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Do Women and Men Differ in Work related Abilities?
From the CEO’s Desk
Dear Colleagues,
August has been an eventful month in the world of talent management. There were three high profile CEO changes and the infamous Google memo on diversity which stirred numerous debates. After several months of operating without a CEO, Uber finally got a new leader, Expedia’s former chief, Dara Khowsrowshahi. Before this appointment, early Uber employee, Travis Kalanick, lead the company as their CEO for six and half years and was forced to resign on the demands of shareholders. India’s leading technology firm, Infosys, faced the sudden resignation of their CEO, Vishal Sikka, following a tumultuous relationship with the board and the founding members. Sikka served in the top role only for three years. Jeff Immelt, after a 16-year term heading GE, announced his retirement earlier this year following declining share prices. He was replaced by GE insider, John Flannery. All three replacements were following poor firm performance. This raises the question, how important is the role CEO for firm performance? One study looked at the relationship between CEO tenure and firm performance. They found that CEO tenure had a direct and positive relationship with the top leadership team’s risk propensity and the firm’s pursuit of entrepreneurial projects. Their findings are particularly important for entrepreneurial firms such as Uber. It is important to note that this was a single, cross sectional study. The patterns of relationship observed do not imply causality. However, for a new leader, it provides indication of where challenges may be lurking.
James Damore’s leaked memo on diversity practices at Google dominated the press last month. While the tech industry in Silicon Valley has been open about its diversity challenges, judging by the numbers, there has been little progress. Damore’s intent, as stated in the memo, was to create an open dialogue on the reasons for lack of gender diversity in tech. Google eventually fired Damore for violating the company’s code of conduct. His memo has continued to generate a lively debate on gender differences in abilities and interests and its influence in the representation of women in STEM careers. For those interested in the scientific evidence behind this topic, we recommend our blog on “Do women and men differ on work related abilities?”.
On the topic of evidence-based practices, there are several items listed here that may be of interest to you. Be sure to register and mark your calendars for our webinar on performance management with Gap Inc. Later this month, we will launch a benchmark study on evidence-based talent development practices. It is the first study of its kind that will contrast industry practices with evidence-based practices. All participants will receive a report with actionable guidance. Be sure to pre-register.
Wishing you a productive month ahead.
Shreya Sarkar-Barney
August has been an eventful month in the world of talent management. There were three high profile CEO changes and the infamous Google memo on diversity which stirred numerous debates. After several months of operating without a CEO, Uber finally got a new leader, Expedia’s former chief, Dara Khowsrowshahi. Before this appointment, early Uber employee, Travis Kalanick, lead the company as their CEO for six and half years and was forced to resign on the demands of shareholders. India’s leading technology firm, Infosys, faced the sudden resignation of their CEO, Vishal Sikka, following a tumultuous relationship with the board and the founding members. Sikka served in the top role only for three years. Jeff Immelt, after a 16-year term heading GE, announced his retirement earlier this year following declining share prices. He was replaced by GE insider, John Flannery. All three replacements were following poor firm performance. This raises the question, how important is the role CEO for firm performance? One study looked at the relationship between CEO tenure and firm performance. They found that CEO tenure had a direct and positive relationship with the top leadership team’s risk propensity and the firm’s pursuit of entrepreneurial projects. Their findings are particularly important for entrepreneurial firms such as Uber. It is important to note that this was a single, cross sectional study. The patterns of relationship observed do not imply causality. However, for a new leader, it provides indication of where challenges may be lurking.
James Damore’s leaked memo on diversity practices at Google dominated the press last month. While the tech industry in Silicon Valley has been open about its diversity challenges, judging by the numbers, there has been little progress. Damore’s intent, as stated in the memo, was to create an open dialogue on the reasons for lack of gender diversity in tech. Google eventually fired Damore for violating the company’s code of conduct. His memo has continued to generate a lively debate on gender differences in abilities and interests and its influence in the representation of women in STEM careers. For those interested in the scientific evidence behind this topic, we recommend our blog on “Do women and men differ on work related abilities?”.
On the topic of evidence-based practices, there are several items listed here that may be of interest to you. Be sure to register and mark your calendars for our webinar on performance management with Gap Inc. Later this month, we will launch a benchmark study on evidence-based talent development practices. It is the first study of its kind that will contrast industry practices with evidence-based practices. All participants will receive a report with actionable guidance. Be sure to pre-register.
Wishing you a productive month ahead.
Shreya Sarkar-Barney
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Benchmark Study
Today’s HR benchmarks are flawed. They ignore the latest science of what really works in talent management. Similar to financial portfolio management, talent professionals must think of their programs in terms of portfolio of solutions designed to minimize risks and maximize returns. This study is designed to do gather insights on practices in three areas: learning and development, career development, and leadership development. By participating in this study you will gain deeper insights on:
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• the gains your organization can achieve by leveraging better science
• practices used by similar organizations within your industry
Study launches in mid-September. Pre-register to receive a link to the survey.
About Human Capital Growth
Human Capital Growth (HCG) is a premier talent management firm that helps organizations achieve better outcomes using science, analytics, and empathy. HCG offers products and services that promote talent management excellence and leadership excellence. HCG’s Talent Management Academy now offers 12 learning and certification options to grow skills in strategic HR. This blended solution is perfect for busy professionals desiring to build deep and market-relevant skills. Organizations such as Ecolab, General Mills, Merck, Microsoft, Polaris, Red Cross, Toyota Financial Services, and the UNICEF have benefited from HCG's evidence-based services. Clients have achieved outstanding results, such as improving talent acquisition success rate from 7:1 to 2:1 (candidate to hire ratio), minimizing risks of bad hires in leadership positions, and accelerating HR transformation. For more information visit www.humancapitalgrowth.com.
Human Capital Growth (HCG) is a premier talent management firm that helps organizations achieve better outcomes using science, analytics, and empathy. HCG offers products and services that promote talent management excellence and leadership excellence. HCG’s Talent Management Academy now offers 12 learning and certification options to grow skills in strategic HR. This blended solution is perfect for busy professionals desiring to build deep and market-relevant skills. Organizations such as Ecolab, General Mills, Merck, Microsoft, Polaris, Red Cross, Toyota Financial Services, and the UNICEF have benefited from HCG's evidence-based services. Clients have achieved outstanding results, such as improving talent acquisition success rate from 7:1 to 2:1 (candidate to hire ratio), minimizing risks of bad hires in leadership positions, and accelerating HR transformation. For more information visit www.humancapitalgrowth.com.