meet future needs, upgrading training in concert with universities and in-house corporate schools, and extracting greater productivity through innovation.

Hiring from Outside the Company: How New People Can Bring Unexpected Problems

Wed, 03 Sep 2008 17:03:03 EST

Rather than hire experienced people from outside, many companies might be better off training fresh recruits with little experience in the industry. That approach can give the firm more control over how the new workers adapt to their employer's corporate strategy and culture, according to a research paper by Wharton management professor Nancy Rothbard titled, "Unpacking Prior Experience: How Career History Affects Job Performance."

'Don't Touch My Perks': Companies that Eliminate Them Risk Employee Backlash

Wed, 23 Jul 2008 13:40:28 EST

Earlier this summer, when employees first learned of a Google plan to upgrade and dramatically raise the price of its day care program, they wept. According to Wharton faculty and compensation experts, that reaction shouldn't come as a big surprise. Trying to eliminate any perk, they say, can cause feelings of betrayal and even retaliation against the company on the part of employees. With the current economic slump, more 'de-perking' could be on the way.

Caught in the Middle: Why Developing and Retaining Middle Managers Can Be So Challenging

Wed, 28 May 2008 14:38:10 EST

Middle managers are often referred to as the "glue" that holds companies together, bridging the gap between the top management team and lower level workers. They implement strategy and organizational changes, keeping workers engaged during both good times and bad. Yet according to a recent survey of middle managers around the world, 20% report dissatisfaction with their current organization and that same percentage report that they are looking for another job. How do middle managers fare in an uncertain economy, and what should companies be doing to keep them happy?

The Talent Hunt: Getting the People You Need, When You Need Them

Wed, 16 Apr 2008 19:12:02 EST

Ask any CEO or senior level executive what his or her biggest challenge is, and the answer is almost always finding and keeping good people. Yet most executives fail to manage their company's needs in a way that recognizes the unpredictability of the global marketplace. In a book titled, Talent on Demand: Managing Talent in an Age of Uncertainty, Peter Cappelli, director of Wharton's Center for Human Resources, proposes a new approach to this issue based on applying the principles of supply chain management to people. He and Joyce Bradley, senior vice president and general manager, Delaware Valley region, of Lee Hecht Harrison, spoke with Knowledge@Wharton about talent management, including the challenges of managing employees in a recessionary economy.

'Talent on Demand': Applying Supply Chain Management to People

Wed, 20 Feb 2008 15:18:03 EST

Failing to manage your company's talent needs, says Wharton management professor Peter Cappelli, "is the equivalent of failing to manage your supply chain." And yet the majority of employers have abysmal track records when it comes to the age-old problem of finding and retaining talent. In a book coming out in April titled, Talent on Demand: Managing Talent in an Age of Uncertainty, Cappelli offers a fundamentally different paradigm for thinking about talent management, one that takes many of its lessons from just-in-time manufacturing.

From Incentives to Penalties: How Far Should Employers Go to Reduce Workplace Obesity?

Wed, 09 Jan 2008 15:30:15 EST

This month, more than half of Americans probably made health-related New Year's resolutions, but few are likely to stick to them. Employees at CFI Westgate Resorts in Orlando, Fla., might consider themselves lucky: They have an incentive to get healthy. If they join in the company-wide weight-loss contest and reach their goals, they could win cash prizes or a luxury vacation. Westgate isn't the only employer trying to push employees, especially obese ones, into healthy lifestyles. But using incentives, and in some cases penalties, to change employee behavior raises a host of legal, moral and practical questions, according to Wharton experts and others.

The 'Eldercare Generation' Cares About Continuing to Work: Are Companies Interested in Keeping Them?

Wed, 17 Oct 2007 15:24:43 EST

When the AARP recently announced its seventh annual "Best Employers for Workers over 50" awards, the winners didn't get there by offering the traditional fringe benefit trio of health, life and disability insurance. Instead, the AARP recognized companies for providing workers over 50 with "forward-looking" benefits packages that include, for example, alternative work schedules and lifelong learning and career training opportunities. But are companies interested in offering jobs, or job security, to older workers? And why aren't these workers following the retirement path their parents did?

Human Resources Challenges on a Global Scale

Wed, 03 Oct 2007 14:47:58 EST

The 57 members of AHRMIO, the Association for Human Resources Management in International Organizations, range from the UN, UNICEF and OECD to the World Health Organization, the World Bank and the International Labour Organization. Mary Jane Peters, executive director, and Roger Eggleston, president emeritus, were at Wharton recently for the group's 7^th annual conference. They talked with Knowledge@Wharton about their successes -- such as the introduction of paternity leave and policies regarding sexual harassment -- as well as their major challenges, starting with the lack of qualified young people to carry out the missions of AHRMIO's member organizations.

Are Franchises Bad Employers? A Closer Look at Burger Flippers and Other Low-paid Jobs

Wed, 05 Sep 2007 15:46:23 EST

The idea of "McJobs"-- low-paying positions with little chance of advancement -- bothered the CEO of McDonald's so much that, when Merriam-Webster included the term in its dictionary in 2003, he wrote a public letter of protest. His plea went unheeded. "McJobs" stayed. As this anecdote suggests, the idea that franchises, especially those in the fast-food sector, create dead-end jobs is widespread. Yet in a new study, Peter Cappelli, director of Wharton's Center for Human Resources, and colleague Monika Hamori challenge conventional wisdom and offer evidence that franchise jobs tend to be better than those in equivalent non-franchise operations.

Playing Favorites -- Romantic or Otherwise -- Is a Messy Game in the Workplace

Wed, 08 Aug 2007 15:43:21 EST

This spring, World Bank president Paul Wolfowitz was forced out after being accused of arranging a big raise and promotion for a woman with whom he was having a relationship. As anyone who works in an office knows, though, favoritism isn't confined to love and sex: Family relationships and close friendships can upset co-workers' sense of fairness, too, and end up undermining an organization's performance. What's the solution? There's no one answer, according to Wharton faculty and other experts, but companies would be well-advised to keep their rewards systems transparent and to have clear policies regarding conflicts of interest.