Featuring scholarly and practitioner insights from HR and people leaders, industry experts, and researchers.

This video provides a practitioner-oriented examination of productivity from a systems perspective, challenging predominant views that blame low outputs solely on individual workers. It argues sustainable gains stem from optimizing processes, workflows and contextual supports—not micromanaging people. Five guiding principles are outlined for cultivating enabling systems through value stream mapping, cross-functional collaboration, participatory problem-solving, modular flexible designs and selective technology use. Four case studies from healthcare, manufacturing, retail and professional services then illustrate real-world applications of these principles resulting in meaningful productivity improvements across key performance indicators. The video concludes by positioning this evidence-based, systems-centric approach as a paradigm shift beyond traditional conceptualizations of productivity. It maintains this enlightened perspective can uplift organizations globally by empowering environments calibrated to both business needs and human potential. Overall, the video aims to further a more nuanced, solutions-focused discussion of cultivating environments where work truly elevates individuals, organizations and societies.

In this HCI Webinar, Dr. Jonathan H. Westover talks with Amy Gilliland about how companies can be the solution to the loneliness epidemic. Amy Gilliland (https://www.linkedin.com/in/amy-gilliland-gdit/) is president of General Dynamics Information Technology (GDIT), a business unit of General Dynamics Corporation. GDIT is a $8.5B global technology enterprise with operations in 30 countries worldwide and 30,000 technologists and services professionals delivering critical mission capabilities across defense, civilian and intelligence agencies. Gilliland has more than 25 years of public sector experience including service in the U.S. Navy and nearly two decades in leadership positions at General Dynamics.

In this HCI Webinar, Dr. Jonathan H. Westover talks with Jose Berlanga about wins, losses, and the raw truth about business growth. At only four years old, Jose Berlanga found himself at death’s door following a devastating accident that left his body covered in third-degree burns. Determined not to let tragedies solely define his life story, Jose set out to make a name for himself. Jose has achieved multimillionaire status four distinct times, in four separate industries: an import/export company for machinery for the Petrochemical industry, investments including a chain of Italian coffee bars, a residential construction company, and lastly, land development & construction. Each success was a feat of starting from ground zero and meticulously building his wealth anew.

This video explores common reasons previously high-performing employees can lose their initial motivation and drive over time in the workplace. Drawing on motivation theory and academic research, four primary explanations are examined: unrealistic or unsustainable expectations that diminish self-efficacy; lack of autonomy, variety and intellectual challenge in daily tasks that renders work unstimulating; insufficient positive feedback and appreciation for efforts; and poor person-organization fit due to disconnected leadership styles, values or goals. Each explanation is supported by an organizational example and research citations. The video then offers six practical, evidence-based recommendations companies can consider to help reinvigorate motivation levels in employees showing reduced engagement, including conducting motivational check-ins, offering developmental assignments, meaningful recognition, role modifications, fostering supportive leadership, and empowering autonomy. The suggestions aim to renew enthusiasm and productivity in capable individuals whose passion has waned.

This video presents a conceptual framework for leading beyond limits in today's volatile, uncertain, complex, and ambiguous (VUCA) business environment. It argues that traditional leadership models are insufficient and organizations must cultivate expansive thinking, adaptive problem solving, empowering leadership, and trust-based, agile cultures. Expansive thinking involves envisioning possibilities beyond norms through cognitive flexibility and creative problem solving. Adaptive problem solving enables agility through problem identification, solution generation, and implementation with openness to change. Empowering leadership develops trust, shares power, and recognizes grassroots contributions to problem solve autonomously. High-trust cultures lower coordination costs, boost innovation, and allow risk-taking without fear through psychological safety and continuous adaptation. The framework is grounded in research and practical examples, such as how Whole Foods, Ford, GitHub, and 3M demonstrated beyond-limits leadership amid crises. The video contends mastering these constructs will empower extraordinary results by unleashing human potential amid ongoing industry transformation.

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Abstract: Gender pay gaps persist as a stubborn workplace inequity despite decades of progress toward closing divides. As an organizational effectiveness consultant passionate about advancing fair treatment, this inconsistency struck the author as an issue warranting innovative solutions. This article explores the promising approach of mandated pay transparency policies, which require companies to publicly disclose information about employee compensation. Research indicates locations instituting disclosure rules see significant narrowing of gender pay differentials over time. Case studies of companies like Google and Anthropic also demonstrate how transparency motivates self-examination resolving subtle barriers driving differences. While challenges remain, transparency seems to cultivate accountability and merit-based cultures where qualifications alone determine rewards. As these laws continue spreading, their ability to reshape environments into ones of true equity, justice and inclusion will likely strengthen further.

Abstract: The role of the manager has become increasingly complex due to forces such as globalization, technology disruption, and changing worker expectations, requiring proficiency across strategic planning, leading others, communicating, developing talent, and other diverse hard and soft skills to navigate today's volatile business environment successfully. While leading organizations recognize high-quality managers as a strategic asset, attracting and developing top management talent presents ongoing challenges, as younger professionals are less interested in management careers due to workload demands, a skills gap exists between required competencies and what new or promoted managers possess, and traditional training methods often provide inadequate preparation, resulting in few managers being truly ready for senior roles. To address these issues, experts recommend a strategic, multifaceted approach including updating manager job profiles and career paths, establishing formal mentoring and coaching, deploying strategic stretch assignments, implementing blended leadership training programs, and utilizing 360-degree performance evaluations to gain competitive advantages in hiring, retention, and leadership development.