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

In an era of heightened global competition, organizational success can no longer rely solely on efficiency, quality, and customer retention. This video makes the case for prioritizing value creation as the new guiding principle, emphasizing the need to generate value not only for shareholders but across all stakeholders—including employees, customers, communities, and the environment. We explore the shift from shareholder-centric models to stakeholder value frameworks, backed by research and practical examples. Key strategies for operationalizing this agenda include aligning business goals with social impact, fostering inclusive cultures, and implementing holistic performance metrics. Case studies of companies like Danone, 3M, and Adobe illustrate how stakeholder-driven approaches unlock sustainable growth, innovation, and social good. Ultimately, organizations that adopt value creation as their north star will be best positioned to achieve both long-term profitability and meaningful impact.

Abstract: This article explores why a one-size-fits-all approach to employee development falls short and makes the case for a more customized, tailored framework. The research foundation is reviewed, highlighting how individuals have distinct learning styles, career aspirations, and developmental needs that are not well-served by universal programs. Leading organizations have shifted toward personalized development models to better leverage employee strengths, interests, and growth goals. The article outlines the key components of an effective customized approach, including individual assessments, co-created development plans, and a suite of tailored learning options. It also examines critical implementation factors like leadership buy-in, enabling infrastructure, and cultural change. Through case examples of Patagonia and Kimberly-Clark, the benefits of this research-backed, employee-centric model are demonstrated. The article concludes that investing in customized development is crucial for empowering employees and driving organizational success in today's dynamic business landscape.

cultural change within organizations. While women often serve as influential mentors and advisors among colleagues, their informal leadership roles frequently go unrecognized by senior management focused on formal hierarchy. Through a review of relevant literature across disciplines like leadership, organizational behavior, diversity and inclusion, the article outlines an evidence-based framework for identifying key informal women leaders dispersed throughout companies. It then discusses strategies such as leveraging their diverse perspectives in strategic planning, empowering their leadership through mentorship, and addressing resistance to build momentum for cultural evolution initiatives. When intentional efforts are made to surface, engage, and activate these grassroots change agents, organizations possess a powerful mechanism for sparking bottom-up cultural shifts from within. Case study examples demonstrate how various organizations have realized transformational results by enlisting informal women leaders to advance goals like improved innovation, talent utilization, and business performance over the long run.

In this HCI Webinar, Dr. Jonathan H. Westover talks with Jennifer Nash about her book, Be Human, Lead Human, How to Connect People and Performance. Jennifer Nash, PhD, MBA, PCC (https://www.linkedin.com/in/drjennifernash/) is an executive advisor, leadership expert, and consultant to Fortune 50 organizations such as Google, Ford, Exxon Mobil, JP Morgan, IBM, Boeing, and Verizon. She is Founder & CEO of Jennifer Nash Coaching & Consulting, helping successful leaders connect people and performance to deliver exceptional results. Jennifer’s 25-year résumé includes serving in executive and leadership roles at Deloitte Consulting and Ford Motor Company and as adjunct professor at the University of Michigan. She contributes to Harvard Business Review, has presented her research at Columbia University, and is a Harvard/McLean Institute of Coaching Fellow. She is the author of the bestselling Be Human, Lead Human, How to Connect People and Performance, a leadership book designed to elevate leadership skills and enhance individual and organizational effectiveness.

Abstract: Artificial intelligence and advanced analytics are emerging as promising new tools for gaining meaningful insights into organizational culture. Traditional qualitative methods for assessing culture are time-intensive and limited in scope, while AI offers data-driven, comprehensive approaches. This article reviews recent developments in using AI at both the macro and micro levels to enhance understanding of cultural dynamics. At a macro level, AI is powering new tools for conducting large-scale cultural assessments across multiple dimensions. More granularly, natural language processing, network analysis, and predictive modeling are illuminating sentiments, interactions, and influence within internal communications data. Examples from pioneering organizations demonstrate impactful applications of cultural insights derived from AI in areas like mergers and acquisitions, recruiting and onboarding, diversity initiatives, and efforts to nurture vibrant cultures. While the field is still evolving, innovative practitioners are beginning to harness AI’s potential to illuminate the complexity of organizational culture in compelling new ways.

Abstract: This article provides research-backed guidance on how to effectively decline a job offer while preserving professional relationships and future opportunities. It emphasizes the importance of interpersonal skills like communication, relationship-building, and impression management when delivering challenging news. Drawing on theories of politeness, impression management, and organizational behavior research, the article outlines best practices: expressing sincere gratitude, offering a clear yet diplomatic explanation focused on personal fit rather than criticisms, and closing on a positive note that leaves the door open for future contact. By handling a job offer decline with finesse and consideration, candidates can turn down a role in a way that strengthens, rather than harms, professional connections. The article concludes that carefully declining an offer taps into broader leadership principles of cultivating talent through positivity, transparency and rapport, ultimately benefiting all involved parties over the long term.

This video explores research-backed principles for effectively leading remote teams. As employee expectations and work styles have evolved with technological change and the COVID-19 pandemic, managing virtual employees presents unique challenges compared to in-office teams. Remote management requires a shift from traditional top-down styles to building trust through clear and frequent communication, transparent expectations, and mutual understanding. The video outlines specific strategies for maintaining personal connections from afar, including regularly scheduled one-on-ones, proactive status checks, bilateral feedback loops, and virtual social events. It also stresses the importance of objective metrics, detailed project briefs, and constructive performance reviews to ensure accountability. Overall, the video argues that adopting best practices for open communication, personal presence, and performance management can empower high-performing remote teams.

In this podcast episode, Dr. Jonathan H. Westover talks with Jennifer Nash about her book, Be Human, Lead Human, How to Connect People and Performance. Jennifer Nash, PhD, MBA, PCC (https://www.linkedin.com/in/drjennifernash/ (https://www.google.com/url?q=https://www.linkedin.com/in/drjennifernash/&sa=D&source=calendar&usd=2&usg=AOvVaw1mUTKe0O--Hfjcz6KuFMxP) ) is an executive advisor, leadership expert, and consultant to Fortune 50 organizations such as Google, Ford, Exxon Mobil, JP Morgan, IBM, Boeing, and Verizon. She is Founder & CEO of Jennifer Nash Coaching & Consulting, helping successful leaders connect people and performance to deliver exceptional results. Jennifer’s 25-year résumé includes serving in executive and leadership roles at Deloitte Consulting and Ford Motor Company and as adjunct professor at the University of Michigan. She contributes to Harvard Business Review, has presented her research at Columbia University, and is a Harvard/McLean Institute of Coaching Fellow. She is the author of the bestselling Be Human, Lead Human, How to Connect People and Performance, a leadership book designed to elevate leadership skills and enhance individual and organizational effectiveness. Check out all of the podcasts in the HCI Podcast Network (https://www.podbean.com/podcast-network/HCI) !