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Article
Publication date: 25 September 2019

Patti P. Phillips and Jack J. Phillips

Human capital analytics (HCA) is integral to all other human capital processes. With a mature analytics practice, leaders can make better decisions more quickly and with…

Abstract

Purpose

Human capital analytics (HCA) is integral to all other human capital processes. With a mature analytics practice, leaders can make better decisions more quickly and with greater confidences. This paper aims to describe results of research that shows how organizations in Middle East countries are investing in HCA. Specifically, it describes as follows: the extent to which they are investing; types of projects in which they are investing; and factors critical to making analytics work.

Design/methodology/approach

While research may include respondents from organizations in developing countries, only recently have efforts been made to monitor progress specifically in these countries. This paper attempts to describe the most recent findings of such research, paying specific attention to the use of HCA in the Middle East.

Findings

Organizations in the Middle East embrace HCA. While still in its infancy, analytics is poised to be a strategic driver that will lead to improved organizational performance.

Originality/value

Whether investing in leadership development, talent acquisition, employee engagement or talent development, analytics plays a central role in informing decisions about people investments. To make HCA work, Middle East organizations plan to continue building capability through training; embracing technology and striving to link data across programs and platforms; and integrating systems, processes and people with other functions, particularly finance. In the end, organizations will seamlessly integrate HCA into all processes to drive organization performance.

Details

Strategic HR Review, vol. 18 no. 5
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 5 May 2021

Jack J. Phillips, Patti P. Phillips and Klaas Toes

This paper aims to explore the executive request for program results. With major programs in place and other programs planned, executives want to know if they are working…

Abstract

Purpose

This paper aims to explore the executive request for program results. With major programs in place and other programs planned, executives want to know if they are working. The executive’s perspective focuses on whether these programs impact the organization and do they deliver a positive return on investment (ROI).

Design/methodology/approach

The paper describes how an executive’s request for ROI will lead human resources professionals to plan an evaluation, collect data, analyze data and present the results to the program sponsors and funders. The success of the results presentation will influence program support and future allocation of funding to HR programs.

Findings

To be credible, the presentation must include five moments of truth. These five moments of truth require credible data, collected from credible sources, presented in five categories, and a conservative analysis that executives can believe, including proof the program has made a difference. Executives must believe the results are true, or the presentation becomes a waste of time.

Originality/value

The critical challenge for the HR team is to involve executives in each of the five truths. In the findings, the most successful programs have high executive involvement, beginning with investment alignment and business alignment, and moving through to solution implementation and capability development, and motivation attainment.

Article
Publication date: 29 May 2019

Patti P. Phillips and Jack J. Phillips

The purpose of this study is to illustrate how a combination of three motivational forces can deliver superior team performance in an unlikely setting. Because motivation…

Abstract

Purpose

The purpose of this study is to illustrate how a combination of three motivational forces can deliver superior team performance in an unlikely setting. Because motivation is the key to the success of talent, exploring ways to motivate employees and teams has been at the forefront of behavioral research.

Design/methodology/approach

This paper focuses on the combination of three approaches: the use of an improved engagement system, enhanced team development and cohesiveness and the use of monetary incentives for recognition and achievement.

Findings

This combination of concepts delivered superior team performance in an unlikely setting.

Originality/value

This paper presents a program uniquely designed to motivate a team of employees using multiple approaches. The program delivered outcomes benefiting the organization’s bottom line while also rewarding employees and enhancing the team’s engagement.

Details

Strategic HR Review, vol. 18 no. 3
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 14 February 2020

Jack J. Phillips and Patti P. Phillips

In uncertain times, courageous leaders must be in place, stepping forward to take action to drive results. Because there is really no such thing as a natural-born leader…

Abstract

Purpose

In uncertain times, courageous leaders must be in place, stepping forward to take action to drive results. Because there is really no such thing as a natural-born leader, the organization must constantly develop current and new leaders. Leadership skills and leader behavior are shaped and molded over time, but also can be dramatically changed and improved with a variety of effective leadership development programs. The perplexing issue about leaders and leadership development is the negative press it often receives. The root cause of this problem is not necessarily the content of leadership development programs or even the way that they are delivered, it is the definition of leadership success and the success of leadership development.

Design/methodology/approach

The purpose of this paper is to illustrate the success of a courageous leader does not occur until impact is achieved in the organization.

Findings

The courageous leader is one who can deliver on all levels of outcomes in the face of many difficulties, challenges and uncertainties in ambiguous environments.

Originality/value

Great leaders deliver great results, including the impact they have on their organizations or spheres of influence. Without impact, leaders are ineffective. To achieve success in these turbulent times requires leaders to be effective in delivering on five levels of outcomes, including impact and ROI. The courageous leader is one who can deliver on all levels of outcomes in the face of many difficulties, challenges and uncertainties in ambiguous environments.

Details

Strategic HR Review, vol. 19 no. 2
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 8 April 2014

Jack J. Phillips and Patti P. Phillips

Internal and external forces are part of a changing environment affecting organizational performance. As a result, human capital strategies must adapt. The aim of this…

1813

Abstract

Purpose

Internal and external forces are part of a changing environment affecting organizational performance. As a result, human capital strategies must adapt. The aim of this article is to identity the forces that have the most impact and should be addressed by the HR team through specific human capital strategies.

Design/methodology/approach

It identifies global shifts and trends that are occurring that must be included in the HC strategy of organizations.

Findings

This article details eight forces that have a tremendous influence on the effectiveness and efficiency of organizations. They are: accountability and expectations, energy and environment, globalization and the global economy, societal changes, shifting demographics, empowerment and engagement, technology and social media, and work/life balance.

Practical implications

If these specific forces are not addressed, organizations will be less effective, efficient and profitable. The challenge is to address these forces in specific human capital strategies so that the proper attention, focus and resources are applied to make the organization successful.

Originality/value

This is original work and research performed through the ROI Institute, Inc., and has not been published previously.

Details

Strategic HR Review, vol. 13 no. 3
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 10 February 2012

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

1158

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

The words social learning have taken on an entirely new meaning as a result of the technological revolution that has brought us Web 2.0. A term that at one time would have referred in the workplace purely to the lessons that employees can learn from the process of co‐operating and working together, now embraces social media tools that are increasingly ubiquitous. There is no hiding place from this revolution, and learning and development professionals must gain a full appreciation of what it means and how it can be used – both to improve a company's performance and to facilitate learning.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Details

Development and Learning in Organizations: An International Journal, vol. 26 no. 2
Type: Research Article
ISSN: 1477-7282

Keywords

Content available
Article
Publication date: 8 February 2016

Javier Bajer

165

Abstract

Details

Strategic HR Review, vol. 15 no. 1
Type: Research Article
ISSN: 1475-4398

Content available
Article
Publication date: 8 April 2014

Sara Nolan

529

Abstract

Details

Strategic HR Review, vol. 13 no. 3
Type: Research Article
ISSN: 1475-4398

Article
Publication date: 8 April 2020

Patti Phillips and Jack J. Phillips

The population across the industrialized world is aging to the extent never experienced before in history, living 10 years longer on average than the previous generation…

Abstract

Purpose

The population across the industrialized world is aging to the extent never experienced before in history, living 10 years longer on average than the previous generation and nearly two decades longer than two generations ago.

Design/methodology/approach

To date, this rapidly growing segment of the population is not always addressed in inclusion and diversity plans and has often been overlooked as a source of competitive advantage, rather seen as a cost and a burden in some organizations.

Findings

Leaders in industrial nations agree that to continue strong economic growth, it is vital to support people to live healthier lives and stay in the workforce for longer. By doing so, we can not only improve well-being and enable people to remain active and economically productive but also reduce dependency, bringing down the burdens on health, pensions and social systems.

Originality/value

When this challenge is addressed, important motivational and productivity benefits will result from the seasoned talent segment staying a little longer with the organization. They will stay longer because they want to, not because they cannot afford to retire.

Details

Strategic HR Review, vol. 19 no. 3
Type: Research Article
ISSN: 1475-4398

Keywords

Content available
Article
Publication date: 1 March 2008

Jeff Lowenthal

TransLighting Group, Inc. consists of two companies all centered around the transportation industry. The original company, TransLighting, was started in 1962 by Henry…

Abstract

TransLighting Group, Inc. consists of two companies all centered around the transportation industry. The original company, TransLighting, was started in 1962 by Henry Phillips. Henry was an engineer with Ford Motor Company specializing in braking wiring systems. Over an eight-year period, he designed and patented several wiring and harness systems that are used in cars as of the 2006 model year. Back in the 1950s Henry had the opportunity to learn about and use LED technology. He even came up with a process using this technology to increase brake light visibility (i.e., the third or middle brake light on most cars). In June 1961 over dinner with another engineering buddy, Bill Acken, Bill figured that they could use this same technology to display roadside messages for motorists. Following license approval from Ford, Bill and Henry started TransLighting in White Lake, Michigan.

Details

New England Journal of Entrepreneurship, vol. 11 no. 2
Type: Research Article
ISSN: 2574-8904

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