Jeanne DeWitt Grosser

As a rule of thumb, I don’t think most leaders can handle scaling back more than one order of magnitude in org size — for example if you currently have a 10 person sales team, look for someone who’s led a 100 person sales team, but not 1000.

Meka Asonye

You get the behavior that your comp plan designs for. In the early days, I prefer to keep comp plans simple with two metrics, max. I also love plans that have a component focused on the entire customer lifecycle. For example, comping teams on bookings and retention can be a powerful way to ensure teams pursue the right users who will be longtime customers.

Why Employee Wellness Programs Don’t Work

Many companies have employee wellness programs with the goal of reducing the skyrocketing costs of health care for their workers. But there is little evidence that these programs are effective.

Wharton management professors Iwan Barankay and Peter Cappelli suggest that instead of free gym memberships or yoga classes, companies should try to meet the most vulnerable workers where they are by offering … [ Read more ]

Anson Vuong

The right customer assessment not only reveals the strength of existing customer relationships, but also how primed they are for new business activity. This assessment should be standard practice for every M&A.

Rick Song

For most of my interviews, I actually ask very little about how they would solve a particular problem. When it comes to questions like “What was the hardest challenge you’ve ever faced?’ often a lot of candidates have canned answers. Instead, I focus on the incentives. What do they care about? What motivates them? What drives them? If it’s an hour-long interview, I’ll spend 40 … [ Read more ]

Robin Ely, Dina Gerdeman

When they talk about what it takes to be successful, managers will often say, “I know it when I see it.”  What they’re really saying is, “I recognize the qualities I value, which just so happen to be the qualities I have.” The organization’s norms, processes, and interactions are structured to give those who “have it” opportunities to demonstrate their talents and advance accordingly. But … [ Read more ]


Identifying and measuring employee performance will become trickier as many jobs become less based on routines. The primary consideration in choosing the correct performance measures is that they need to reflect individual-level impact on achieving the organization’s goals – meaning they should meet two conditions:

  1. they must directly link to organizational success
  2. they must be in an employee’s sphere of control

Failing to meet these conditions can … [ Read more ]

How Companies Can Improve Employee Engagement Right Now

Managers must take proactive steps to increase employee engagement, or risk losing their workforce. Engaged employees perform better, experience less burnout, and stay in organizations longer. The authors created this Employee Engagement Checklist: a distilled, research-based resource that practitioners can execute on during this critical period of renewed uncertainty. Use this checklist to boost employee engagement by helping them connect what they do to what … [ Read more ]

Colleen McCreary

We’ve built out job architectures, which we call a job framework because we don’t want it to be a ladder where people feel like they have to go directly up. Instead you want people to feel like they can maybe take a path somewhere else or do something else, and that would still be career growth.

Rethinking Total Reward Strategies

Pay, incentives, and benefits haven’t significantly changed for decades, but people’s preferences have. Employee compensation needs a rethink if companies are to attract and retain talent.

Vipula Gandhi

In his book Drive: The Surprising Truth About What Motivates Us, Daniel Pink identifies three key motivations:

  • Autonomy
  • Mastery
  • Purpose

But these words rarely show up in job descriptions, recruitment material, performance reviews or annual meetings.

Kevin Fishner

While I definitely agree that people are your most important asset, I’ve noticed that most content doesn’t talk as much about the systems. While early employees are of course a driving factor for the company culture, they’re only half the equation. The other half is the foundational systems. The comparison I like to draw is the nature versus nurture debate. Both your genes and your … [ Read more ]

Vipula Gandhi

If we think of employees as consumers of the workplace, then many of the principles of customer experience apply:

  • How do employees find us?
  • Why do they choose us?
  • What do they feel when they are with us?
  • And are they likely to refer us when they leave?


Customer experience experts have known for years that customer experiences are deeply emotional. And yet many organizations still approach employees with cold … [ Read more ]

Sangeeta Bharadwaj Badal

Identify who among your employee base are Rainmakers (people with sales talent and an ability to manage risks), Experts (innovators with a focus on product development), or Conductors (high management talent). Capitalize on their natural talents. Develop and position them in appropriate roles on teams. Strengths-based development of your builders and teams is key to increased entrepreneurial behaviors, which, in turn, lead to higher engagement, … [ Read more ]

Katherine Klein

It’s a commonly held belief, one that gets played out daily in organizations around the world: Employees who receive performance feedback are much more likely to improve their performance than those who don’t get feedback. But research tells us that it’s simply not true. Typically, performance after feedback improves only modestly — and over one-third of the time, it actually gets worse. People who receive … [ Read more ]

Andrew Robertson, Ben Wigert

Employees must be continually “re-recruited” by their employer throughout their career. And when it’s time for an employee and employer to part ways, a great employee experience can last longer than the job. Employees should exit organizations feeling appreciated for their contributions and proud to be part of the alumni network. This can be a pivotal moment for an employment brand, because exiting employees can … [ Read more ]

12 New Approaches To Compensation

In an unprecedented time for attracting and retaining talent, CEOs and CHROs are getting creative—from three-day workweeks at full-time status to paid mental-health days to raised wages. Here’s what a dozen leaders told us they are doing differently.

Rujuta Gandhi

Satisfaction isn’t the same thing as engagement. Gallup research shows that satisfaction is an attitudinal outcome, like loyalty or pride, and doesn’t always relate to employee performance. Engagement is different, deeper and more emotional, and it predicts important business outcomes, like profitability and productivity. Job satisfaction beats misery or annoyance any day, but it’s not exactly something to strive for.

Kevin Ashton, Shane Parrish

People who are more creative also tend to be more playful, unconventional, and unpredictable, and all of this makes them harder to control. No matter how much we say we value creation, deep down, most of us value control more. And so we fear change and favor familiarity. Rejecting is a reflex.


When the same tests are applied to decision-makers and authority figures in business, … [ Read more ]

Dan Grafstein

Many diversity and inclusion (D&I) solutions keep companies on the defensive. That is, they primarily address concerns such as promoting compliance and diversity in race, age and ethnicity.

That’s not enough. Wide demographics alone won’t make a difference to an organization’s bottom line unless the people within those demographics feel authentically welcomed.

In other words, leaders need both a diverse workforce and an inclusive workplace culture to … [ Read more ]