Bøger af Peter Cappelli

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The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their workers was examined. First, the literature on employer-provided training and the role of social capital in the workplace was reviewed. Next, data from a 1994 national employers survey of firms in the manufacturing sector with more than 100 employees (of the 4,633 eligible establishments contacted, 3,358 (73%) responded) were analyzed to test the following hypotheses: (1) retraining should be more common where employers use work systems that rely on social capital (strongly supported); (2) the incidence of retraining should be greater where fixed employment costs are greater (mixed support); (3) retraining should be greater where other employer-provided training is greater (rejected); and (4) employers who retrain at-risk employees do so as part of a general policy of progressive employment practices (not supported). The analysis established that retraining is driven by the goal of preserving the social capital among current employees that is generated by specific systems of work organization. The explanations that retraining is just an employee benefit driven by employer paternalism or is simply part of an overall strategy of investment in training were rejected. A variable correlation matrix is appended. (Contains 59 references.

Executives everywhere acknowledge that finding, retaining, and growing talent counts among their toughest business challenges. Yet to address this concern, many are turning to talent management practices that no longer work--because the environment they were tailored to no longer exists. In today's uncertain world, managers can't forecast their business needs accurately, never mind their talent needs. An open labor market means inevitable leaks in your talent pipeline. And intensifying competition demands a maniacal focus on costs. Traditional investments in talent management wind up being hugely expensive, especially when employees you've carefully cultivated leave your firm for a rival. In Talent on Demand, Peter Cappelli examines the talent management problem through a radical new lens. Drawing from state-of-the-art supply chain management and numerous company examples, he presents four new principles for ensuring that your organization has the skills it needs--when it needs them. In this book, you'll discover how to: - Balance developing talent in-house with buying it on the open market- Improve the accuracy of your talent-need forecasts- Maximize returns on your talent investments- Replicate external job market dynamics by creating an in-house market that links available talent to jobs Practical and provocative, Talent on Demand gives you the ideas and tools you'll need to match the supply of talent to your demand for it--today and tomorrow.

Peter Cappelli, Wharton management professor and director of Wharton's Center for Human Resources, debunks the arguments and exposes the real reasons good people can't get hired. Named one of HR Magazine's Top 20 Most Influential Thinkers of 2011, Cappelli points the way forward to rev America's job engine again.

In a prescient new book, The Future of the Office: The Hard Choices We All Face on Working from Home and Remote Work, Wharton professor Peter Cappelli lays out the facts in an effort to provide both employees and employers with a vision of their futures. Cappelli unveils the surprising tradeoffs both may have to accept to get what they want.

Your organization needs older workers more than ever: They transfer knowledge between generations, transmit your company's values to new hires, make excellent mentors for younger employees, and provide a "e;just in time"e; workforce for special projects.Yet more of these workers are reporting to people younger than they are. This presents unfamiliar challenges that--if ignored--can prevent you from attracting, retaining, and engaging older employees.In Managing the Older Worker, Peter Cappelli and William Novelli explain how companies and younger managers can maximize the value provided by older workers. The key? Recognize that boomers' needs differ from younger generations - and adapt your management practices accordingly. For instance: Lead with mission: As employees age, they become more altruistic. Emphasize the positive impact of older workers' efforts on the world around them. Forge social connections: Many older employees keep working to maintain social relationships. Offer tasks that require interaction with others. Provide different benefits: Tailor benefits--such as elder-care insurance programs or discount medication--to older workers' interests.Drawing on research in management, psychology, and other disciplines, Managing the Older Worker reveals who your older workers are, what they want, and how to manage them for maximum value.

Exploding growth. Soaring investment. Incoming talent waves. India's top companies are scoring remarkable successes on these fronts - and more.How? Instead of adopting management practices that dominate Western businesses, they're applying fresh practices of their ownin strategy, leadership, talent, and organizational culture.In The India Way, the Wharton School India Team unveils these companies' secrets. Drawing on interviews with leaders of India's largest firms - including Mukesh Ambani of Reliance Industries, Narayana Murthy of Infosys Technologies, and Vineet Nayar of HCL Technologies - the authors identify what Indian managers do differently, including:Looking beyond stockholders' interests to public mission and national purposeDrawing on improvisation, adaptation, and resilience to overcome endless hurdlesIdentifying products and services of compelling value to customersInvesting in talent and building a stirring cultureThe authors explain how these innovations work within Indian companies, identifying those likely to remain indigenous and those that can be adapted to the Western context.With its in-depth analysis and research, The India Way offers valuable insights for all managers seeking to strengthen their organization's performance.

A highly acclaimed expert separates myth from reality in the frenzied, incredibly expensive college game, and provides a pragmatic cost-effective guide to making rational choices that bring long-term payoff.