The Differentiated Workforce

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Permalink Reply by Theresa M. Welbourne, Ph.D. on December 6, 2009 at 10:53pm

Hi Ralph,

Is this their "A" player work? I know .. I should know, but it's hard keeping up with these guys.

You might also try the other social network I run - it's got a lot more researchers in it. It's at www.hrmthejournal.com.

I hope you are well. The leadership pulse is now live; I hope your team is getting the messages. If you get enough people involved, I'd be happy to go over your team data with you.

Theresa

ps. You might want to check out John Boudreau's book on Redesigning HR too if you haven't seen it yet. His ideas around pivot points or return on performance improvement have some very novel applications to HR. Also, I'm doing some work looking at the impact of relational capital on talent management - as in, what if relationships really did matter? It seems that if relational capital were more important than human capital, then you would select, recruit, and transition people out and around a lot different from how we do it now. One part of that work examines the role of rate of change - with the hypothesis being that as rate of change escalates, relational capital becomes more important than human capital for success .. anyway, lots of fun ideas floating around out there. Thanks for engaging the group.

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Permalink Reply by James Hayton on April 9, 2010 at 11:31am

Apologies to come to this so late, but I think this is an interesting 'theory' but not sure they have found any strong supporting evidence for the theory (which is based in David Lepaks original research). I have some serious doubts and concerns over the concept - and think there will be a number of significant 'boundary conditions' that limit the extent to which you can actually segregate the workforce in this fashion.
best
james

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