Peter Cappelli – författare

This book illuminates what is really happening in the American workplace. The contributors explain how the widespread restructuring of American firms--usually resulting in a reduction of the workforce to cut costs--has had a profound impact on the lives of workers.The book explains how the new relationship requires high skill levels, but does not provide training for them. Workers themselves now must take charge of their personal development instead of relying on their employers. Their alienation from their firms is compounded by the large disparity between the pay of top managers and that of workers. The future is uncertain, but the authors argue that the traditional relationship between employer and employees will continue to erode.

This book presents research that explains the persistence of good jobs and bad jobs in the economy.

This book explores the reasons for persistent differences in work practices both within and between industries. The authors found that the strategy that a firm chooses to follow often determines the kind of work practices it fosters. Therefore a firm may not adopt the approach now advocated by many management thinkers--in which decision-making is pushed down to the lowest level of the firm--because this choice may not be consistent with its competitive strategy. The authors discuss the ways that public policy can aid workers without subverting the strategic choices made by firms.

A far-reaching transformation is taking place in the US in the relationship between employers and employees. The lessons learned from Japan and from "best practice" companies like IBM about how job security, training, and internal development can improve employee commitment and performance have given way to a new set of lessons about how companies can redue fixed costs, increase flexibility, and improve performance by eliminating the elaborate employment systems that prepared employees for long careers in the company.Where the old arrangement protected employees from outside market forces, the new ones drag the market right back in through downsizing, contingent workforces, hiring on the outside for new skills, and compensation contingent on overall organizational performance. New work systems that reengineer processes and empower employees "flatten" the organizational chart, cutting management jobs in particular and reducing opportunities for career development. The new arrangements shift many of the risks of business from the firm to the employees and make employees, rather than employers, responsible for developing their own skills and careers. They also increase the demands placed on workers while reducing what they receive back for their efforts. While morale is down and stress is up, employee performance seems to be rising largely because of fear driven by the shortage of good jobs.Change at Work explores the theme that employees have paid the price for the widespread restructuring of American firms as illustrated by reduced security, greater effort and hours, and reduced morale. In this important study--commissioned by the National Planning Asociation''s Committee on New American Realities--the authors consider how individuals and employers need to adapt to the new arrangements as well as the implicatioons for important policy issues such as how skills will be developed where the attachment to the firms is sharply reduced.The future is uncertain, but the authors argue that the traditional relationship between employer and employee will continue to erode, making this work essential reading for managers concerned with the profound impact corporate restructuring has had on the lives of workers.

A comprehensive and insightful look at the modern workplace and how employees are managed, where the new approach is driven by the quirks of financial accounting to the detriment of employees and the long-term success of the organization. Real wages have stagnated or declined for most workers, job insecurity has increased, and retirement income is uncertain. Hours of work for white collar employees have increased steadily, opportunities for advancement have withered, and evidence of the negative effects of workplace stress on health continues to accumulate. Why have jobs gotten so much worse? As Peter Cappelli argues, these issues are not a result of companies trying to be cost effective. They stem from the logic of financial accounting--the arbiter for determining whether a company is maximizing shareholder value--and its fundamental flaws in dealing with human capital. Financial accounting views employee costs as fixed costs that cannot be reduced and fails to account for the costs of bad employees and poor management. The simple goal of today's executives is to drive down employment costs, even if it raises costs elsewhere. In Our Least Important Asset, Cappelli argues that the financial accounting problem explains many puzzling practices in contemporary management--employers' emphasis on costs per hire over the quality of hires, the replacement of regular employees with "leased" workers, the shift to unlimited vacations, and the transition of hiring responsibilities from professional recruiters to more expensive line managers. In the process, employers undercut all the evidence about what works to improve the quality, productivity, and creativity of workers. Drawing on decades of experience and research, Cappelli provides a comprehensive and insightful critique of the modern workplace where the gaps in financial accounting make things worse for everyone, from employees to investors.

A comprehensive and insightful look at the modern workplace and how employees are managed, where the new approach is driven by the quirks of financial accounting to the detriment of employees and the long-term success of the organization. Real wages have stagnated or declined for most workers, job insecurity has increased, and retirement income is uncertain. Hours of work for white collar employees have increased steadily, opportunities for advancement have withered, and evidence of the negative effects of workplace stress on health continues to accumulate. Why have jobs gotten so much worse? As Peter Cappelli argues, these issues are not a result of companies trying to be cost effective. They stem from the logic of financial accounting--the arbiter for determining whether a company is maximizing shareholder value--and its fundamental flaws in dealing with human capital. Financial accounting views employee costs as fixed costs that cannot be reduced and fails to account for the costs of bad employees and poor management. The simple goal of today''s executives is to drive down employment costs, even if it raises costs elsewhere. In Our Least Important Asset, Cappelli argues that the financial accounting problem explains many puzzling practices in contemporary management--employers'' emphasis on costs per hire over the quality of hires, the replacement of regular employees with "leased" workers, the shift to unlimited vacations, and the transition of hiring responsibilities from professional recruiters to more expensive line managers. In the process, employers undercut all the evidence about what works to improve the quality, productivity, and creativity of workers. Drawing on decades of experience and research, Cappelli provides a comprehensive and insightful critique of the modern workplace where the gaps in financial accounting make things worse for everyone, from employees to investors.

A comprehensive and insightful look at the modern workplace and how employees are managed, where the new approach is driven by the quirks of financial accounting to the detriment of employees and the long-term success of the organization. Real wages have stagnated or declined for most workers, job insecurity has increased, and retirement income is uncertain. Hours of work for white collar employees have increased steadily, opportunities for advancement have withered, and evidence of the negative effects of workplace stress on health continues to accumulate. Why have jobs gotten so much worse? As Peter Cappelli argues, these issues are not a result of companies trying to be cost effective. They stem from the logic of financial accounting--the arbiter for determining whether a company is maximizing shareholder value--and its fundamental flaws in dealing with human capital. Financial accounting views employee costs as fixed costs that cannot be reduced and fails to account for the costs of bad employees and poor management. The simple goal of today''s executives is to drive down employment costs, even if it raises costs elsewhere. In Our Least Important Asset, Cappelli argues that the financial accounting problem explains many puzzling practices in contemporary management--employers'' emphasis on costs per hire over the quality of hires, the replacement of regular employees with "leased" workers, the shift to unlimited vacations, and the transition of hiring responsibilities from professional recruiters to more expensive line managers. In the process, employers undercut all the evidence about what works to improve the quality, productivity, and creativity of workers. Drawing on decades of experience and research, Cappelli provides a comprehensive and insightful critique of the modern workplace where the gaps in financial accounting make things worse for everyone, from employees to investors.

The second half of the twentieth century witnessed a quite dramatic shift in the nature of white collar employment, from lifetime tenure, often in a very hierarchical work structure, to a new model defined by flatter organizations, job insecurity, shorter tenures, declining attachment between employer and employee, and contingent work. Managing employment relations has become an issue of huge strategic importance as businesses struggle to respond to the pace of change in management systems and working practices. Employment Relationships: New Models of White-Collar Work traces developments in employment arrangements drawn from a number of business contexts. These include the rising role of outside hiring and lateral moves in shaping and managing careers, increased career uncertainty, and much greater variety in organizational structures - even within industries and professions - as employers struggle to meet the diverging demands of their product markets.

The second half of the twentieth century witnessed a quite dramatic shift in the nature of white collar employment, from lifetime tenure, often in a very hierarchical work structure, to a new model defined by flatter organizations, job insecurity, shorter tenures, declining attachment between employer and employee, and contingent work. Managing employment relations has become an issue of huge strategic importance as businesses struggle to respond to the pace of change in management systems and working practices. Employment Relationships: New Models of White-Collar Work traces developments in employment arrangements drawn from a number of business contexts. These include the rising role of outside hiring and lateral moves in shaping and managing careers, increased career uncertainty, and much greater variety in organizational structures - even within industries and professions - as employers struggle to meet the diverging demands of their product markets.

Executives everywhere acknowledge that finding, retaining, and growing talent counts among their toughest business challenges. Yet to address this concern, many are turning to talent management practices that no longer work--because the environment they were tailored to no longer exists. In today's uncertain world, managers can't forecast their business needs accurately, never mind their talent needs. An open labor market means inevitable leaks in your talent pipeline. And intensifying competition demands a maniacal focus on costs. Traditional investments in talent management wind up being hugely expensive, especially when employees you've carefully cultivated leave your firm for a rival. In Talent on Demand, Peter Cappelli examines the talent management problem through a radical new lens. Drawing from state-of-the-art supply chain management and numerous company examples, he presents four new principles for ensuring that your organization has the skills it needs--when it needs them.In this book, you'll discover how to: * Balance developing talent in-house with buying it on the open market * Improve the accuracy of your talent-need forecasts * Maximize returns on your talent investments * Replicate external job market dynamics by creating an in-house market that links available talent to jobs Practical and provocative, Talent on Demand gives you the ideas and tools you'll need to match the supply of talent to your demand for it--today and tomorrow.

Exploding growth. Soaring investment. Incoming talent waves. India's top companies are scoring remarkable successes on these fronts - and more. How? Instead of adopting management practices that dominate Western businesses, they're applying fresh practices of their ownin strategy, leadership, talent, and organizational culture. In The India Way, the Wharton School India Team unveils these companies' secrets. Drawing on interviews with leaders of India's largest firms - including Mukesh Ambani of Reliance Industries, Narayana Murthy of Infosys Technologies, and Vineet Nayar of HCL Technologies - the authors identify what Indian managers do differently, including: Looking beyond stockholders' interests to public mission and national purpose Drawing on improvisation, adaptation, and resilience to overcome endless hurdles Identifying products and services of compelling value to customers Investing in talent and building a stirring culture The authors explain how these innovations work within Indian companies, identifying those likely to remain indigenous and those that can be adapted to the Western context.With its in-depth analysis and research, The India Way offers valuable insights for all managers seeking to strengthen their organization's performance.

Exploding growth. Soaring investment. Incoming talent waves. India''s top companies are scoring remarkable successes on these fronts - and more.How? Instead of adopting management practices that dominate Western businesses, they''re applying fresh practices of their ownin strategy, leadership, talent, and organizational culture.In The India Way, the Wharton School India Team unveils these companies'' secrets. Drawing on interviews with leaders of India''s largest firms - including Mukesh Ambani of Reliance Industries, Narayana Murthy of Infosys Technologies, and Vineet Nayar of HCL Technologies - the authors identify what Indian managers do differently, including:Looking beyond stockholders'' interests to public mission and national purposeDrawing on improvisation, adaptation, and resilience to overcome endless hurdlesIdentifying products and services of compelling value to customersInvesting in talent and building a stirring cultureThe authors explain how these innovations work within Indian companies, identifying those likely to remain indigenous and those that can be adapted to the Western context.With its in-depth analysis and research, The India Way offers valuable insights for all managers seeking to strengthen their organization''s performance.

Your organization needs older workers more than ever: They transfer knowledge between generations, transmit your company''s values to new hires, make excellent mentors for younger employees, and provide a "just in time" workforce for special projects.Yet more of these workers are reporting to people younger than they are. This presents unfamiliar challenges that--if ignored--can prevent you from attracting, retaining, and engaging older employees.In Managing the Older Worker, Peter Cappelli and William Novelli explain how companies and younger managers can maximize the value provided by older workers. The key? Recognize that boomers'' needs differ from younger generations - and adapt your management practices accordingly. For instance:· Lead with mission: As employees age, they become more altruistic. Emphasize the positive impact of older workers'' efforts on the world around them.· Forge social connections: Many older employees keep working to maintain social relationships. Offer tasks that require interaction with others.· Provide different benefits: Tailor benefits--such as elder-care insurance programs or discount medication--to older workers'' interests.Drawing on research in management, psychology, and other disciplines, Managing the Older Worker reveals who your older workers are, what they want, and how to manage them for maximum value.

The decision of whether to go to college, or where, is hampered by poor information and inadequate understanding of the financial risk involved.Adding to the confusion, the same degree can cost dramatically different amounts for different people. A barrage of advertising offers new degrees designed to lead to specific jobs, but we see no information on whether graduates ever get those jobs. Mix in a frenzied applications process, and pressure from politicians for relevant" programs, and there is an urgent need to separate myth from reality.Peter Cappelli, an acclaimed expert in employment trends, the workforce, and education, provides hard evidence that counters conventional wisdom and helps us make cost-effective choices. Among the issues Cappelli analyzes are:What is the real link between a college degree and a job that enables you to pay off the cost of college, especially in a market that is in constant change?Why it may be a mistake to pursue degrees that will land you the hottest jobs because what is hot today is unlikely to be so by the time you graduate.Why the most expensive colleges may actually be the cheapest because of their ability to graduate students on time.How parents and students can find out what different colleges actually deliver to students and whether it is something that employers really want.College is the biggest expense for many families, larger even than the cost of the family home, and one that can bankrupt students and their parents if it works out poorly. Peter Cappelli offers vital insight for parents and students to make decisions that both make sense financially and provide the foundation that will help students make their way in the world.

When Peter Drucker wrote Concept of the Corporation in 1946, he revealed what made the large American corporation tick. Similarly, The Art of Japanese Management by Richard Pascale in 1981 explained the unique practices developed by the Japanese to bring that country's economy out of the ashes. The emerging Chinese juggernauts-the Alibabas, Lenovos, and Haiers-need similar revelation since they are a different breed in their own right. Little is understood about them, how they work, and what makes them such potentially imposing competitors.Now, based on unprecedented access to the people who have created and grown the great private companies of China-the "General Electrics and Sonys" of that country, Michael Useem, Harbir Singh, Peter Cappelli and Neng Liang bring to life the distinctive practices of Chinese business leaders as they invent their own way forward to create world-class companies, and provide a comprehensive look at the leaders and businesses that are the future of the Chinese economy-and major competition to Western companies.Chinese companies are emerging on the global stage as never before, and their leadership lessons are invaluable in understanding and coping with their growing commercial presence worldwide. Company managers everywhere will want to understand China's distinct way of doing business if they are to compete against the companies that already dominate the domestic Chinese market and are coming to the fore in foreign markets, including the U.S.

Peter Cappelli confronts the myth of the skills gap and provides an actionable path forward to put people back to work.Even in a time of perilously high unemployment, companies contend that they cannot find the employees they need. Pointing to a skills gap, employers argue applicants are simply not qualified; schools aren't preparing students for jobs; the government isn't letting in enough high-skill immigrants; and even when the match is right, prospective employees won't accept jobs at the wages offered.In this powerful and fast-reading book, Peter Cappelli, Wharton management professor and director of Wharton's Center for Human Resources, debunks the arguments and exposes the real reasons good people can't get hired. Drawing on jobs data, anecdotes from all sides of the employer-employee divide, and interviews with jobs professionals, he explores the paradoxical forces bearing down on the American workplace and lays out solutions that can help us break through what has become a crippling employer-employee stand-off.Among the questions he confronts: Is there really a skills gap? To what extent is the hiring process being held hostage by automated software that can crunch thousands of applications an hour? What kind of training could best bridge the gap between employer expectations and applicant realities, and who should foot the bill for it? Are schools really at fault?Named one of HR Magazine's Top 20 Most Influential Thinkers of 2011, Cappelli not only changes the way we think about hiring but points the way forward to rev America's job engine again.

A GLOBE & MAIL BEST BUSINESS BOOK OF 2021The COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of "new normal." Now comes the hard part.Many employees want to continue that normal and keep working remotely, and most at least want the ability to work occasionally from home. But for employers, the benefits of employees working from home or hybrid approaches are not so obvious. What should both groups do?In a prescient new book, The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face, Wharton professor Peter Cappelli lays out the facts in an effort to provide both employees and employers with a vision of their futures. Cappelli unveils the surprising tradeoffs both may have to accept to get what they want.Cappelli illustrates the challenges we face by in drawing lessons from the pandemic and deciding what to do moving forward. Do we allow some workers to be permanently remote? Do we let others choose when to work from home? Do we get rid of their offices? What else has to change, depending on the approach we choose?His research reveals there is no consensus among business leaders. Even the most high-profile and forward-thinking companies are taking divergent approaches: Facebook, Twitter, and other tech companies say many employees can work remotely on a permanent basis. Goldman Sachs, JP Morgan, and others say it is important for everyone to come back to the office. Ford is redoing its office space so that most employees can work from home at least part of the time, and GM is planning to let local managers work out arrangements on an ad-hoc basis. As Cappelli examines, earlier research on other types of remote work, including telecommuting offers some guidance as to what to expect when some people will be in the office and others work at home, and also what happened when employers tried to take back offices. Neither worked as expected.In a call to action for both employers and employees, Cappelli explores how we should think about the choices going forward as well as who wins and who loses. As he implores, we have to choose soon.

A GLOBE & MAIL BEST BUSINESS BOOK OF 2021The COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of "new normal." Now comes the hard part.Many employees want to continue that normal and keep working remotely, and most at least want the ability to work occasionally from home. But for employers, the benefits of employees working from home or hybrid approaches are not so obvious. What should both groups do?In a prescient new book, The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face, Wharton professor Peter Cappelli lays out the facts in an effort to provide both employees and employers with a vision of their futures. Cappelli unveils the surprising tradeoffs both may have to accept to get what they want.Cappelli illustrates the challenges we face by in drawing lessons from the pandemic and deciding what to do moving forward. Do we allow some workers to be permanently remote? Do we let others choose when to work from home? Do we get rid of their offices? What else has to change, depending on the approach we choose?His research reveals there is no consensus among business leaders. Even the most high-profile and forward-thinking companies are taking divergent approaches: Facebook, Twitter, and other tech companies say many employees can work remotely on a permanent basis. Goldman Sachs, JP Morgan, and others say it is important for everyone to come back to the office. Ford is redoing its office space so that most employees can work from home at least part of the time, and GM is planning to let local managers work out arrangements on an ad-hoc basis. As Cappelli examines, earlier research on other types of remote work, including telecommuting offers some guidance as to what to expect when some people will be in the office and others work at home, and also what happened when employers tried to take back offices. Neither worked as expected.In a call to action for both employers and employees, Cappelli explores how we should think about the choices going forward as well as who wins and who loses. As he implores, we have to choose soon.

A GLOBE & MAIL BEST BUSINESS BOOK OF 2021Now with an updated introduction and a new afterword by the authorThe COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of "new normal." A little over a year into the pandemic, with vaccines more widely available, employers began to think about bringing employees back to the office. Both employers and employees had great trepidation about what the future held.Into this fraught moment stepped Wharton professor Peter Cappelli with The Future of the Office, which provided employers and employees with guidance as they faced urgent decisions with limited information. Cappelli's insights have proven remarkably prophetic and provide valuable insights for those wrestling with these issues today.In an updated introduction, Cappelli reminds readers where we were at that historical inflection point and what was at stake. He offers insight into what today's readers can take away from the book and why the questions raised a year into the pandemic still apply today.In an all-new afterword, Cappelli shares what we have learned since the book first published. Employers, he says, have failed to grapple with the hardest challenges about remote work and remain in a state of indecision, often prioritizing financial results over employee well-being. Employees want to keep remote work in the mix, but evidence shows that these arrangements are not working as well as the in-person alternative.He offers insights that have the potential to positively transform the way we work. But he cautions that the challenges—and our questions about what works—are sure to linger for a long time.Whether you're an executive crafting company policy, a manager leading hybrid teams, or an employee navigating this shifting landscape, The Future of the Office provides a unique lens for understanding the pandemic's impact on work and the strategic choices that lie ahead.

A GLOBE & MAIL BEST BUSINESS BOOK OF 2021Now with an updated introduction and a new afterword by the authorThe COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of "new normal." A little over a year into the pandemic, with vaccines more widely available, employers began to think about bringing employees back to the office. Both employers and employees had great trepidation about what the future held.Into this fraught moment stepped Wharton professor Peter Cappelli with The Future of the Office, which provided employers and employees with guidance as they faced urgent decisions with limited information. Cappelli's insights have proven remarkably prophetic and provide valuable insights for those wrestling with these issues today.In an updated introduction, Cappelli reminds readers where we were at that historical inflection point and what was at stake. He offers insight into what today's readers can take away from the book and why the questions raised a year into the pandemic still apply today.In an all-new afterword, Cappelli shares what we have learned since the book first published. Employers, he says, have failed to grapple with the hardest challenges about remote work and remain in a state of indecision, often prioritizing financial results over employee well-being. Employees want to keep remote work in the mix, but evidence shows that these arrangements are not working as well as the in-person alternative.He offers insights that have the potential to positively transform the way we work. But he cautions that the challenges—and our questions about what works—are sure to linger for a long time.Whether you're an executive crafting company policy, a manager leading hybrid teams, or an employee navigating this shifting landscape, The Future of the Office provides a unique lens for understanding the pandemic's impact on work and the strategic choices that lie ahead.

Five years after the pandemic forced a global experiment in remote work, organizations are facing a critical inflection point. For the first time, we have evidence, drawn from experience and research, on what works and what doesn't.In their important new book, In Praise of the Office: The Limits to Hybrid and Remote Work, Wharton professor Peter Cappelli and workplace strategist Ranya Nehmeh deliver a balanced, research-based approach to navigating the complex landscape of remote and hybrid work. They provide a fresh perspective on why hybrid models often fail and what organizations must do differently to succeed in this new era—with takeaways that may not be welcome to all.In this timely book, discover:+ Why remote work succeeded initially but has become increasingly problematic over time+ What has been lost with the move away from in-office work+ The hidden benefits of in-person work+ How work dynamics post-pandemic have further influenced workplace culture and employee attitudes+ How career advancement opportunities have changed+ How new hires are faring+ How the changes have impacted home lifeIn Praise of the Office also reveals when in-office works best, when fully remote work works best, and what is required to make hybrid work. Plus, it identifies what aspects of hybrid can do the most damage to employers and employees.Fast-reading and practical, In Praise of the Office offers all of us—employers and employees alike— the tools and insights to make informed decisions about the future of work, whether navigating a return-to-office initiative, refining hybrid models, or fully embracing remote work. Cappelli and Nehmeh provide leaders with the clarity and direction to build stronger, more resilient workplaces.

Five years after the pandemic forced a global experiment in remote work, organizations are facing a critical inflection point. For the first time, we have evidence, drawn from experience and research, on what works and what doesn't.In their important new book, In Praise of the Office: The Limits to Hybrid and Remote Work, Wharton professor Peter Cappelli and workplace strategist Ranya Nehmeh deliver a balanced, research-based approach to navigating the complex landscape of remote and hybrid work. They provide a fresh perspective on why hybrid models often fail and what organizations must do differently to succeed in this new era—with takeaways that may not be welcome to all.In this timely book, discover:+ Why remote work succeeded initially but has become increasingly problematic over time+ What has been lost with the move away from in-office work+ The hidden benefits of in-person work+ How work dynamics post-pandemic have further influenced workplace culture and employee attitudes+ How career advancement opportunities have changed+ How new hires are faring+ How the changes have impacted home lifeIn Praise of the Office also reveals when in-office works best, when fully remote work works best, and what is required to make hybrid work. Plus, it identifies what aspects of hybrid can do the most damage to employers and employees.Fast-reading and practical, In Praise of the Office offers all of us—employers and employees alike— the tools and insights to make informed decisions about the future of work, whether navigating a return-to-office initiative, refining hybrid models, or fully embracing remote work. Cappelli and Nehmeh provide leaders with the clarity and direction to build stronger, more resilient workplaces.

How HR can lead.If you read nothing else on reinventing human resources, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones on how HR leaders can partner with the C-suite, drive change throughout the organization, and develop the workforce of the future.This book will inspire you to:Overhaul performance management practices to jump-start motivation and engagementUse agile processes to transform how you hire, develop, and manage peopleEstablish diversity programs that increase innovation and competitiveness as well as inclusionUse people analytics to bring unprecedented insight to hiring and talent managementPrepare your company for the double waves of artificial intelligence and an older workforceClose the gap between HR and strategyThis collection of articles includes: "People Before Strategy: A New Role for the CHRO," by Ram Charan, Dominic Barton, and Dennis Carey; "How Netflix Reinvented HR," by Patty McCord; "HR Goes Agile," by Peter Cappelli and Anna Tavis; "Reinventing Performance Management," by Marcus Buckingham and Ashley Goodall; "Better People Analytics," by Paul Leonardi and Noshir Contractor; "21st-Century Talent Spotting," by Claudio Fernandez-Araoz; "Tours of Duty: The New Employer-Employee Contract," by Reid Hoffman, Ben Casnocha, and Chris Yeh; "Creating the Best Workplace on Earth," by Rob Goffee and Gareth Jones; "Why Diversity Programs Fail," by Frank Dobbins and Alexandra Kalev; "When No One Retires," by Paul Irving; and "Collaborative Intelligence: Humans and AI Are Joining Forces," by H. James Wilson and Paul R. Daugherty.

Is it time to blow up HR?

If you read nothing else on reinventing Human Resources, read these 10 articles by experts in the field. We''ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you understand the unique challenges facing HR today and how to overcome them.

This book will inspire you to:

Recognize the disconnect between HR departments and their companies--and how to close the gapMake HR a part of executive conversations by redefining the chief human resources officer (CHRO) positionLearn the current state of performance management and where it needs to evolveTransform how you hire, develop, and manage people through agile processesCreate a more balanced organization through diversity programs that workUnderstand the role of people analytics in hiring decisions and talent management