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Strategic Human Resource Management

Build a sustainable HR strategy that will guide your choices and keep them in line with the rest of the organization.

Welcome from Human Resources: Leadership and Strategic Impact by John Boudreau

Investing in People

Investing in People: Financial Impact of Human Resource Initiatives Third Edition

John Boudreau, Wayne Cascio, & Alexis Fink

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Reinventing Jobs

Reinventing Jobs: A 4-Step Approach for Applying Automation to Work

Ravin Jesuthasan, & John Boudreau

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Black Holes and White Spaces

Black Holes and White Spaces: Reimagining the Future of Work and HR with the CHREATE Project

John Boudreau, Carolyn Lavelle Rearick & Ian Ziskin

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Recent Awards

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2020 Top 100 HRTech Influencers

June, 2020
Human Resource Executive

Herbert Heneman Jr. Career Achievement Award

August, 2018
Academy of Management

Get Reworked Podcast: Rethinking Jobs for the Age of Automation

Jobs are being pulled apart into tasks and projects. Degrees and credentials are being boiled down to their underlying skills and capabilities. The result is a reinvention of the way we think about work.

In this episode of Get Reworked, professor John Boudreau and futurist Ravin Jesuthasan share the highlights of their forthcoming book, “Work Without Jobs.” The bottom line: The automation of work is leading not the the destruction of jobs, but rather to their deconstruction.

Listen to the full Get Reworked episode

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Are You Ready to Lead Work Without Jobs?

We’re moving toward a system of work design that will profoundly change the roles of organizational leaders.

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COVID’s Hidden Promise: Future Work Design Is Agile Innovation

As organizations plan for a future where COVID-19 is no longer a health threat, leaders are setting the stage for what is sometimes called “return to work.”

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Putting Fluid Work on a Solid Platform

Fluid work can empower or exploit workers, and COVID and other disruptions have accelerated and starkly illuminated the difference.  Will fluid work evolve on a solid platform that offers empowerment rather than exploitation?  A solid platform for fluid work can preserve the options that the crises have created for organizations, society and workers.  Or, those options may be lost in a race to protect workers by reclassifying them into traditional jobs.  Important choices are being made now, often with little or very poor data and evidence.   Those choices are happening within the frameworks of social, regulatory and policy actions, accelerated by today’s disruptions.

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Jobs are Melting into Fluid Work

The COVID crisis has revealed how remarkably workers apply “hidden” capabilities their organizations never used before, shifting quickly to their most pivotal contributions.* What may be less obvious is how this has accelerated melting traditional jobs into fluid work. The phrase “fluid work” captures how work has melted, released from the confines of a regular full-time job, just like water released from melted ice. This reveals important patterns behind today’s celebrations: The crisis has shown that work and workers are more “fluid” and work won’t just refreeze into the old shape when the crisis abates.

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Robots Don’t Get Sick

Should work automation replace people? This is a debate as old as the dawn of technology, famously illustrated by the Luddites who opposed automated textile manufacturing machines.  As the COVID crisis accelerates work automation, crisis-driven imperatives may lead to short-term decisions, such as replacing humans with automation. Costs may go down, risk may be reduced, and patients and customers may enjoy the novelty … in the short run.

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Looking Beyond the Novelty to the Future of Work

The current paradox requires effectively managing the crisis, AND looking beyond today’s accomplishments to take actions now, that will sustain the vital lessons for the future. These four questions help guide the journey through the paradox, to create the most pivotal value for the future of work…

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The Future of Work: Why HR Should Lead

Does HR really make a difference when it comes to the future of work? How involved are HR leaders when making decisions about AI or robotics using gig workers?

Our latest research indeed shows that too often, HR isn’t involved in crucial, organization-shaping choices—but it also suggests playing a bigger part in making such choices could lead to significantly better outcomes for both the HR function and the company at large.

Get the full article at Talent Quarterly

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