Showing 1-20 of 21


How to Hire Data-Driven Leaders

For recruiters, the technological developments of the past 3 years have been transformational, says Tuck Rickards of Russell Reynolds. With the transformation of business to a more real-time, connected, data-driven focus, the type of talent companies seek — even the type of organizational structure they’re building — has undergone a quantum shift. But the changes aren’t yet done: “The next five years are huge for companies to reorient themselves from a leadership and team perspective,” warns Rickards.


At Amadeus, Finding Data Science Talent Is Just the Beginning

Everyone wants to hire skilled data scientists — especially Spain’s Amadeus, a travel sector technology company. Amadeus has brought more than forty new hires into this post since 2013. But locating talent is just the beginning. In an interview with MIT Sloan Management Review, Amadeus’s Denis Arnaud describes the steps he takes to not only identify data science talent, but to make sure they integrate well into the company, too.


Reinventing Employee Onboarding

Wipro BPO, a business process outsourcing firm in Bangalore, India, was experiencing high turnover rates. In Wipro’s traditional onboarding program, new employees learned about the company. But when the onboarding focused, instead, on individual identity, employees were more than 32% less likely to quit their jobs during the first six months. The bottom line: By making small investments in socialization practices, companies can improve employee retention.


How Much Does a Company’s Reputation Matter in Recruiting?

When it comes to recruiting, few studies 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. There is every indication it is not a case of one size fits all.



When Is an Outsider CEO a Good Choice?

On average, CEOs recruited from outside the company perform about the same as those who come up through the ranks, the authors’ research suggests. But there are certain circumstances in which outsider CEOs tend to do better: CEOs recruited from outside the company outperform those who come up through the ranks at companies with a recent history of poor performance. The author studied CEO succession in 90 single-business organizations over 30 years in the U.S. airline and chemical industries.

Image courtesy of Flickr user pixbymaia.
Free Article

What You Wear Can Influence How You Perform

  • Blog
  • Read Time: 2 min 

New research suggests that clothing can have an effect on our behavior if that clothing has a symbolic meaning and if we have the physical experience of wearing the clothes. Researchers at the Kellogg School of Management at Northwestern University call this “enclothed cognition.”

Free Article

IKEA: Hiring on Values As Well as Skills

  • Blog
  • Read Time: 1 min 

Instead of looking just at job-related skills and experience when deciding who to hire, culture-focused companies such as IKEA “expanded their selection criteria to include cultural fit,” assessing applicants’ personalities and values, according to new research.




When Bad People Rise to the Top

Surprisingly often, executives with impressive track records are mysteriously transformed into corrupt and tyrannical monsters once they become CEOs. What danger signals do these individuals exhibit, and what measures can be taken to reduce the likelihood of hiring them?

Showing 1-20 of 21