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2 episodes with Peter Cappelli
2 episodes with Peter Cappelli
2 episodes with Peter Cappelli
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2 episodes with Peter Cappelli
2 episodes with Peter Cappelli
2 episodes with Peter Cappelli
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Companies can benefit from the experience and flexibility of older workers, says Wharton's Peter Cappelli. What will it take for employers to stop age discrimination and change their approach to retirement? This Ripple Effect episode is part of a series on “Navigating Retirement.” Hosted on Acast. See acast.com/privacy for more information.
Wharton Professor of Management, Peter Cappelli, joins the show to discuss workplace predictions for 2025. Hosted on Acast. See acast.com/privacy for more information.
Welcome to Top of the Morning by Mint, your weekday newscast that brings you five major stories from the world of business. It's Monday, January 13, 2025. This is Nelson John, let's get started. Mint recently wrapped up a survey, running from late November to December, to gauge public opinion ahead of the Union Budget. We asked readers about their preferences on government planning and potential budget priorities. The results revealed a clear preference for short-term planning. Most of the 7,051 participants are leaning away from long-term goals, favouring immediate action instead. When it comes to the economy, job creation topped the list of priorities with many expressing dissatisfaction with the current income tax slabs, particularly the salaried folks who are craving more tax breaks. About 73% flagged job creation as crucial, underscoring a general unease about employment opportunities. The survey also highlighted a split opinion on populist budget measures, with about 41% in favour during slow economic times, yet higher earners largely opposed the idea. Schemes favouring women, farmers, and entrepreneurs received strong support, showing a desire for targeted assistance in these areas. India is set to reduce its fiscal deficit for 2024-25 to between 4.7% and 4.8% of GDP, a bit lower than the initially budgeted 4.9%. Sources in the government told Rhik Kundu and Subhash Narayan about the move which is a part of the government's ongoing efforts to enforce economic discipline and maintain a trajectory towards fiscal consolidation, with an end goal to bring the deficit down to below 4.5% by 2026. Despite a slowdown in GDP growth, which fell to 5.4% in the September quarter, the government's financial health has been buoyed by robust tax collections and a significantly higher-than-expected dividend from the Reserve Bank of India. This fiscal year, RBI has contributed a whopping ₹2.11 trillion dividend, which has been a major boost. As for the numbers, the government's fiscal deficit target for FY25 is pegged at ₹16.13 trillion. Up to November, it has managed to keep the deficit at ₹8.47 trillion, which is about 52.5% of the full-year target. This careful management of the budget aims to send reassuring signals to investors, especially crucial at a time when the global economy is slowing.The PM internship scheme, currently being tested, is gearing up for some updates based on feedback from its pilot run and industry inputs. While the monthly stipend of Rs 5,000 and a one-time joining bonus of Rs 6,000 won't see a hike, other elements are under review to better tailor the program for launch. Since its introduction in early October, the pilot has seen a 621,000 applications for about 127,000 spots, showing there's a massive interest in the initiative. Despite this enthusiastic start, the real challenge lies in scaling up, as the government aims to provide 2 million internships annually over the next five years. The plan is to integrate these internships into academic settings where they can provide real-world experience alongside classroom learning, making students more job-ready upon graduation.How a company's HR department is viewed swings depending on the job market. When talent's hard to come by, companies value HR as a strategic ally. But when there are plenty of job seekers, HR might feel like a bit of a drag—nobody likes being told what to do, especially when it doesn't seem urgent. Peter Cappelli from University of Pennsylvania puts it plainly: HR's seen as crucial in tough times but might just be the folks planning the office parties when the pressure's off. It's a bit of a sticky situation, really. In MBA courses, HR gets tagged as a 'soft option', so it doesn't always attract the top talent. This sticks around, making it tough to find really strong HR leaders who get the business side of things as much as any CFO might. Devina Sengupta examines why HR is the most hated department in any organisation. For homebuyers tangled in issues like construction delays or misleading sales pitches, there's a new ally on the horizon. India's Central Consumer Protection Authority is gearing up to join forces with the Real Estate Regulatory Authority to offer a robust support system for frustrated property buyers, Dhirendra Kumar reports. Whether it's issues with taking possession, shoddy construction, or navigating the maze of home loans, CCPA is setting sights on giving homebuyers a fair shake in a market notorious for its unpredictability. The move is timely. Despite Rera's efforts since 2017 to protect homebuyers, the authority often hits a wall when it comes to enforcing its rulings, especially when developers appeal against its decisions, dragging out disputes. CCPA, established in 2020, plans to intervene when traditional routes falter, ensuring actions like refunds from developers who don't hold up their end of the deal.
Peggy Smedley and Peter Cappelli, George W. Taylor professor of management and director of the center for human resources, The Wharton School, talk about valuing employees and what employers need to do. He says most companies are service companies and the most important assets in companies are human assets. They also discuss: Why white-collar work is facing a fundamental inflection point for the future of work. The different set of rules for financial accounting. Why communication and collaboration are so important. mgmt.wharton.upenn.edu/profile/cappelli IoT, Internet of Things, Peggy Smedley, artificial intelligence, machine learning, big data, digital transformation, cybersecurity, workforce, 5G, cloud, sustainability, future of work, podcast, Peter Cappelli, The Wharton School This episode is available on all major streaming platforms. If you enjoyed this segment, please consider leaving a review on Apple Podcasts.
Peggy Smedley and Peter Cappelli, George W. Taylor professor of management and director of the center for human resources, The Wharton School, talk about valuing employees and what employers need to do. He says most companies are service companies and the most important assets in companies are human assets. They also discuss: Why white-collar work is facing a fundamental inflection point for the future of work. The different set of rules for financial accounting. Why communication and collaboration are so important. mgmt.wharton.upenn.edu/profile/cappelli IoT, Internet of Things, Peggy Smedley, artificial intelligence, machine learning, big data, digital transformation, cybersecurity, workforce, 5G, cloud, sustainability, future of work, podcast, Peter Cappelli, The Wharton School This episode is available on all major streaming platforms. If you enjoyed this segment, please consider leaving a review on Apple Podcasts.
Peggy Smedley and Peter Cappelli, George W. Taylor professor of management and director of the center for human resources, The Wharton School, talk about how we are shifting away from practices that seem to produce good results and instead are focusing on optimizing cost reduction. He says something that is not happening—but we think is—is fundamental attribution error, which is the assumption that when you see people behaving a certain way, it is because of who they are and what their heads are like. They also discuss: Generative AI (artificial intelligence) and if it is truly replacing jobs and changing roles. Three reasons why gen AI is overplayed. Why productivity is flat and how to address workforce hurdles. mgmt.wharton.upenn.edu/profile/cappelli (7/23/24 - 880) IoT, Internet of Things, Peggy Smedley, artificial intelligence, machine learning, big data, digital transformation, cybersecurity, blockchain, 5G, cloud, sustainability, future of work, podcast, Peter Cappelli, The Wharton School This episode is available on all major streaming platforms. If you enjoyed this segment, please consider leaving a review on Apple Podcasts.
Peggy Smedley and Peter Cappelli, George W. Taylor professor of management and director of the center for human resources, The Wharton School, talk about how we are shifting away from practices that seem to produce good results and instead are focusing on optimizing cost reduction. He says something that is not happening—but we think is—is fundamental attribution error, which is the assumption that when you see people behaving a certain way, it is because of who they are and what their heads are like. They also discuss: Generative AI (artificial intelligence) and if it is truly replacing jobs and changing roles. Three reasons why gen AI is overplayed. Why productivity is flat and how to address workforce hurdles. mgmt.wharton.upenn.edu/profile/cappelli (7/23/24 - 880) IoT, Internet of Things, Peggy Smedley, artificial intelligence, machine learning, big data, digital transformation, cybersecurity, blockchain, 5G, cloud, sustainability, future of work, podcast, Peter Cappelli, The Wharton School This episode is available on all major streaming platforms. If you enjoyed this segment, please consider leaving a review on Apple Podcasts.
Why do we need to rethink how we value and measure human capital?How can HR influence the business to take a longer term view when making investments in their people?My guest on this episode is Peter Cappelli Professor of Management at The Wharton School and Director of Wharton's Center for Human ResourcesDuring our conversation Peter and I discuss:Why people are the least important asset according to current financial accounting practices.The real reason companies do layoffs (hint: it is often not about cost savings).What HR leaders can do to better communicate the tangible and intangible costs of layoffs.Why hiring decisions are the most important decisions organizations make.Why companies complain about skills gaps and why a lack of skills is not really the problem.His advice for HR leaders on what they should be doing in 2024 and beyond.Connecting with Peter CappelliConnect with Peter Cappelli on LinkedInLearn more about Peter and his contributions to the field
You've probably heard of the adage that too much of a good thing can actually be bad. It turns out, even something as beneficial as psychological safety in the workplace might have its drawbacks. In this episode, Dr. Peter Cappelli, Management Professor and Director of the Center for Human Resources at the Wharton School of Business, reveals surprising research findings about the potential downsides of positive psychology, like how it can hurt performance, especially in non-creative jobs. We also discuss how to balance fostering creativity with maintaining accountability, tools to measure psychological safety, and historical insights like Douglas McGregor's Theory X and Theory Y. You'll learn how to improve your team's performance while keeping them engaged and accountable. ________________ Start your day with the world's top leaders by joining thousands of others at Great Leadership on Substack. Just enter your email: https://greatleadership.substack.com/
What are the consequences of treating employees as an expense rather than an asset? Cappelli argues that this “penny wise and pound foolish” practice hurts the bottom line by discouraging investments in a skilled workforce and prioritizing downsizing, irrespective of efficiency. How changes in management and reporting can realign incentives. Also, C-suite demographics and the impact of AI.
If I was going to listen to one episode of my own show this year, this would be the one. There is something I love about all of them, but this was next level. It may be appropriate considering the guest: Dr. Peter Cappelli. He is a professor of Management and Director of the Center for Human Resources at the Wharton School of the University of Pennsylvania. He is the author of numerous Harvard Business Review articles and, recently, the author of a book on the topic of our discussion: Our Least Important Asset: Why the Relentless Focus on Finance and Accounting is Bad for Business and Employees. He explains so many things you think are dumb about the way we handle our workforces. Like: ❌ Employees are not assets. They're a fixed cost and one that must be minimized to drive shareholder value. ❌ Creating the appearance of shareholder value is NOT the same as creating a strong and efficient business. ❌ This leads to so many practices you think are shortsighted. Decreasing training budgets, layoffs, wonky recruitment, capped salaries... and it's invisible. Or, at the very least, opaque. ❌ All because of GAAP (Generally Accepted Accounting Principles) and how they are applied to HR decisions. ❌ Even investors wish this would change. There was so much to take in and so many useful insights for HR more broadly. It's longer than my typical episode, but I HIGHLY recommend it! It will be well worth your time. A link to Dr. Cappelli's book https://www.amazon.com/Our-Least-Important-Asset-Relentless/dp/0197629806 Find Andrea on LinkedIn at https://www.linkedin.com/in/andrea-adams1/ or at andrea@thehrhub.ca
This episode is with Peter Cappelli DPhil, George W. Taylor Professor of Management; Director, Center for Human Resources, The Wharton School; author of “Our Least Important Asset: Why the Relentless Focus on Finance and Accounting is Bad for Business and Employees" https://amzn.to/3P5WTGd Recently named by HR Magazine as one of the top 5 most influential management thinkers, we speak about wrong thinking when it comes to employee cost and value. TIMESTAMPS [2:02] Why do leaders see employees as liabilities instead of assets? [3:47] Is that a failure of the imagination? [5:50 ] Replacing my employees with contractors and with leased employees [6:24] What's the problem with managers coming from engineering or finance backgrounds? [11:19 ] But what they don't track is, are we hiring good people? [12:20] What money you're going to give me to make me want to move? And they're not necessarily more successful than an active candidate. In fact, they're less successful. That's an interesting paradox. [13:15 ] We know that active candidates are people who want to advance. [13:37 ] For any line manager, middle manager, c-suite manager, your advice would be always advertise for a role? [14:20] A study compared people who were promoted from within to a job, to those who were hired from the outside into the identical job. People hired from outside took 3 years to get up to speed compared to people promoted from within. And it took people promoted from within 7 years to catch up to the pay of people who were hired from outside. So you pay a salary premium and you suffer a performance hit when you fill those jobs from outside. [16:31] The other paradox you describe how at the start of the recent pandemic when 70% of office workers were sent home to work, because the feeling was, “We're all in this together”, employees were trusted to get the job done. And they did because they were trusted. Then came a shift to monitoring software on the assumption that left to their own devices, people would goof off. So, what's the situation now? About Peter Cappelli, DPhil https://www.linkedin.com/in/peter-cappelli-14936a3/ With expertise in industrial relations and labor economics, Peter is a regular contributor to the Wall Street Journal and writes for HR Executive Magazine and Harvard Business Review. Tune into his show, In the Workplace, on Sirius XM 111, Business Radio Powered by The Wharton School, on Thursdays at 5:00 pm EST, and read his monthly column in HR Executive magazine online. Author of: "Why Good People Can't Get Jobs" (Wharton Digital Press, 2012) "Managing the Older Worker" (with Bill Novelli, Harvard Business Press, 2010) "The India Way: How India's Top Business Leaders Are Revolutionizing Management" (with colleagues, Harvard Business Press, 2010) "Talent on Demand: Managing Talent in an Age of Uncertainty" (Harvard Business Press, 2008) "The New Deal at Work: Managing the Market-Driven Workforce" (Harvard Business Press, 1999). ABOUT PODCAST HOST, NINA SUNDAY Youtube channel: https://www.youtube.com/@manageselfleadotherspodcast?sub_confirmation=1 Connect with Nina Sunday on LinkedIn HERE: https://www.linkedin.com/in/ninasunday/ You can suggest a guest, ask a question, make a comment. To subscribe to Nina Sunday's personal blog go to https://www.brainpowertraining.com.au/ and scroll to bottom of the page to register. Learn more about your ad choices. Visit megaphone.fm/adchoices
In episode 133, Coffey talks with Peter Cappelli about the consequences of employees experiencing too much psychological safety.They discuss the difference between the popular and the academic definitions of psychological safety; how psychological safety is measured; the correlation between psychological safety and job performance; why an above-average sense of psychological safety might damage performance; and the importance of accountability and compliance when building a psychologically-safe workplace.Link to the Harvard Business Review article: Can Workplaces Have Too Much Psychological Safety?Good Morning, HR is brought to you by Imperative—premium background checks with fast and friendly service. For more information about our commitment to quality and excellent customer service, visit us at https://imperativeinfo.com. If you are an HRCI or SHRM-certified professional, this episode of Good Morning, HR has been pre-approved for half a recertification credit. To obtain the recertification information for this episode, visit https://goodmorninghr.com. About our Guest:Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School and Director of Wharton's Center for Human Resources. He is also a Research Associate at the National Bureau of Economic Research in Cambridge, MA, served as Senior Advisor to the Kingdom of Bahrain for Employment Policy from 2003-2005, was a Distinguished Scholar of the Ministry of Manpower for Singapore, and was Co-Director of the U.S. Department of Education's National Center on the Educational Quality of the Workforce from 1990-1998. He was recently named by HR Magazine as one of the top 5 most influential management thinkers, by NPR as one of the 50 influencers in the field of aging, and was elected a fellow of the National Academy of Human Resources. He received the PRO award from the International Association of Corporate and Professional Recruiters for contributions to human resources, the Michael Losey Award fro Research Contributions from the Society for Human Resource Management, and an honorary Doctorate degree from the University of Liege in Belgium. He is a regular contributor to The Wall Street Journal and writes a monthly column for HR Executive magazine. His work on performance management, agile systems, and hiring practices, and other workplace topics appears in the Harvard Business Review. His most recent book is Our Least Important Asset: How a Relentless Focus on Finance and Accounting is Bad for Employees and Business.Peter Cappelli can be reached at https://www.linkedin.com/in/peter-cappelli-14936a3/. About Mike Coffey:Mike Coffey is an entrepreneur, human resources professional, licensed private investigator, and HR consultant.In 1999, he founded Imperative, a background investigations firm helping risk-averse companies make well-informed decisions about the people they involve in their business.Today, Imperative serves hundreds of businesses across the US and, through its PFC Caregiver & Household Screening brand, many more private estates, family offices, and personal service agencies.Mike has been recognized as an Entrepreneur of Excellence and has twice been named HR Professional of the Year. Additionally, Imperative has been named the Texas Association of Business' small business of the year and is accredited by the Professional Background Screening Association. Mike is a member of the Fort Worth chapter of the Entrepreneurs' Organization and volunteers with the SHRM Texas State Council.Mike maintains his certification as a Senior Professional in Human Resources (SPHR) through the HR Certification Institute. He is also a SHRM Senior Certified Professional (SHRM-SCP).Mike lives in Fort Worth with his very patient wife. He practices yoga and maintains a keto diet, about both of which he will gladly tell you way more than you want to know.Learning Objectives: 1. Differentiate popular and academic definitions of psychological safety.2. Learn methods for measuring psychological safety.3. Evaluate the correlation between psychological safety levels and job performance.
In this episode of the HR Leaders podcast, I'm joined by Peter Cappelli, Wharton Management Professor, to discuss The Future of the Office: the Hard Choices We All Face.
Welcome to the only roundtable podcast in compliance as we celebrate our second century of shows. In this episode, we have the quartet of, Jonathan Armstrong, Matt Kelly, Karen Woody, Jay Rosen all hosted by Tom Fox, joining us on this episode of our fan fav Shout Outs and Rants section. 1. Matt Kelly says the US Supreme Court Code of Ethics is already broken. Kelly has a book review shout out to Peter Cappelli for his book Our Least Important Asset. 2. Karen Woody takes a deep dive into the SEC enforcement action against Solar Winds and its current CISO. She shouts out to Megan Rapinoe and Ali Krieger who both retired from professional soccer for their great careers and leading lights of social justice. 3. Jonathan Armstrong talks about David Cameron returning to the UK government and the need to eliminate sleaze in government. He rants about sliced salami announcements by politicians. 4. Jay Rosen looks at the ongoing corruption scandal in Santa Clara County CA, involving the former sheriff and the alleged sale of concealed carry permits. He shouts out to Giles Martin, son of Sir George Martin, for his remastering of the Beatles Red and Blue albums. The members of the Everything Compliance are: • Jay Rosen– Jay is Vice President, Business Development Corporate Monitoring at Affiliated Monitors. Rosen can be reached at JRosen@affiliatedmonitors.com • Karen Woody – One of the top academic experts on the SEC. Woody can be reached at kwoody@wlu.edu • Matt Kelly – Founder and CEO of Radical Compliance. Kelly can be reached at mkelly@radicalcompliance.com • Jonathan Armstrong –is our UK colleague, who is an experienced data privacy/data protection lawyer with Cordery in London. Armstrong can be reached at jonathan.armstrong@corderycompliance.com • Jonathan Marks can be reached at jtmarks@gmail.com. The host and producer, ranter (and sometime panelist) of Everything Compliance is Tom Fox the Voice of Compliance. He can be reached at tfox@tfoxlaw.com. Everything Compliance is a part of the Compliance Podcast Network. Learn more about your ad choices. Visit megaphone.fm/adchoices
Welcome to the only roundtable podcast in compliance as we celebrate our second century of shows. In this episode, we have the quartet of, Jonathan Armstrong, Matt Kelly, Karen Woody, Jay Rosen all hosted by Tom Fox, joining us on this episode of our fan fav Shout Outs and Rants section. 1. Matt Kelly has a book review shout out to Peter Cappelli for his book Our Least Important Asset. 2. Karen Woody shouts out to Megan Rapinoe and Ali Krieger who both retired from professional soccer for their great careers and leading lights of social justice. 3. Tom Fox shouts out to a quadrille of participants in the Meridian Link cyber-hacking extortion matter. 4. Jonathan Armstrong rants about sliced salami announcements by politicians. 5. Jay Rosen shouts out to Giles Martin, son of Sir George Martin, for his remastering of the Beatles Red and Blue albums. The members of the Everything Compliance are: • Jay Rosen– Jay is Vice President, Business Development Corporate Monitoring at Affiliated Monitors. Rosen can be reached at JRosen@affiliatedmonitors.com • Karen Woody – One of the top academic experts on the SEC. Woody can be reached at kwoody@wlu.edu • Matt Kelly – Founder and CEO of Radical Compliance. Kelly can be reached at mkelly@radicalcompliance.com • Jonathan Armstrong –is our UK colleague, who is an experienced data privacy/data protection lawyer with Cordery in London. Armstrong can be reached at jonathan.armstrong@corderycompliance.com • Jonathan Marks can be reached at jtmarks@gmail.com. • Special Guest Kristy Grant-Hart is the founder of Spark Consulting. The host and producer, ranter (and sometime panelist) of Everything Compliance is Tom Fox the Voice of Compliance. He can be reached at tfox@tfoxlaw.com. Everything Compliance is a part of the Compliance Podcast Network.
Bio:Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School of Business and Director of Wharton's Center for Human Resources. He is also a Research Associate at the National Bureau of Economic Research in Cambridge, MA.He is a regular contributor to The Wall Street Journal and writes a monthly column for HR Executive magazine. Links:LinkedIn: https://www.linkedin.com/in/peter-cappelli-14936a3/Website: https://mgmt.wharton.upenn.edu/profile/cappelli/#overviewQuotes:"Psychology is the most closed field, in terms of arguments that have to be internally consistent, and they have to fit with what we've done already."Episode Highlights:Children ask questions, but Peter Cappelli's degree of questioning was at another level. He was always counterfactual and bombarded his mother with "what if" questions. All along, nobody knew he had ADHD, and this could have been the reason why he was highly counterfactual. In the end, his ability to question turned out to be a strength for him.In this episode, Peter shares his experiences and how his studies at Oxford, MIT, and in the Soviet Union affected his leadership style.Childhood Incidents:As a child with ADHD, Peter was always getting into trouble and had difficulties working on tasks with multiple steps and paying attention to details. In high school, Peter vividly recalls how his chemistry titration was a different color from everyone else. When Peter got to college, things got more complex, and he would lock himself in dark libraries to ward off distractions.Cultural Influences:Peter grew up in his father's family who were first-generation Italian-Americans. He vividly recalls his family discussing topics loudly in Italian, but not understanding the language.Peter's home was 10 miles from a strategic air force base. Duck and cover drills were part of his life. According to Peter, this experience created a sense of urgency and purpose.Influential Groups:At 21, Peter moved to Oxford; to him, it was a more verbal place than what he was used to, and English society felt more hierarchical, with a class system that he wasn't accustomed to as an American.Oxford was a wonderful social experience. Students spent much time talking and learning about each other. For example, during lunch and dinner, there was a rule that they had to sit next to whoever was in line in front of them. Mixing up with all these other people gave students a chance to develop many friendships.Temperaments and Personality:As a child, Peter was argumentative and counterfactual. Earlier in his career, he made strong efforts not to be argumentative. Even so, he retained his love of questioning and finding truth. Cultural Epiphanies:When Peter meets people from the same class and background, he feels more at ease. It is harder for him to deal with the concept that somebody from a different background thinks about the world differently.What Brings Out the Best in Peter:Peter loves novel questions with rich information. He also enjoys interacting with people who share similar experience and interests.Soapbox Moment:Peter has authored a book called Our Least Important Asset. It focuses on showing businesses how they make bad decisions when they base them on financial accounting alone. His books provide alternatives for how businesses can approach issues from human perspectives.Tagline: Do you ask questions when you are not happy with something?Support the show
Renowned academic and author, professor, and director of the Center for Human Resources at the Wharton School of the University of Pennsylvania, Peter Cappelli, is here to share his expertise in human resources practices, employment policy, and talent management. Peter will discuss the post-COVID Return to work, return to the office, hybrid, remote narrative dynamic occurring and how it has changed over the past three or four years. We will also hear about globalization's effect on unskilled workers and why providing educational opportunities is essential for children to take advantage of technological advances. Tune in to gain an understanding of these important topics![00:00 - 09:02] Employers and Employees in the Post-COVID WorkplaceEmployees were grateful to work from home, while employers were grateful that their companies could stay afloatEmployers need to demonstrate why it's vital for employees to come back to the officeEmployers still have more power than employees, but an employment relationship should not be based on power[09:03 - 18:43] Exploring the Impact of Managerial Training on Employee Retention58% of employees said they would quit to take a job next door for the same rate of payFear is a short-term motivator but not a long-term relationship builderThe single biggest factor that holds people to organizations is social ties[18:44 - 30:56] The Impact of A.I. on the U.S. Labor ForceHiring is a hugely expensive thing, with estimates of administrative costs being 4,000 and external hires costing 20-30% more than internal employeesThe issue is not demographics but productivity growth - the U.S. economy is 4x bigger than in WWII despite the population only doublingData science has the potential to increase productivity but requires a lot of data and time to build models[30:57 - 38:18] The Impact of Automation on the EconomyChatGPT can take over categories of white-collar tasks, like writing simple responses and gathering informationThe gap between high-income earners and everyone else will likely increase due to a lack of opportunity for those without access to technology[38:19 - 39:27] Closing SegmentConnect with Peter!LinkedIn: https://www.linkedin.com/in/peter-cappelli-14936a3 Connect with me on LinkedIn!LIKE, SUBSCRIBE, AND LEAVE US A REVIEW on Apple Podcasts, Spotify, Google Podcasts, or whatever platform you listen on. Thank you for tuning in, and Stay Tuned for the Next Episode COMING SOON! Hosted on Acast. See acast.com/privacy for more information.
Peter Cappelli, Wharton Emeritus Professor of Management, joins the show to discuss his book, "Our Least Important Asset" and the impact of financial accounting on hiring. Hosted on Acast. See acast.com/privacy for more information.
Author and HBR contributor Peter Cappelli asserts that accounting and financial reporting are wreaking havoc on damaging HR decisions by corporate leaders.In this conversation, Peter reveals that 90% of all company vacancies were filled internally prior to 1980. Today, that number is just over 20%. He adds that there were very few layoffs more than 40 years ago. Today, layoffs make headlines weekly.Peter believes these results are being driven by accounting and financial reporting. In this episode, we'll also hear about financial reporting's impact on defined contribution plans, training and development, R&D, and layoffs.Peter Cappelli's newest book is Our Least Important Asset (July 2023).
Today, we're kicking off a special 3-part series answering your questions around the future of work. Peter Cappelli, the George W. Taylor professor of management at the Wharton School and author of “The Future of the Office,” joins Scott to discuss what HQ looks like in a post-pandemic world. After our conversation with Professor Capelli, Scott gives advice on seeking opportunities to get to HQ in a remote working environment. He then discusses converting unused office space into residential buildings, and ends with his thoughts on the gig economy. Music: https://www.davidcuttermusic.com / @dcuttermusic Learn more about your ad choices. Visit podcastchoices.com/adchoices
Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School and Director of Wharton's Center for Human Resources. He is also a Research Associate at the National Bureau of Economic Research in Cambridge, MA, served as Senior Advisor to the Kingdom of Bahrain for Employment Policy from 2003-2005, was a Distinguished Scholar of the Ministry of Manpower for Singapore, and was Co-Director of the U.S. Department of Education's National Center on the Educational Quality of the Workforce from 1990-1998. Mr. Cappelli was recently named by HR Magazine as one of the top 5 most influential management thinkers, by NPR as one of the 50 influencers in the field of aging, and was elected a fellow of the National Academy of Human Resources. He received the PRO award from the International Association of Corporate and Professional Recruiters for contributions to human resources, the Michael Losey Award for Research Contributions from the Society for Human Resource Management, and an honorary Doctorate from the University of Liege in Belgium. Peter is a regular contributor to The Wall Street Journal and writes a monthly column for HR Executive magazine. His work on performance management, agile systems, hiring practices, and other workplace topics appears in the Harvard Business Review. His book is The Future of the Office: Work from Home, Remote Work, and the Hard Choices We Face. Here is what to expect on this week's show: https://www.workpositive.today/peter-cappelli ☀️ Why attracting top talent should not be easy and how to avoid hiring the wrong people. ☀️ Be honest and tell the candidate “what the may not like about the job”. ☀️ How to attract high performers. ☀️ Best practices for hiring successful candidates. ☀️ The problem with internal job boards. ☀️ Why do people leave their job? ☀️ How offering employees an opportunity to do stretch assignments can help retain employees. ☀️ Peter's best practices for more effective supervisors. ☀️ Why supervisors should check in with their direct reports. , Connect with Peter: Linkedin: https://www.linkedin.com/in/peter-cappelli-14936a3/ Email: cappelli@wharton.upenn.edu Learn More about Peter's book: The Future of the Office Work from Home, Remote Work, and the Hard Choices We All Face https://wsp.wharton.upenn.edu/book/future-of-the-office/ Connect with Dr. Joey on www.workpositive.today Learn more about your ad choices. Visit megaphone.fm/adchoices
In this episode of the Beginner's Mind Podcast with Simerjeet Singh, join us as we delve into the future of work with one of the world's leading experts, Professor Peter Cappelli. With a distinguished career spanning decades and a reputation as one of the top influential management thinkers, Professor Cappelli provides a wealth of knowledge and insights into the current state of the workforce and where it's headed. At the heart of this conversation is the topic of the future of work, a topic that has become increasingly relevant in recent years. With the rapid pace of technological advancements and shifting global economic landscapes, the workforce is facing unprecedented changes that are poised to have a major impact on the way we work and live. But with change comes opportunity, and Professor Cappelli is optimistic about the future. He believes that the future of work will be defined by a more agile and flexible workforce, one that is better equipped to adapt to the changing demands of the global economy. In this episode, Simerjeet Singh and Professor Cappelli explore the key trends shaping the future of work, including the rise of gig work, the importance of upskilling and reskilling, and the role that technology will play in shaping the future of work. Join us as we explore the future of work with one of the world's leading experts and gain valuable insights into the key trends shaping the workforce of tomorrow. With a wealth of knowledge and expertise, Professor Cappelli provides a unique perspective on the future of work, offering hope and inspiration for those looking to navigate these uncertain times and find success in the ever-changing world of work. Tune in to the Beginner's Mind Podcast now and get ready to explore the future of work! Watch it on YouTube: https://youtu.be/GE_r0fyBMXU #FutureOfWork #BeginnersMind #WorkforceTransformation #SimerjeetSingh Follow us on: https://linktr.ee/SimerjeetSingh
What does the future of your office look like? Are all of your employees back to work yet? Or do you have a hybrid approach to working? That's the question today's guest, Peter Cappelli, Professor of Management at Wharton School, and director of Wharton's Centre for Human Resources, has been researching. Why do we go to offices and what don't we like about them? In the wake of the pandemic, our thoughts around offices have changed dramatically, with more employees than ever before keen to adopt a hybrid approach to work. But having zero offices and fully remote staff simply doesn't benefit employers (or employees), yet according to the Financial Times, the UK is one of the last countries where offices have returned to ‘normal', so what gives?In this latest episode of The Melting Pot, Peter shares his thoughts on AI, the decline in employee training, and why it's so hard to hire in the current market. On today's podcast:Will college pay off?The hiring conundrumTraining in the workplaceThe remote working conundrumThe future of the officeLinks:Book - The Future of the OfficeTwitter – @Linked_nameLinkedIn – Peter CappelliWebsite – Peter CappelliFT article - UK ahead of European peers on shift to working from home | Financial Times
On the show today, I am talking to Peter Cappelli, the George W. Taylor Professor of Management and the Professor of Education and Director for The Centre for HR, at The Wharton School. Throughout the conversation Peter shares his extensive knowledge and research on the world of work, HR, and leadership and we cover a number of different topics that Peter, has unique insights on.These include:The impact of hybrid working on employees and employers and the effect this could have on people in their careers, now that we are coming out of the pandemicHow employers are approaching bringing employees back to the office and what that means for employee productivity and engagementThe rise in employee activism and how organisations should respond to this and why, in Peter's view, companies just aren't getting better at workforce planningPeter's thoughts on how HR can add business value, as we start to come out of the pandemicSupport for this podcast comes from orgvue. You can learn more by visiting https://www.orgvue.com. See acast.com/privacy for privacy and opt-out information.
In this episode, we have part two of my chat with Peter Cappelli, the Professor of Management Guy. Peter is the George W. Taylor Professor of Management at the Wharton School and director of Wharton's Center for Human Resources. He is also a research associate at the National Bureau of Economic Research in Cambridge, Massachusetts, and since 2007 is a Distinguished Scholar of the Ministry of Manpower for Singapore. Cappelli's recent research examines changes in employment relations in the United States and their implications. Cappelli writes a monthly column on workforce issues for Human Resource Executive Online and is a regular contributor to the Wall Street Journal and Harvard Business Review. His recent books include Fortune Makers: The Leaders Creating China's Great Global Companies (with Michael Useem, Harbir Singh, and Neng Liang); Why Good People Can't Get Jobs: The Skills Gap and What Companies Can Do About It; The India Way: How India's Business Leaders Are Revolutionizing Management (with Harbir Singh, Jitendra Singh, and Michael Useem), and Managing the Older Worker: How to Prepare for the New Organizational Order (with Bill Novelli). Cappelli has degrees in industrial relations from Cornell University and in labor economics from Oxford, where he was a Fulbright Scholar. He has been a Guest Scholar at the Brookings Institution, a German Marshall Fund Fellow, and a faculty member at MIT, the University of Illinois, and the University of California at Berkeley. Linkedin: https://www.linkedin.com/in/peter-cappelli-14936a3/ --- Send in a voice message: https://podcasters.spotify.com/pod/show/sundaylunchpm/message
So, if you're anything like me, there's a good chance you listen to your favorite podcasts while working from home – something so many of us have been doing for two years now and will likely continue to do for the foreseeable future. Now that remote work is the “new normal,” many of us are asking the question: where do we go from here? For this episode, I'm excited to have someone who has spent his career studying the workplace and has the credentials to offer thoughtful insight and impactful advice in his new book, The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face. Today's guest is Peter Cappelli, the George W. Taylor Professor of Management at the Wharton School and Director of Wharton's Center for Human Resources. Listen in as Peter explores how both employers and employees should think about choices going forward as well as who wins and who loses when it comes to remote work.
In this episode, we have part one of my chat with Peter Cappelli, the Professor of Management Guy. Peter is the George W. Taylor Professor of Management at the Wharton School and director of Wharton's Center for Human Resources. He is also a research associate at the National Bureau of Economic Research in Cambridge, Massachusetts, and since 2007 is a Distinguished Scholar of the Ministry of Manpower for Singapore. Peter's recent research examines changes in employment relations in the United States and their implications. Cappelli writes a monthly column on workforce issues for Human Resource Executive Online and is a regular contributor to the Wall Street Journal and Harvard Business Review. His recent books include The Future of the Office: The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face Fortune Makers: The Leaders Creating China's Great Global Companies (with Michael Useem, Harbir Singh, and Neng Liang); Why Good People Can't Get Jobs: The Skills Gap and What Companies Can Do About It; The India Way: How India's Business Leaders Are Revolutionizing Management (with Harbir Singh, Jitendra Singh, and Michael Useem), Managing the Older Worker: How to Prepare for the New Organizational Order (with Bill Novelli). He has degrees in industrial relations from Cornell University and in labor economics from Oxford, where he was a Fulbright Scholar. He has been a Guest Scholar at the Brookings Institution, a German Marshall Fund Fellow, and a faculty member at MIT, the University of Illinois, and the University of California at Berkeley. Linkedin: https://www.linkedin.com/in/peter-cappelli-14936a3/ Stuff Nige Said The 17th Project Management Conference, through presentations and workshops by international & Greek experts & practitioners https://www.pmconference.gr/ Sponsors Tamplo A massive thank you to Tamplo for sponsoring this episode: Tamplo turns meetings into action plans! The two strengths of Tamplo, Meetings Project and Task Management and follow up Easy and intuitive, get work done with more peace of mind, more efficiency & with more collaboration! Get a FREE 1-month trial here tinyurl.com/NigelCreaserTamplo TORQ Fitness In my opinion the best tasting & most effective sports nutrition out there, and even better it's just round the corner from me. No dull flavours, things like, Apple Crumble or Lemon Drizzle Cake gels, Chocolate Mint Recover (which has reduced my post-exercise soreness no end) & Apple Strudel Flapjacks, you will never get bored. Check them out here https://www.torqfitness.co.uk/ Scimitar Sports Wear Scimitar make a range of recycled running, cycling & triathlon gear, interesting design, well priced and sustainably produced. Get a discount with my code NIGELC20. https://scimitarshop.co.uk/ Support the show Get copies of books from all my guests in the shop tinyurl.com/SundayLunchPMPodShop --- Send in a voice message: https://podcasters.spotify.com/pod/show/sundaylunchpm/message
Brother Greg sits down with Peter Cappelli - author of The Future of the Office - provides perspective on working from home, remote work, and the hard choices we all face.
Welcome to the Workology Podcast, a podcast for the disruptive workplace leader. Join host Jessica Miller-Merrell, founder of Workology.com as she sits down and gets to the bottom of trends, tools, and case studies for the business leader, HR, and recruiting professional who is tired of the status quo. Now here’s Jessica with this episode […] The post Episode 341: The Future of the Office With Peter Cappelli appeared first on Workology.
The COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of new normal. Now comes the hard part. Many employees want to continue that normal and keep working remotely, and most at least want the ability to work occasionally from home. But for employers, the benefits of employees working from home or hybrid approaches are not so obvious. What should both groups do? In a prescient new book, The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face (Wharton School Press, 2021), 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. Cappelli illustrates the challenges we face in drawing lessons from the pandemic and deciding what to do moving forward. Do we allow some workers to be permanently remote? Do we let others choose when to work from home? Do we get rid of their offices? What else has to change, depending on the approach we choose? Bernardo Batiz-Lazo is currently straddling between Newcastle and Mexico City. You can find him on twitter on issues related to business history of banking, fintech, payments and other mussings. Not always in that order. @BatizLazo Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network
The COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of new normal. Now comes the hard part. Many employees want to continue that normal and keep working remotely, and most at least want the ability to work occasionally from home. But for employers, the benefits of employees working from home or hybrid approaches are not so obvious. What should both groups do? In a prescient new book, The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face (Wharton School Press, 2021), 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. Cappelli illustrates the challenges we face in drawing lessons from the pandemic and deciding what to do moving forward. Do we allow some workers to be permanently remote? Do we let others choose when to work from home? Do we get rid of their offices? What else has to change, depending on the approach we choose? Bernardo Batiz-Lazo is currently straddling between Newcastle and Mexico City. You can find him on twitter on issues related to business history of banking, fintech, payments and other mussings. Not always in that order. @BatizLazo Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/sociology
The COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of new normal. Now comes the hard part. Many employees want to continue that normal and keep working remotely, and most at least want the ability to work occasionally from home. But for employers, the benefits of employees working from home or hybrid approaches are not so obvious. What should both groups do? In a prescient new book, The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face (Wharton School Press, 2021), 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. Cappelli illustrates the challenges we face in drawing lessons from the pandemic and deciding what to do moving forward. Do we allow some workers to be permanently remote? Do we let others choose when to work from home? Do we get rid of their offices? What else has to change, depending on the approach we choose? Bernardo Batiz-Lazo is currently straddling between Newcastle and Mexico City. You can find him on twitter on issues related to business history of banking, fintech, payments and other mussings. Not always in that order. @BatizLazo Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/economics
The COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of new normal. Now comes the hard part. Many employees want to continue that normal and keep working remotely, and most at least want the ability to work occasionally from home. But for employers, the benefits of employees working from home or hybrid approaches are not so obvious. What should both groups do? In a prescient new book, The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face (Wharton School Press, 2021), 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. Cappelli illustrates the challenges we face in drawing lessons from the pandemic and deciding what to do moving forward. Do we allow some workers to be permanently remote? Do we let others choose when to work from home? Do we get rid of their offices? What else has to change, depending on the approach we choose? Bernardo Batiz-Lazo is currently straddling between Newcastle and Mexico City. You can find him on twitter on issues related to business history of banking, fintech, payments and other mussings. Not always in that order. @BatizLazo Learn more about your ad choices. Visit megaphone.fm/adchoices
In this episode I spoke to Professor Peter Cappelli about his new book The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face (University of Pennsylvania Press, 2021). The COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of "new normal." Now comes the hard part. Many employees want to continue that normal and keep working remotely, and most at least want the ability to work occasionally from home. But for employers, the benefits of employees working from home or hybrid approaches are not so obvious. What should both groups do? In a prescient new book, 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. Cappelli illustrates the challenges we face in drawing lessons from the pandemic and deciding what to do moving forward. Do we allow some workers to be permanently remote? Do we let others choose when to work from home? Do we get rid of their offices? What else has to change, depending on the approach we choose? His research reveals there is no consensus among business leaders. Even the most high-profile and forward-thinking companies are taking divergent approaches: Facebook, Twitter, and other tech companies say many employees can work remotely on a permanent basis. Goldman Sachs, JP Morgan, and others say it is important for everyone to come back to the office. Ford is redoing its office space so that most employees can work from home at least part of the time, and GM is planning to let local managers work out arrangements on an ad-hoc basis. As Cappelli examines, earlier research on other types of remote work, including telecommuting offers some guidance as to what to expect when some people will be in the office and others work at home, and also what happened when employers tried to take back offices. Neither worked as expected. In a call to action for both employers and employees, Cappelli explores how we should think about the choices going forward as well as who wins and who loses. As he implores, we have to choose soon. Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School of Business and Director of Wharton's Center for Human Resources. He teaches awesome sounding courses like How to be the boss and Managing and motivating. Some of his areas of research are human resource practices, public policy related to employment, talent, and performance management. He publishes in journals like theAcademy of Management Journal and Harvard Business Review and op-eds in many magazines like The New Yorker or the Atlantic magazine. Paula De La Cruz-Fernandez is a consultant, historian, and digital editor. Editor New Books Network en español. Edita CEO. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/economics
In this episode I spoke to Professor Peter Cappelli about his new book The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face (University of Pennsylvania Press, 2021). The COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of "new normal." Now comes the hard part. Many employees want to continue that normal and keep working remotely, and most at least want the ability to work occasionally from home. But for employers, the benefits of employees working from home or hybrid approaches are not so obvious. What should both groups do? In a prescient new book, 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. Cappelli illustrates the challenges we face in drawing lessons from the pandemic and deciding what to do moving forward. Do we allow some workers to be permanently remote? Do we let others choose when to work from home? Do we get rid of their offices? What else has to change, depending on the approach we choose? His research reveals there is no consensus among business leaders. Even the most high-profile and forward-thinking companies are taking divergent approaches: Facebook, Twitter, and other tech companies say many employees can work remotely on a permanent basis. Goldman Sachs, JP Morgan, and others say it is important for everyone to come back to the office. Ford is redoing its office space so that most employees can work from home at least part of the time, and GM is planning to let local managers work out arrangements on an ad-hoc basis. As Cappelli examines, earlier research on other types of remote work, including telecommuting offers some guidance as to what to expect when some people will be in the office and others work at home, and also what happened when employers tried to take back offices. Neither worked as expected. In a call to action for both employers and employees, Cappelli explores how we should think about the choices going forward as well as who wins and who loses. As he implores, we have to choose soon. Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School of Business and Director of Wharton's Center for Human Resources. He teaches awesome sounding courses like How to be the boss and Managing and motivating. Some of his areas of research are human resource practices, public policy related to employment, talent, and performance management. He publishes in journals like theAcademy of Management Journal and Harvard Business Review and op-eds in many magazines like The New Yorker or the Atlantic magazine. Paula De La Cruz-Fernandez is a consultant, historian, and digital editor. Editor New Books Network en español. Edita CEO. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/science-technology-and-society
In this episode I spoke to Professor Peter Cappelli about his new book The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face (University of Pennsylvania Press, 2021). The COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of "new normal." Now comes the hard part. Many employees want to continue that normal and keep working remotely, and most at least want the ability to work occasionally from home. But for employers, the benefits of employees working from home or hybrid approaches are not so obvious. What should both groups do? In a prescient new book, 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. Cappelli illustrates the challenges we face in drawing lessons from the pandemic and deciding what to do moving forward. Do we allow some workers to be permanently remote? Do we let others choose when to work from home? Do we get rid of their offices? What else has to change, depending on the approach we choose? His research reveals there is no consensus among business leaders. Even the most high-profile and forward-thinking companies are taking divergent approaches: Facebook, Twitter, and other tech companies say many employees can work remotely on a permanent basis. Goldman Sachs, JP Morgan, and others say it is important for everyone to come back to the office. Ford is redoing its office space so that most employees can work from home at least part of the time, and GM is planning to let local managers work out arrangements on an ad-hoc basis. As Cappelli examines, earlier research on other types of remote work, including telecommuting offers some guidance as to what to expect when some people will be in the office and others work at home, and also what happened when employers tried to take back offices. Neither worked as expected. In a call to action for both employers and employees, Cappelli explores how we should think about the choices going forward as well as who wins and who loses. As he implores, we have to choose soon. Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School of Business and Director of Wharton's Center for Human Resources. He teaches awesome sounding courses like How to be the boss and Managing and motivating. Some of his areas of research are human resource practices, public policy related to employment, talent, and performance management. He publishes in journals like theAcademy of Management Journal and Harvard Business Review and op-eds in many magazines like The New Yorker or the Atlantic magazine. Paula De La Cruz-Fernandez is a consultant, historian, and digital editor. Editor New Books Network en español. Edita CEO. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/technology
In this episode I spoke to Professor Peter Cappelli about his new book The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face (University of Pennsylvania Press, 2021). The COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of "new normal." Now comes the hard part. Many employees want to continue that normal and keep working remotely, and most at least want the ability to work occasionally from home. But for employers, the benefits of employees working from home or hybrid approaches are not so obvious. What should both groups do? In a prescient new book, 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. Cappelli illustrates the challenges we face in drawing lessons from the pandemic and deciding what to do moving forward. Do we allow some workers to be permanently remote? Do we let others choose when to work from home? Do we get rid of their offices? What else has to change, depending on the approach we choose? His research reveals there is no consensus among business leaders. Even the most high-profile and forward-thinking companies are taking divergent approaches: Facebook, Twitter, and other tech companies say many employees can work remotely on a permanent basis. Goldman Sachs, JP Morgan, and others say it is important for everyone to come back to the office. Ford is redoing its office space so that most employees can work from home at least part of the time, and GM is planning to let local managers work out arrangements on an ad-hoc basis. As Cappelli examines, earlier research on other types of remote work, including telecommuting offers some guidance as to what to expect when some people will be in the office and others work at home, and also what happened when employers tried to take back offices. Neither worked as expected. In a call to action for both employers and employees, Cappelli explores how we should think about the choices going forward as well as who wins and who loses. As he implores, we have to choose soon. Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School of Business and Director of Wharton's Center for Human Resources. He teaches awesome sounding courses like How to be the boss and Managing and motivating. Some of his areas of research are human resource practices, public policy related to employment, talent, and performance management. He publishes in journals like theAcademy of Management Journal and Harvard Business Review and op-eds in many magazines like The New Yorker or the Atlantic magazine. Paula De La Cruz-Fernandez is a consultant, historian, and digital editor. Editor New Books Network en español. Edita CEO. Learn more about your ad choices. Visit megaphone.fm/adchoices
In this episode I spoke to Professor Peter Cappelli about his new book The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face (University of Pennsylvania Press, 2021). The COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of "new normal." Now comes the hard part. Many employees want to continue that normal and keep working remotely, and most at least want the ability to work occasionally from home. But for employers, the benefits of employees working from home or hybrid approaches are not so obvious. What should both groups do? In a prescient new book, 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. Cappelli illustrates the challenges we face in drawing lessons from the pandemic and deciding what to do moving forward. Do we allow some workers to be permanently remote? Do we let others choose when to work from home? Do we get rid of their offices? What else has to change, depending on the approach we choose? His research reveals there is no consensus among business leaders. Even the most high-profile and forward-thinking companies are taking divergent approaches: Facebook, Twitter, and other tech companies say many employees can work remotely on a permanent basis. Goldman Sachs, JP Morgan, and others say it is important for everyone to come back to the office. Ford is redoing its office space so that most employees can work from home at least part of the time, and GM is planning to let local managers work out arrangements on an ad-hoc basis. As Cappelli examines, earlier research on other types of remote work, including telecommuting offers some guidance as to what to expect when some people will be in the office and others work at home, and also what happened when employers tried to take back offices. Neither worked as expected. In a call to action for both employers and employees, Cappelli explores how we should think about the choices going forward as well as who wins and who loses. As he implores, we have to choose soon. Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School of Business and Director of Wharton's Center for Human Resources. He teaches awesome sounding courses like How to be the boss and Managing and motivating. Some of his areas of research are human resource practices, public policy related to employment, talent, and performance management. He publishes in journals like theAcademy of Management Journal and Harvard Business Review and op-eds in many magazines like The New Yorker or the Atlantic magazine. Paula De La Cruz-Fernandez is a consultant, historian, and digital editor. Editor New Books Network en español. Edita CEO. Learn more about your ad choices. Visit megaphone.fm/adchoices
Wharton's Peter Cappelli explains what we're getting wrong about the Great Resignation how the pandemic has rewired worker preferences and why it's time for employers to reconsider how they do things. See acast.com/privacy for privacy and opt-out information.
Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School and Director of Wharton's Center for Human Resources. He is also a Research Associate at the National Bureau of Economic Research in Cambridge, MA, served as Senior Advisor to the Kingdom of Bahrain for Employment Policy from, was a Distinguished Scholar of the Ministry of Manpower for Singapore, and was Co-Director of the U.S. Department of Education's National Center on the Educational Quality of the Workforce. He was recently named by HR Magazine as one of the top 5 most influential management thinkers, by NPR as one of the 50 influencers in the field of aging, and was elected a fellow of the National Academy of Human Resources. He is a regular contributor to The Wall Street Journal and writes a monthly column for HR Executive magazine. His recent work on performance management, agile systems, and hiring practices, and other workplace topics appears in the Harvard Business Review. In this podcast he shares: Insights on remote working: When does it work? Will we ever all go back to the office post-COVID? Gig workers: how do you manage them? Temp workers: why using them can decrease morale Psychological safety: can you ever have too much of it? __________________________________________________________________________________________"When you feel extremely safe, it's kind of like saying the guardrails are off. Now, I suppose if you're a true believer in psychological safety, you would say that there are other ways where you could keep the guard rails on—clear standards and clear norms, a strong culture, that sort of stuff—and we found some evidence for that. Then you get this situation where there's so high of a space psychological safety, that people's performance begins to slide. Not too surprising, too much of good things, in many cases, don't end up being so great."-Peter Cappelli __________________________________________________________________________________________Episode Timeline:00:00—Introducing Peter Cappelli + The topic of today's episode1:45—If you really know me, you know that...2:20—What is your definition of strategy?2:58—What got you interested in your topic, and could you tell us about your recent work for your new book?4:30—Could you describe some of the big gaps in tradeoffs between employees and companies?7:15—What lessons do we have from companies that have gone fully remote?8:38—Is there something we can learn from history about what happens when there is no longer a competitive labor market?11:00—When labor markets are tight, and then aren't, do they revert back to the norm, or are we entering a new kind of contract between employer and employees?13:08—Do companies compare their wages to market average value often? Are there drawbacks to not doing so?15:15—What are the differences in how you manage gig or contract workers and employees, could you elaborate on that?17:10—Could you talk about psychological safety? Is the approach "more is always better" valid?18:28—Where can people follow your work and find you?__________________________________________________________________________________________Additional Resources: Faculty page: https://mgmt.wharton.upenn.edu/profile/cappelli/Books: https://www.amazon.com/Peter-Cappelli/e/B001HNWTLM%3Fref=dbs_a_mng_rwt_scns_share
Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School and Director of Wharton's Center for Human Resources. He is also a Research Associate at the National Bureau of Economic Research in Cambridge, MA, served as Senior Advisor to the Kingdom of Bahrain for Employment Policy from, was a Distinguished Scholar of the Ministry of Manpower for Singapore, and was Co-Director of the U.S. Department of Education's National Center on the Educational Quality of the Workforce. He was recently named by HR Magazine as one of the top 5 most influential management thinkers, by NPR as one of the 50 influencers in the field of aging, and was elected a fellow of the National Academy of Human Resources. He is a regular contributor to The Wall Street Journal and writes a monthly column for HR Executive magazine. His recent work on performance management, agile systems, and hiring practices, and other workplace topics appears in the Harvard Business Review. In this podcast he shares: Insights on remote working: When does it work? Will we ever all go back to the office post-COVID? Gig workers: how do you manage them? Temp workers: why using them can decrease morale Psychological safety: can you ever have too much of it? __________________________________________________________________________________________"When you feel extremely safe, it's kind of like saying the guardrails are off. Now, I suppose if you're a true believer in psychological safety, you would say that there are other ways where you could keep the guard rails on—clear standards and clear norms, a strong culture, that sort of stuff—and we found some evidence for that. Then you get this situation where there's so high of a space psychological safety, that people's performance begins to slide. Not too surprising, too much of good things, in many cases, don't end up being so great."-Peter Cappelli __________________________________________________________________________________________Episode Timeline:00:00—Introducing Peter Cappelli + The topic of today's episode1:45—If you really know me, you know that...2:20—What is your definition of strategy?2:58—What got you interested in your topic, and could you tell us about your recent work for your new book?4:30—Could you describe some of the big gaps in tradeoffs between employees and companies?7:15—What lessons do we have from companies that have gone fully remote?8:38—Is there something we can learn from history about what happens when there is no longer a competitive labor market?11:00—When labor markets are tight, and then aren't, do they revert back to the norm, or are we entering a new kind of contract between employer and employees?13:08—Do companies compare their wages to market average value often? Are there drawbacks to not doing so?15:15—What are the differences in how you manage gig or contract workers and employees, could you elaborate on that?17:10—Could you talk about psychological safety? Is the approach "more is always better" valid?18:28—Where can people follow your work and find you?__________________________________________________________________________________________Additional Resources: Faculty page: https://mgmt.wharton.upenn.edu/profile/cappelli/Books: https://www.amazon.com/Peter-Cappelli/e/B001HNWTLM%3Fref=dbs_a_mng_rwt_scns_share
A big thank you to Claudia Crummenerl, Managing Director at Capgemini Invent - Global Practice Lead Workforce and Organization and Peter Cappelli, Professor of Management at the Wharton School of the University of Pennsylvania and Director of Wharton's Centre for Human Resources.This episode was hosted by Ollie Judge and produced by Theresa Ignatius.This series was created for Capgemini Invent by Adrift Entertainment.This podcast is brought to you by Capgemini Invent. You can find out more about them at https://www.capgemini.com/service/invent/ and follow them on Twitter https://twitter.com/CapgeminiInvent.
Work - what's work anyway? Where does it get done? How are people supposed to "manage" it? These are questions of the hour and who better to think them through than my colleague, former professor and mentor Peter Cappelli. Capelli is one of the foremost thinkers on the topic of people and work I have ever met. We'll be chatting about his new book, "The Future of the Office - Work from Home, Remote Work, and the Hard Choices We All Face" out any day now by Wharton University Press. This is a conversation anyone with an interest in the future of work won't want to miss! --- Send in a voice message: https://anchor.fm/thoughtsparksritamcgrath/message
Dr. Peter Cappelli joins me. He is the George W. Taylor professor of management at the University of Pennsylvania's Wharton School and the author of The Future of the Office: Work From Home, Remote Work, and the Hard Choices We All Face. We talk about the difficulties of hybrid work, how it may impact cities and local businesses, and the challenges of onboarding new employees.Support the show
In a new book Wharton's Peter Cappelli says the choices employees and employers must make about the future of work could be among the most important they face. See acast.com/privacy for privacy and opt-out information.
How do we optimize our Employer Branding to attract the right talent? This week, we delve into the very first touchpoint on the Employee Journey Map: the moment a company enters a potential employee's sphere of awareness! Guests Sanne Goslinga and Professor Peter Cappelli share how to lay the foundations for a strong employee experience early on. Plus: How you can attract more diverse candidates. Show notes: Sanne Goslinga is Head of Talent at Marathon Venture Capital, where she advises startups in the company's portfolio on how to best manage their people. Peter Cappelli is Professor of Management at the Wharton School of the University of Pennsylvania and also director of Wharton's Centre for Human Resources.
We all go through the Performance Appraisal process but depending on where you work and how your organization views its importance, it may determine how much quality feedback you receive. Feedback is vital to ensuring your career success as you build Your Mid-Career GPS. But sometimes, depending on where you work and who your boss is, your annual review may not be all you hope it to be. If you are someone who craves feedback or has been disappointed in how your last performance appraisal went, listen to this episode to help you navigate your next review. In this episode, you'll learn why performance appraisals are in place, how they have evolved over the years, and what you can do to get the most out of your annual review meeting. Plus, I'll share with you some tips to keep you on your path when you don't get the promotion and how to make the most of your next year leading up to your next annual review. Key Topics & Time Stamps: · Why Performance Appraisals Exist (3:10)· Performance Appraisals Provide You with Feedback & Build Relationships (5:59)· Being Aware of Your Company's Culture and Attitudes Toward Performance Appraisal (9:12)· Why I Always Valued Delivering Performance Appraisals to My Direct Reports (12:23)· Tips to Help You Get What You Need from Your Performance Appraisal (14:27) List of Resources:· The Performance Management Revolution by Peter Cappelli and Anna Tavis (Harvard Business Review) - https://hbr.org/2016/10/the-performance-management-revolution· 6 Tips for Writing an Effective Performance Review by Sean Peak - https://www.businessnewsdaily.com/5760-write-good-performance-review.html· Blog – What to Do When You Don't Get the Promotion - https://johnneral.com/what-to-do-when-you-dont-get-the-promotion/· John's Book - SHOW UP - Six Strategies to Lead a More Energetic and Impactful Career Calls to Action: · If you'd like to get weekly information about leadership and career topics, sign up for my email newsletter here.· Get notified when new podcast episodes drop. Subscribe on Apple Podcasts here or wherever you listen. And don't forget to rate and review to let me know what you are enjoying or learning. · Let's stay connected by following me on social. LinkedIn @johnneral, Instagram @johnneralcoaching, Facebook @johnneralcoaching, Twitter @john_neral.· Visit https://johnneral.com for more information.
Great leaders develop talent on a continuous basis according to Tuck School of Business professor Sydney Finkelstein. In a conversation with Wharton's Peter Cappelli he explains why that's more important than ever. See acast.com/privacy for privacy and opt-out information.
Lori Ryerkerk chairman president and CEO at Celanese recently spoke with Wharton's Peter Cappelli about how the pandemic is reshaping her company's culture and her own leadership style. See acast.com/privacy for privacy and opt-out information.
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