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A health care revolution is underway, and doctors must be part of it. But many are deeply anxious and angry about the transformation, fearing loss of autonomy, respect, and income. Given their resistance, how can health system leaders engage them in redesigning care? In this article, Dr. Thomas H. Lee, Press Ganey's chief medical officer, and Dr. Toby Cosgrove, the CEO of the Cleveland Clinic, describe a framework they've developed for encouraging buy-in. Adapting Max Weber's "typology of motives," and applying behavioral economics and other motivational principles, they describe four tactics leadership must apply in concert: (1) Engaging doctors in a noble shared purpose; (2) Addressing their economic self-interest; (3) Leveraging their desire for respect; and (4) Appealing to their sense of tradition. Drawing from experiences at the Mayo Clinic, Geisinger Health System, Partners HealthCare, the Cleveland Clinic, Ascension Health, and others, the authors show how the four motivational levers work together to bring this critical group of stakeholders onboard.

The case deals with a dramatic series of suicides at France Télécom between 2008 and 2009. Over a period of 18 months preceding the date of the opening lines of the case, 23 France Télécom employees took their lives. Many of the deceased had left notes blaming work-related stress or management decisions as the reasons for their extreme actions. The French government found it necessary to intervene and demand France Télécom's management to indicate to the workforce and society that they were taking the situation seriously. The case briefly describes the history of France Télécom, the change initiatives following the deregulation of the European telecommunications industry, and the development of the attention of the French nation and international public toward the company in the aftermath of the suicides and suicide attempts. The case closes citing the response of the government, the company, the unions, psychologists, and stock analysts after a crisis meeting between French Labor Minister Xavier Darcos and France Télécom's PDG (Chairman of the Board and CEO) Didier Lombard in September 2009.

New research shows that algorithmic systems are better than human judgment at picking the best candidate for a job--so companies would profit from using algorithms to narrow the field and then averaging the independent judgments of a few hiring professionals.

Researchers have long known that men's economic decisions change after they're exposed to pictures of models or lingerie. A new study reveals that women's decisions are also affected by sexual cues--although not in exactly the same way.

A two-party negotiation between a successful female manager in the private banking industry and her male boss about her bonus, her performance, and her potential for promotion competing against a male colleague, laden with gender issues.

A two-party negotiation between a successful female manager in the private banking industry and her male boss about her bonus, her performance, and her potential for promotion competing against a male colleague, laden with gender issues.

In this note you will find a summary and an overview of the principles of branding, as well as an illustration of application of these principles to build personal brands. We will review the principles of branding, apply these concepts, and generate a tangible and useful outcome - your personal brand plan.

At work, many executives feel pressured to conform to the mainstream and to hide any signs of belonging to a minority group. A new study indicates that dynamic undermines employees' self-confidence and engagement and adversely affects diversity in organizations.

In a new study, subjects chose to experience a higher electric shock immediately over waiting a while to experience a milder shock--indicating that dread may be a powerful negative force.

Success in business unquestionably requires some willingness to cooperate through having faith in others. The question is how much faith and in whom? Decades of scientific research show that people's accuracy in deciding if another can be trusted tends to be only slightly better than chance. But this isn't because trustworthiness is completely unpredictable. It's because the guidelines most of us use to make these predictions are flawed. We place too much emphasis on reputation and perceived confidence, ignoring the fact that human behavior is always sensitive to context and can often be better assessed by our own intuition. So when your company's money and resources are on the line, how can you do a better job of gauging trustworthiness and thereby improve your likelihood of success? This article draws on emerging research to show how trustworthiness works and offers four points to keep in mind the next time you're deciding whether or not to do business with a new partner: Integrity can vary, power does corrupt, confidence often masks incompetence, and it's OK to trust your gut.

This technical note describes the practice of employee furloughs (also known as work sharing or short time work) including their regulatory frameworks in different countries and the business and ethical implications of their use.

Entrepreneurs seeking to start companies in developing economies face significant human resource challenges. Before embarking on their ventures, entrepreneurs should articulate a talent management strategy that describes how they will source, identify, screen, and manage employees, including rank and file workers, mid-level managers, and senior executives as the company scales. In developing such a strategy, the most important considerations will include how much and what kinds of human capital are present, the availability of tools to effectively identify and screen candidates, local culture, and the flexibility of the labor market. Drawing from interviews with entrepreneurs and investors across a number of countries in Asia, the Middle East, Africa, and Latin America, this note explores several major human resource challenges found in developing economies and the strategies entrepreneurs have employed to meet these challenges.

In this negotiation role-play between a promising new hire (Maria) and her experienced boss (Milo) in a large NGO, Maria has an ambitious mandate to develop a new initiative from scratch, while Milo has to tightly control budgets. Disagreement on the budget puts the relationship on a collision course.

In this negotiation role-play between a promising new hire (Maria) and her experienced boss (Milo) in a large NGO, Maria has an ambitious mandate to develop a new initiative from scratch, while Milo has to tightly control budgets. Disagreement on the budget puts the relationship on a collision course.

When most of the world's financial services giants were stumbling and retrenching in the aftermath of the 2008 recession, the asset management firm BlackRock was busy charting a course for growth. Its revenues, profits, and stock price all performed consistently through this tumultuous period. The authors looked at BlackRock and other game-changing companies-the Mumbai-based global conglomerate Tata Group, and Envision, an entrepreneurial alternative energy company based in China-and found significant commonalities. These three companies demonstrate the essential attributes of a game-changing organization: They are driven by purpose, oriented toward performance, and guided by principles. In the process of conducting interviews with these companies, the authors discovered a fourth thread that weaves them even more tightly together: Each is supported by a game-changing talent strategy. But, they write, the path to such a strategy seems rife with complexity and ambiguity. How can both strategy and execution be consistently superior? How can they support a collective culture yet enable high potentials to thrive as individuals? How can the strategy be global and local at the same time? And how can its policies endure yet be agile and constantly open to revitalization? BlackRock's approach provides the answers.

When Netflix executives wrote a PowerPoint deck about the organization's talent management strategies, the document went viral-it's been viewed more than 5 million times on the web. Now one of those executives, the company's longtime chief talent officer, goes beyond the bullet points to paint a detailed picture of how Netflix attracts, retains, and manages stellar employees. The firm draws on five key tenets: Hire, reward, and tolerate only fully formed adults. Ask workers to rely on logic and common sense instead of formal policies, whether the issue is communication, time off, or expenses. Tell the truth about performance. Scrap formal reviews in favor of informal conversations. Offer generous severance rather than holding on to workers whose skills no longer fit your needs. Managers must build great teams. This is their most important task. Don't rate them on whether they are good mentors or fill out paperwork on time. Leaders own the job of creating the company culture. You've got to actually model and encourage the behavior you talk up. Talent managers should think like businesspeople and innovators first, and like HR people last. Forget throwing parties and handing out T‑shirts; make sure every employee understands what the company needs most and exactly what's meant by "high performance."

. Maria Gonzalez, a unionized employee of Global Communications, was arrested in an off-duty incident involving drugs, guns, and possible pornography. The news account published the names of those arrested, including Maria, but listed her name as Yvonne Gonzalez. Maria, as she was known in the office, was a customer service representative (CSR) at Global. She had access to private information about Global's customers and was the point of contact for them. Gonzalez reported out sick following the arrest and her immediate boss, unaware of the drug bust and Gonzalez's associated arrest, simply thought this was a typical sick-day call-out. Subsequently and quite by accident, Gonzalez's managers learned that her absences were directly related to events at the drug bust. In turn, when she wanted to report back to work, the managers became concerned about what the appropriate course of action should be regarding Gonzalez's behavior. They were troubled by the potential customer and employee impact, as well as negative publicity that could tarnish Global's overall reputation.

Since being incorporated into the Finmeccanica Group, Telespazio has been aligning its personnel policies and practices to those of the parent company. The challenge for the HR team is to foster a strategic and organizational change that will turn a domestic telecommunications firm into a leading global company in satellite solutions and services. The case focuses on the design and implementation of a new performance appraisal system. It starts out with the establishment of a task force to create a new appraisal system from scratch. Next, the case provides a detailed description of the performance appraisal program (What is assessed? Who is in charge? What steps are involved?) and describes the main levers adopted to move from a simple appraisal perspective towards a more multifaceted approach. The case also explains how the system supports the company's shift towards a project-based organization. The first part of the case ends in 2011 when, after six years from the first implementation, the HR team meets to evaluate the results achieved. The strengths and weaknesses of the program are discussed. The second part of the case illustrates the major revisions introduced to the program and brings a new challenge for the HR team: extending the implementation to all of Telespazio's foreign subsidiaries by the end of 2014.

Companies that have what the authors call two-dimensional (2-D) diversity--their leaders exhibit both inherent and learned diversity traits--are much more likely to understand their clients and unlock innovation among their workers.

Shree Cement Limited (SCL) is a unique company that has combined traditional Indian management practices and innovative initiatives based on emerging trends in contemporary management. SCL has always practised a ''people first'' policy that was informed by the ethos of a joint family and community, which is so integral to Indian society. By 2012, SCL was experiencing heady business growth and the top management was very keen to ''cement'' the culture of employee happiness and meaningfulness at the core of its human resource practices to avoid any people-related issues becoming a bottle-neck in the journey of growth. It hired Ernst and Young to conduct and employee perception survey which showed very high levels of engagement but also some areas of concern. Based on an analysis of the responses, and further focus group discussions, 18 improvement projects were initiated under the leadership of senior managers and volunteers from among the employees. Mahendra Singhi, Executive Director (ED) and Vikas Rai Bhatnagar, Chief People and Wellness Officer (CPWO) were examining the recommendations of the improvement project teams. They had to be careful to ensure that they took a holistic look at the implications of all the recommendations and implement an integrative set of initiatives that re-enforced each other's positive effects rather than proceed with a potpourri of recommendations that could potentially undermine each other's influences and worsen rather than improve the existing organizational climate.