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Building The Board: Result Of The 2019 Hr@Moore Survey Of Chief Human Resource Officers, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Kenneth R. Carrig, Spenser Essman
Building The Board: Result Of The 2019 Hr@Moore Survey Of Chief Human Resource Officers, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Kenneth R. Carrig, Spenser Essman
Reports
The 2019 HR@Moore Survey of Chief HR Officers examined a number of aspects of the Board of Directors (BOD). This report describes the results of this survey. We find that 64% of the companies surveyed have an independent Chair of the board with the other 36% having the CEO also hold the Chair title. CHROs do not evaluate boards as being particularly effective regarding the major tasks entailed in CEO succession. We found that responsibility for CEO succession is most often housed with the board chair/ lead director (rather than a committee), both as an ongoing process and as the …
Managing Mergers And Acquisitions: Perspectives From Human Resources, Brian Burgess, Stefan Wuorinen, Patrick M. Wright
Managing Mergers And Acquisitions: Perspectives From Human Resources, Brian Burgess, Stefan Wuorinen, Patrick M. Wright
Reports
Mergers & acquisitions (M&A) are common means for businesses to increase the scale and scope of their operations. However, research and practice suggest that a large percentage of acquisitions fail to meet their financial targets (Haleblian, Devers, McNamara, Carpenter, & Davison, 2009). While our understanding of when acquisitions are likely to succeed has improved, the lack of insider information has left researchers and practitioners with little insight into how to effectively navigate the most challenging processes in mergers – namely, assuaging potential human efficiency losses as members of the acquired firm lose the brand, leadership, policies, and practices that they …
In Search Of The Perfect Leader: Selecting The Next Ceo, Patrick M. Wright
In Search Of The Perfect Leader: Selecting The Next Ceo, Patrick M. Wright
Reports
Knowing how to choose new people for a company is a challenge that is never finished. Strategies for finding and choosing talent are as diverse as the pool of people available; and approaches to the task range from the primeval ‘gut instinct’, to a battery of personality, reasoning (verbal and numerical), and structured evaluations. When that ‘job’ is the role of CEO in, say, a major Fortune 500 company, the stakes are immense. A square peg in a round hole can quickly break a company; an inspired leader, on the other hand, can breathe new life into a drifting business …
Building The Executive Leadership Team: Results Of The 2019 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Kenneth R. Carrig, Spenser Essman
Building The Executive Leadership Team: Results Of The 2019 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Kenneth R. Carrig, Spenser Essman
Reports
The 2019 HR@Moore Survey of Chief HR Officers examined a number of aspects of executive leadership teams (ELTs), including team composition, the frequency with which CEOs meet with the whole team and individual members, team cohesion, and how the CHRO assesses problems that might exist within these teams. In terms of composition, our results showed that the average ELT size was 10.6 members, with 75% of ELT members being male, and only 16% of members from underrepresented groups. Just under half of CEOs tend to meet with the entire ELT on a weekly basis, with 25% meeting every two weeks …
The Chro And Culture: Results Of The 2019 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Kenneth R. Carrig, Spenser Essman
The Chro And Culture: Results Of The 2019 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Kenneth R. Carrig, Spenser Essman
Reports
Given the rash of scandals (Wells Fargo, Uber, etc.) that cast negative light on culture and the recent positive emphasis (e.g., Larry Fink’s letters to BlackRock shareholders), part of the 2019 HR@Moore Survey of examined CHRO perceptions of how the board of directors (BOD) and CEO view culture. This report presents these results. Quantitative results from the CHRO survey indicate that knowledge of culture and its impact on organizational outcomes is highest for CHROs, followed by CEOs and board members. All three groups recognize that culture has a strong impact on engaging and retaining employees, driving performance, branding the organization, …