Search results

Purpose: The study discusses various concepts for human resources (HR) executives for effective decision making in VUCA times, talent management, hybrid work business model, creativity and innovation in HR practices, diversity, equity, and inclusion (DEI) in HR practices, and flexibility in HR policies.

Need for the Study: The driving truth of this study is to approach a successful dynamic critical model for HR leaders in the IT Industry in Chennai city during VUCA times. Volatility, Uncertainty, Complexity, and Ambiguity are the four main components of VUCA.

Methodology: The essential information was gathered with Google Structures, and testing methods were embraced to review the Snowball Examining Procedure. The 211 reactions were settled for the concentrate after deficient reactions. The auxiliary information was gathered from sources like Papers, Business Magazines, Industry Reports, Articles, and Reading material. The information was dissected with measurable programming SPSS 25 and AMOS 23. The validity check, t-test, correlation analysis, regression analysis, and structural equation modeling (SEM) are the statistical methods used in the study.

Findings: The review results that the free factor is the ability of The board, Crossbreed Work Plan of action, Imagination and development in HR rehearses, Variety, Value and Consideration in HR practices, and adaptability in HR strategies altogether affect the reliant variable viable decision making during VUCA times.

Practical Implications: The study identifies hybrid work models and flexible HR policies as crucial parameters in VUCA times.

This chapter of the book aims to achieve sustainability and productivity in light of the interaction between managers and engineers in a lean and agile supply chain management system in today’s organizations. The main innovation of this chapter is the use of the balanced scorecard (BSC) model and fuzzy analysis network process (FANP) to create a suitable platform for the realization of this interaction between managers and engineers and to identify exactly which expert system is ideal for the main purpose. Indeed, this chapter introduces its readers to the application of strategic management tools such as the BSC accompanied by FANP in the elements of supply chain management where data analysis of lean and agile networks in supply chain management can create a competitive advantage in the organization.

The aim of our study is to explore the nexus between the gender composition of board and firm financial performance. We use the data of 114 listed banks from 10 Asian emerging economies. Data were extracted from the DataStream for the year 2012–2021. We apply fixed effect model to analyze the data. In addition, we use generalized method of moments (GMM) to verify our main findings. We find that both proxies of board gender composition which are the proportion of female board members and the percentage of female executives on the board have a significant impact on banks' financial performance. Findings suggest that female representation on board provides more insights of monitoring and optimal advisory capabilities and, therefore, gender-diversified board enhances firm performance. Females are more active in business matters and take more interests to fulfill their responsibilities. The results of our study provide useful signals for corporate and regulatory policymakers. Board gender disparities between enterprises should be better understood by all stakeholders to have the optimal combination of board members that ultimately lead to better performance of the firm.

For a successful search, all members of the client–headhunter–candidate trio need to step up to the plate. How can clients better prepare for and engage in the search process? What are the current limits of client engagement and their rights vis-á-vis the headhunter? We explain why headhunting is different from recruitment, and why procuring executive search is as serious as other assets. We reveal the depth of questioning and bias management that it takes to reveal and attract the right candidate. We propose five points to build into the profile of the leader of the future. We next take a look at the clients of executive search firms – who come in all shapes and sizes. Van Eijck distinguishes four groups: multinationals, family businesses, private equity firms and public institutions. A tour signals points of attention for each group regarding a search process and some key points that apply across the spectrum – for example, how wildcard candidates can compromise a search process, the persistent problem of “no pay no cure” and why an appointment doesn’t always guarantee success. Finally, we move to the world of the executive candidate. Many make errors (also of judgment) when building their CVs. A seasoned headhunter can easily spot these. We present the keys to forging a robust story, working effectively with an executive search consultant and conclude with the features of the modern educational and work environment that can get in the way of a career.

An earlier form of this chapter by the author was published in Dutch in “Bestemming Boardroom: over zoeken en gevonden worden” (Boom, Amsterdam, 2018).

The search for top executives is fraught with pitfalls. Understanding them will set the process off on a strong footing and maximize the chances of a sustainable hire. This chapter examines three aspects of the search dynamic: “stakeout,” “trust-building” and the search consultant’s “ambassador role.” We reveal nine important insights. Has digitization made headhunting any easier? We correct common misconceptions and reveal the difficulty of approaching top executives with role propositions, the building of trusted relationships with clients, and the ambassador role of the executive search consultant. We examine the need for empathy and deep discernment in reading candidates. We next go more deeply into the full search process: the selection of the search firm, the search itself, the presentation of the chosen candidate and onboarding. We reveal points of attention for clients and candidates that underpin best practice.

An earlier form of this chapter by the author was published in Dutch in “Bestemming Boardroom: over zoeken en gevonden worden” (Boom, Amsterdam, 2018).

As the economy re-shapes, so too must the modern organization and its governance. We examine corporate governance codes and their limits in predicting an executive’s performance. We look at the Code of Professional Practice of executive search consultants, the in-built factors that have prevented the sector from becoming a qualified profession, and how to move beyond them. We examine how sustainability is migrating to the heart of modern governance, and present eight reasons to change existing codes and a call for tolerant governance. Mining engineer Henri Fayol is considered the founder of corporate governance. Despite dramatic changes in management during the past 100 years, much of his theory still holds. We take a tour of Fayol’s thinking, how management has evolved, and examine the unstructured shape of things to come: an organic architecture, an emphasis on knowledge capital and an agile leadership culture. We conclude with “change ability” – an evolutionary leap for the chair, CFO, supervisory board and organizations as a whole. The executive search profession finally comes under a harsh spotlight. What’s next for the profession, in light of digitization, its representation on boards, its effect on diversity? And why do executive search firms need to walk the sustainability talk in the way they seek and position leaders?

An earlier form of this chapter by the author was published in Dutch in “Bestemming Boardroom: over zoeken en gevonden worden” (Boom, Amsterdam, 2018).

The global economy has been affected by the COVID-19 pandemic, which has placed greater responsibility on companies to fulfill their obligations to Corporate Social Responsibility (CSR) amid the crisis. This chapter investigates the role of a Chief Executive Officer (CEO) attributes in improving a firm's CSR in the emerging economy of Jordan and how the COVID-19 pandemic modifies this relationship. Using a Jordanian sample of 655 firm-year observations during the 2014–2021 period, the research results show that older CEOs, well-educated CEOs, CEOs' remuneration, and CEOs' ownership positively correlate with CSR reporting. However, long-tenured CEOs are associated with lower CSR initiatives. The subsample analysis findings also validate the significance of CEO attributes in improving CSR practice during the COVID-19 pandemic compared to the prepandemic period. These findings are beneficial for the regulatory setters to understand better whether CEO attributes are linked to engagement in CSR-related information. This research is among the limited number of studies that have explored how CEO attributes impact CSR reporting for the stakeholder's welfare. Moreover, it uniquely concentrated on contrasting the findings before and during the COVID-19 pandemic.

Many in the private and public sectors see headhunting as a “necessary evil.” A tour of investors, business schools, executive and supervisory board directors throws up unflattering descriptions. Accusations of “opacity” are probably linked to the industry’s duty of discretion. Other observers signal a need for improvement: “pumping the same names around,” “emphasis on reputation, not merit,” “lack of quality” and “low innovation.” The battle to professionalize is underway. We look at the avenues ahead for executive hiring, the demise of the “old boys’ network” and the need for diversity and sustainability in modern organizations. We present the difficulties of running a headhunting firm, and distinguishing factors of the best players. We argue that selecting a headhunter demands the same rigor as choosing a lawyer, and six areas of improvement for executive search firms. Unpacking the Spartan marathon to the boardroom, we reveal the surprising estimates of the number of new high potentials entering the market annually. We conclude by looking at possible blind spots on both sides of the hiring equation that can undermine company interests, and continue to examine the march to professionalize the executive search industry.

An earlier form of this chapter by the author was published in Dutch in “Bestemming Boardroom: over zoeken en gevonden worden” (Boom, Amsterdam, 2018) and in English (online) by the Amrop Partnership (2021) as “Destination Boardroom 3: Mapping the Executive Search World.”

This chapter provides an overview on the traditions and values of teaching students with traumatic brain injury (TBI). First, we discuss the prevalence, identification, and characteristics associated with TBI and how those characteristics affect learning, behavior, and daily life functioning. Next, we focus on instructional and behavioral interventions used in maintaining the traditions in classrooms for working with students with TBI. Findings from a review of the literature conclude that there are no specific academic curriculums designed specifically for teaching students with TBI; however, direct instruction and strategy instruction have been shown to be effective educational interventions. Current research on students with TBI is predominately being conducted in medical centers and clinics focusing on area of impairments (e.g., memory, attention, processing speed) rather than academic achievement and classroom interventions. Finally, we conclude with a list of accommodations and a discussion of recommendations for future work in teaching students with TBI.