Human Capital Briefs

We’re always looking for those exceptional new hires who can develop a deep understanding of our products, cultivate strong relationships with customers, inspire their co-workers and, as a result, create significant value for our business and shareholders. But how do you find those standouts?

The youngest executive on HBR’s list of the 100 Best-Performing CEOs is Simon Wolfson of Next, at age 46. According to research on age and innovation, even he may be beyond his creative peak.

This blog serves as a follow-up on my recent post: Retirement Planning And Long-Term Care— The Impact on Your Employees and Workplace. This article deals with the challenges to the long-term care system and ideas for the future.

Rumblings of discontent about executive wages, the 1%, and wealth gaps know no borders. And neither does fierce debate about income inequality in general. But until now, it’s been relatively unclear how much people think CEOs should really make compared to other workers on a global scale.

Financial interdependence is important as a self-regulator … leaders should disproportionately and jointly share in fines, settlements, and other consequences out of their compensation plan or their stock. Meaningful restrictions on leaders’ ability to sell or hedge shares should be imposed.

Boards have unwittingly increased the pressure on themselves to come up with outsized rewards for chief executives. They’re told that CEOs have to be “incentivized” (beyond a base salary) to do the job they’re hired for. It’s quite bizarre.

On the eve of the 6th Annual Global Drucker Forum in Vienna, where Professor Christensen will provide a keynote address, I asked for a preview of the territory he will cover. The following is a lightly edited transcript of our conversation.

Every year, HBR interviews 10 people who’ve had fascinating careers. Here, a few highlights from 2014.

How much does it cost you when your employees are chatting with recruiters from other organizations? The dust-up between two popular app-based car services, Uber and Lyft, has produced some very heated competing calculations of the economic damage of aggressive recruitment.

No one has the ability to capture and analyze data from the future. However, there is a way to predict the future using data from the past. It’s called predictive analytics, and organizations do it every day.