Human Capital Briefs
2013
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How Long Would You Wait to Be in Charge of Goldman Sachs?
July 16 | Gretchen Gavett , Associate Editor, Harvard Business Review | Comments (0)Oh, to be that close. Succession planning, we know, is often a fraught and/or ignored task. But the case of Goldman Sachs is rare: It's pretty clear that the bank's president, Gary D. Cohn, is ready in the wings.
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In Praise of the Generalist (CEO)
July 15 | HBR The Daily Stat | Comments (0)Yes, you can become a CEO if you come out of a specialized field such as marketing or finance, but you probably won't earn as much money as a generalist CEO whose specialty is being a manager.
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Good News Boosts the CEO's Pay; Bad News Has No Effect
July 15 | HBR The Daily Stat | Comments (0)If shareholders think a CEO has done something good to boost profits, they reward the boss with a pay increase amounting to 48.9% (on average) of the perceived contribution to higher profits. But when the CEO is seen as causing a profit decline, there's a zero effect on his or her pay.
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CEOs Are Different from Us (and from CFOs)
July 12 | HBR The Daily Stat | Comments (0)Just 9.8% of chief executives can be categorized as highly risk-averse, compared with 64% of the (similarly aged) general population, according to a survey of about 1,000 top leaders in the U.S. by John R. Graham, Campbell R. Harvey, and Manju Puri of Duke University.
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Rethinking Family-Related Benefit Programs after the Doma Decision
July 09 | Anna M. Rappaport | Comments (0)The U.S. Supreme Court held the federal Defense of Marriage Act unconstitutional. This ruling will have many impacts on employee benefits, and extend to same sex married couples the rights of married couples as required by Federal law.
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Netflix: We Got It Right!
July 08 | Edward E. Lawler III, Distinguished Professor of Business and Director of the Center for Effective Organizations, USC Marshall School of Business | Comments (0)In our 2012 book, Management Reset, Chris Worley and I argue that one key to making the human capital side of organizations more agile is adopting what we call a “travel light” talent management philosophy.
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Who's Really Responsible for P&G's Succession Problems?
July 02 | Boris Groysberg, Professor of Business Administration, Harvard Business School | Deborah Bell, Researcher of Organizational Behavior | Comments (0)People will continue to debate Procter & Gamble's move to replace CEO Bob McDonald with his immediate predecessor A.G. Lafley, but for us the most compelling and determinative part of this story lies with the board.
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Who Should Actually Have Say on Pay?
June 28 | Justin Fox, Editorial Director, Harvard Business Review Group | Comments (0)There is evidence that say-on-pay votes have led British companies to make executive paychecks more sensitive to poor performance. Say-on-pay votes do have an impact. The question is, what kind of impact?
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When Is It a Good Idea to Bring Back Your Old CEO?
June 28 | Ken Favaro, Senior Partner, Booz & Company | Comments (0)In recent weeks both J.C. Penney and Procter & Gamble replaced a sitting CEO with his predecessor. This back-to-the-future approach to succession isn't common — and surely most company boards aren't seeking to make it so
