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By Admin, on September 16th, 2021 What Makes For an Awesome CHRO?
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In HRchat episode 337, Bill Banham talks with John Boudreau, former Research Director for USC’s Center for Effective Organizations, Professor of Management and Organization at the Marshall School of Business, and co-author of Reinventing Jobs: A 4-Step Approach for Applying Automation to Work.
His large-scale studies and focused field research address the future of the global Human Resources profession, HR measurement and analytics, decision-based HR, executive mobility, HR information systems, and organizational staffing and development. John has published more than 50 books and articles and his research has been featured in Harvard Business Review, The Wall Street Journal, Fortune, and Business Week.
Questions Include
- What do you think makes for a great CHRO in today’s digital world?
- You wrote an interesting article called Why More Executives Should Consider Becoming a CHRO“. With more possibilities than ever for execs to exit corporate life and get ‘gig work’ with global clients, why should execs in larger organizations stay in the system and aspire to the role of CHRO?
- What are the divisions of responsibilities between CHROs and CHROs and Chief People Officers? For those listening and keen to explore the data v people routes into senior HR leadership, what are the differences in focus and duties?
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By Admin, on May 4th, 2021 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.
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By Admin, on April 8th, 2021 We’re moving toward a system of work design that will profoundly change the roles of organizational leaders.
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By Admin, on February 9th, 2021 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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By Admin, on October 21st, 2020 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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By Admin, on October 1st, 2020 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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By Admin, on September 16th, 2020 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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By Admin, on September 3rd, 2020 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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