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HR Metrics and Talent Analytics
No full text[Excerpt] Once again, there is buzz about organizations working to apply numbers to managing their talent. The opportunities created by big data\u27 in human resources (HR), along with the continuous pressure for greater effectiveness and productivity, have renewed calls for more analytical HR management as the way of the future. But we have heard this call in HR many times. We heard it associated with HR accounting in the 1970s (e.g., Flamholtz, 1999), utility analysis in the 1980s (e.g., Boudreau, 1991; Cascio, 1981), HR scorecards in the 1990s (e.g., Becker, Huselid, and Ulrich, 2001), and HR metrics in the 2000s (e.g., Boudreau and Ramstad, 2007). Is there really anything new today or is this just the same old analytical angst wrapped up in fresh and different colorful wrappings? A cynical view of HR\u27s analytical history may suggest recurring rounds of clarion calls for quantifiable approaches to HR, each one leading to a new dead end where the promises of greater sophistication are not fulfilled because of the limitations in the data and decision makers at whom the advances are targeted. In this chapter, however, we argue that this history is indicative of an evolving decision science (Boudreau and Ramstad, 2007). We see the combination of current technologies, past experiences, and varied analytical approaches to HR leading to a new set of emerging methods and tactics. This chapter shows that, while the field of HR is still far from a definitive resolution to its analytical challenges, we can learn from the various efforts to quantify HR, combining and coordinating these efforts to yield a better understanding of the various ways analytical HR processes build upon each other. We argue that the union of past analytical approaches to HR with a recognition of the opportunities presented today, owing to technology and data availability, culminates in what is now known as talent analytics
How to Make and Sell a Meaningful Empirical Contribution
No full text[Excerpt] The main reason empirical submissions to Cornell Hospitality Quarterly (CQ) are rejected is that the authors failed to adequately answer the “so what?” question. Almost all empirical submissions to CQ provide compelling evidence that some relationship exists between two or more variables, but fewer of them make a compelling case that those relationships are worth knowing more about. To help future authors make that case more successfully, I will use this essay to share my definition of a meaningful empirical contribution and to provide suggestions about how to make and sell such contributions. I will also identify some common errors in communicating a study’s contribution that authors should avoid
Balancing Competing Corporate Objectives: The Case of Texmark Real Estate Company
Full text linkAs William Sullivan walked to his car to begin the commute home after a long day at work, he considered the different options before him. As the CEO of the Texmark Real Estate Company (TexREC), Sullivan was concerned about the future of the company he had been leading for four years now. During this time, TexREC had enjoyed considerable success, nearly doubling the value of assets under management to $7.5 billion; however, the rapid growth also meant new challenges for the company. Sullivan was focused on finding new lines of business and untapped markets with the potential for high risk-adjusted returns, including potential expansion overseas if the right opportunity presented itself. Sullivan innately understood that finding the right talent to lead such initiatives was a crucial first step
2017-2018 Treks: Dubai, Seattle
Full text linkAs it has been discussed and proven, real estate continues to be more than just numbers and financial statements. It involves people, places, and relationships. With that continued understanding, the Baker Program In Real Estate, which functions jointly between Cornell’s School of Hotel Administration, Art, Architecture, and Planning, and the Samuel Curtis Johnson Graduate School of Management will further its mission to provide graduate candidates focused in the commercial business of real estate, the best holistic education available by embarking on Inter-Session trips during the 2017-2018 Academic Year. As second year students prepare for their future careers, they will have the opportunity to study in Dubai over the course of a week, learning firsthand how the country has grown through domestic and international investment. First year students will continue the trend of visiting the city that hosts the fall ULI conference, traveling to Seattle, WA
Survey Highlights: 2016 Institutional Real Estate Allocations Monitor
Full text linkCornell University’s Baker Program in Real Estate and Hodes Weill & Associates are pleased to present the findings of the fourth annual Institutional Real Estate Allocations Monitor (the “2016 Allocations Monitor”). The 2016 Allocations Monitor focuses on the role of real estate in institutional portfolios, and the impact of institutional allocation trends on the investment management industry. Founded in 2013, the Allocations Monitor is a comprehensive annual assessment of institutions’ allocations to, and objectives in, real estate investments. This report analyzes trends in institutional portfolios and allocations by region, type and size of institution
Second Quarter 2017: Positive Momentum Continues: A New Price High Reached
Full text linkOur moving average trendlines, supported by our Standardized Unexpected Price (SUP) performance metrics, indicate not only positive price momentum but also that a statistically significant new high has been reached this quarter.
Forward looking indicators suggest that this momentum should continue into the next quarter. Further good news is that lenders are not demanding higher compensation for risk associated with hotel loans relative to other commercial real estate loans. However, the total risk of hotel REITs relative to the total risk of equity REITs as a whole continues to rise. This means that lenders will eventually start to tighten hotel lending standards or demand more compensation for risk in terms of higher interest rates for hotel loans. This is report number 23 of the index series.
Supplemental File: Hotel Valuation Model (HOTVAL) We provide this user friendly hotel valuation model in an excel spreadsheet entitled HOTVAL Toolkit as a complement to this report which is available for download from http://scholarship.sha.cornell.edu/creftools/1
Strategy for Integrating Wellness, Hospitality and Sustainability: A Conversation with Amber Marie Beard
No full textAmber Marie Beard, vice president of sustainability for Six Senses Hotels, Resorts and Spas, explains her role encouraging sustainability at Six Senses in a manner that is beneficial to profits, the planet, and people. Six Senses Hotels are working to integrate wellness and design in order to improve the health of guests and employees. Amber discusses her vision for collaborations in wellness and hospitality between Six Senses and Cornell University
Interview with PwC Health Services Advisory\u27s John Utz
No full textThe Cornell Institute for Healthy Futures conducted an in-depth interview with John Utz, senior director at PwC Health Services Advisory, after he participated in the panel, The Transdisciplinary Future of Design—Opportunities for Health and Wellness Industries, on Nov. 2, 2016. John explains the center of excellence model for improving rural healthcare and focusing on evidence-based best practices
New York-Presbyterian Hospital VP on Future of Patient-centric Care
No full textJeff Bokser, MHA \u2701, vice president of NewYork-Presbyterian Hospital, discusses the future of patient-centric care and his experience helping create a hospital culture that focuses on the patient experience. Efforts such as Patient Experience Fridays at NewYork-Presbyterian Hospital bring together the leadership team to share what is working well in terms of patient care/experience and opportunities for improvement
