By Daniel Muzio, Claudia Gabbionneta and John Mawdsley HBR, March 31, 2025 Prior research on poaching “star” employees has shown that hiring stars is not only difficult but often counter-productive. Newly hired stars often find it challenging to reproduce their exceptional performance. They may also harm their new employer, for example, by hindering innovation or lowering incumbents’ performance. This is both surprising and troubling given the costs, time, and effort involved in the hiring process. Organizations that rely on the knowledge and skills of their employees as their primary asset and source of competitive advantage still [...]

By Lynda Spiegle, Wall Street Journal, February 16, 2025 Job candidates have never been fans of the application process at many companies. But their complaints have reached a level that I’ve never seen before. My LinkedIn feed is filled with posts railing against companies that primarily rely on software to screen and track applicants, as well as those that create unnecessary steps to apply for a job, refuse to provide meaningful salary ranges and, most egregiously, “ghost” candidates—meaning they suddenly stop communicating with them. Such complaints can damage [...]

By Xena Wang, Harvard Business Review, January 28, 2025 Picture this: You’re a manager seeking to fill an important position on your team. You’ve shortlisted a few people, but you’re looking for the candidate to give your final rose. Based on their resumes, you know each finalist is tech-savvy enough to perform well in the role. But you want the entire package: someone who will enhance your team, both in skill and in compatibility. You’re banking on the interview round to find the perfect match. The caveat? You’ve never interviewed someone before. How do you prepare [...]