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What’s New
The Emergence of Chief Digital Officers
Robert Berkman
Companies are appointing chief digital officers to focus their use of social and digital strategies.
Why Good Leaders Don’t Need Charisma
Christian Stadler and Davis Dyer
To judge by the business media, you’d think top executives have to have charisma. Think again.
Reinventing Employee Onboarding
Daniel M. Cable et al.
Employee orientation practices that focus on individual identity can lower employee turnover.
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Hiring
How Much Does a Company’s Reputation Matter in Recruiting?
March 19, 2013 | Pat Auger, Timothy M. Devinney, Grahame R. Dowling, Christine Eckert and Nidthida Lin
Recently, the idea has emerged that a key to winning the talent war through recruitment is to place greater emphasis on an organization’s reputation for social responsibility, not just the company’s overall reputation or its reputation as a good employer. But few studies validly examine the degree to which a company’s social reputation or other aspects of its reputation are more or less important than other, more utilitarian job choice factors. When a survey task simply asks people to rate the importance of a laundry list of job attributes such as corporate social responsibility, it hides the marginal value of each attribute to the potential employee.
This article reports on three job-choice studies — one with a sample of MBA students, the second with white-collar office workers and the third with workers from a mixture of occupations (legal, medical, government/public service and manual labor). The results reveal that for potential employers of MBA students, neither a corporate reputation for social responsibility nor a reputation as a good place to work is as important as those facets of the job contract that are more directly material to MBAs’ careers — salary, compensation structure, time demands and promotion opportunities. These talented employees want to work for good employers, but their employers do not have to be leaders in corporate social responsibility.
Across job categories, the studies showed a degree of heterogeneity that implies that overly simplistic prescriptions could lead managers astray. For example, manual workers appear to be less concerned about a company’s reputation, while those in the legal profession are clearly paying attention to the social and workplace dimensions of an organization’s reputation. When it comes to reputation and the war for talent, there is every indication it is not a case of one size fits all.
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Teamwork
One of the best things a leader can do is to create environments and structures that help employees work well together. These articles offer insights – from a variety of perspectives – on how to do just that.
The Collaborative Organization: How to Make Employee Networks Really Work
Rob Cross et al.
Once managers grasp the patterns of employee interactions, they can reduce network inefficiencies.
How to Manage Virtual Teams
Frank Siebdrat et al.
With appropriate processes, virtual teams can even outperform their colocated counterparts.
Amoeba Management: Lessons From Japan’s Kyocera
Ralph W. Adler and Toshiro Hiromoto
Kyocera Corp.’s distinctive management system seeks profitable growth by extreme decentralization.
GE’s Colab Brings Good Things to the Company
Ron Utterbeck (GE), interviewed by Robert Berkman
GE’s internal social network, GE Colab, is connecting up the firm’s 115,000 employees around the globe.
Creating Employee Networks That Deliver Open Innovation
Eoin Whelan et al.
The key to open innovation? Ensuring outside ideas reach the people best equipped to exploit them.
How IBM Builds Vibrant Social Communities
Jeff Schick (IBM), interviewed by David Kiron
Jeff Schick, IBM’s vice president of social software explains how IBM is a “social business.”
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