The HCL Review Podcast

Rethinking Learning and Development: The Case for a 3-To-1 Experiential Learning Model, by Jonathan H. Westover PhD

Abstract: The traditional 70-20-10 framework for organizational learning has become outdated, failing to account for advancements in technology, employee learning preferences, and the need for immediate impact. This paper proposes a revised 3-to-1 experiential learning model that better aligns with today's workplace. Grounded in experiential learning theory, the model emphasizes applied, hands-on learning experiences over abstract classroom training, with a 3:1 ratio of experiential to formal learning. Industry examples illustrate how the 3-to-1 model is implemented through immersive simulations, action-based coaching, and micro-learning reinforcement - enabling employees to directly apply new skills and see tangible business impacts. By transitioning to this more flexible, technology-enabled approach, organizations can enhance learning retention, engagement, and performance in the rapidly evolving modern workplace.

Collaboration despite Difficult Relationships: Strategies for Working Effectively with Others, Even When Personality Clashes Arise, by Jonathan H. Westover PhD

Abstract: Effective collaboration is critical for organizational success, but aligning diverse personalities and working styles can be challenging. This article explores research-based strategies for productive teamwork, even when personality clashes or interpersonal tensions arise. Key approaches include respecting differences while finding common ground, maintaining transparent communication, addressing conflicts constructively, prioritizing shared purpose over personal agendas, and embracing compromise. By leading with integrity and a balanced perspective, managers can inspire cooperation across functions, mergers, and international projects. While conflicts cannot be avoided, addressing tensions constructively and emphasizing common interests sustains collaborative cultures essential for addressing complex problems and achieving shared goals.

Under-Management: The Silent Crisis in Leadership, by Jonathan H. Westover PhD

Abstract: This article explores the concept of under-management, where leaders fail to provide sufficient direction, feedback, resources, or accountability to their employees. While the problems of micromanagement are well-known, under-management represents the opposite extreme - an absence of management altogether. The article discusses the causes of under-management, such as heavy workloads, lack of management training, and hands-off leadership styles, as well as its consequences, which can include lack of direction, poor performance, low morale, and higher turnover. To address under-management, the article recommends that leaders adopt a balanced approach, setting clear expectations, providing constructive feedback, being available for guidance, conducting regular reviews, empowering decision-making, and acknowledging successes. The goal is an active yet non-intrusive partnership where employees have autonomy but leadership remains visibly involved through open communication and collaborative problem-solving.

Decoding Culture at Work, by Jonathan H. Westover PhD

Abstract: This article explores how organizational culture is a powerful yet often misunderstood force that shapes employee engagement, performance, and an organization's success. It provides a framework for leaders to decode their organization's unique culture by examining the underlying assumptions, espoused values, and visible artifacts and behaviors. The article highlights the critical role of leadership in driving cultural evolution through attention allocation, crisis response, selection/promotion criteria, and role modeling. It then outlines concrete steps for leaders to craft their desired culture, such as aligning culture with strategy, reinforcing systems and metrics, communicating priorities, and measuring and adapting over time. Case studies of Toyota and Starbucks illustrate how organizations can transform their cultures to support strategic goals and drive long-term organizational excellence.

Skills First: How Skills-Based Organizations can use AI to Create the Jobs of Tomorrow, by Jonathan H. Westover PhD

Abstract: This article explores how Anthropic, Amazon Web Services, and General Assembly are pioneering the use of artificial intelligence to map skills, reskill workers, and design jobs for emerging industries. Anthropic's Constitutional AI uses natural language processing to analyze job descriptions and inventory skills, helping organizations understand the skills landscape. AWS leverages AI-powered personalized learning to drive internal reskilling at scale, leading to higher certification rates. General Assembly partners with Anthropic to forecast skills needs and develop tailored training programs to seed jobs of the future. These examples illustrate how AI can augment human expertise to inform continuous learning and talent development at the individual, organizational, and systemic levels. Ultimately, the article champions AI-powered, skills-first approaches that empower individuals and companies to actively shape their futures amidst perpetual workforce disruption.

Identifying and Handling the Most Common Type of Incompetent Leader in the Workplace, by Jonathan H. Westover PhD

Abstract: This article explores the phenomenon of the "incompetent-confident leader" - those who severely overestimate their leadership abilities and lack self-awareness of their deficiencies, yet paradoxically display great confidence in their skills. Research on the Dunning-Kruger effect shows how the incompetent tend to be unaware of their own incompetence. This cognitive bias has important implications in organizational leadership, where incompetent-confident leaders can make poor decisions, demotivate teams, and damage an organization's reputation and culture. The article outlines the key characteristics of incompetent-confident leaders and the substantial negative consequences their presence poses. To address this challenge, the article recommends that organizations implement rigorous selection processes, strengthen performance management systems, prioritize ongoing leadership development, plan for contingency succession, and maintain board-level oversight - all with the aim of minimizing the emergence and impact of this problematic leadership archetype.

Feeling Ambivalent About Your Boss Hurts Your Performance Even More Than Disliking Them, by Jonathan H. Westover PhD

Abstract: Employees' perceptions of and relationships with their direct supervisors can significantly impact job satisfaction, motivation, and work performance. Research suggests that feeling ambivalent or having mixed positive and negative views towards one's boss is even more problematic than outright disliking them. This article examines the effects of ambivalence on employee performance, explores potential causes like inconsistent leadership and unclear expectations, and offers recommendations for both managers and employees to minimize ambiguity and foster more effective supervisor-employee dynamics. Key strategies include setting clear goals, providing consistent feedback, explaining decision-making rationale, encouraging open communication, and maintaining fairness and integrity. By proactively addressing the roots of ambivalence, organizations can improve employee engagement, effort and satisfaction over the long term.

The Evolving Role of Leadership in a Technological Age: Preparing Organizations for the Rapid Advancement of General Artificial Intelligence, by Jonathan H. Westover PhD

Abstract: General artificial intelligence (GenAI) shows immense promise for enhancing human capabilities and transforming organizational operations, but also presents significant challenges that leaders must begin addressing now. As GenAI systems rapidly advance, they offer opportunities to augment human knowledge work, but also carry risks around job displacement and workforce transformation. Leaders must proactively manage this shift by reskilling workers, fostering human-AI collaboration through new organizational models, and cultivating a culture that harnesses GenAI's benefits while preserving human dignity. Continuous learning, experiments with new business models, and holistic risk management will be critical as organizations navigate the unpredictable progression of this paradigm-shifting technology. By taking a strategic, human-centric approach, leaders can position their organizations to thrive in the emerging era of artificial general intelligence.

Unveiling the Hidden Truth: How Employees are Really Using AI in the Workplace, by Jonathan H. Westover PhD

Abstract: This article examines recent research on how employees are using artificial intelligence and machine learning technologies in innovative ways that go beyond their employers' directives. It explores three main categories of worker-driven AI use: performance augmentation, informal collaboration, and counterproductive uses. The article provides illuminating case studies from the financial services and manufacturing sectors, showing how worker-driven AI can boost productivity and efficiency when properly guided, but also introduces risks if left unchecked. The article concludes by recommending that organizations establish experimentation zones, idea competitions, AI skills training, and governance systems to foster a culture of responsible, collaborative innovation at the human-AI interface. By empowering employees as partners in advancing AI, companies can continuously optimize the impact of their technology investments to better address real-world challenges.

How My Generation Combat Burnout and Find Balance in Our Lives

Abstract: This article explores the growing problem of burnout among young professionals today. It examines the key causes fueling burnout, including unrealistic workloads, lack of work-life balance, unclear job expectations, insufficient support, and constant organizational change. The article outlines the significant impacts of burnout on employee health, engagement, turnover, and organizational productivity. To address this issue, the article provides recommendations for employers to foster supportive leadership, establish clear boundaries, enable flexible scheduling, encourage time off, and offer wellness resources. It also suggests individual strategies workers can adopt, such as setting boundaries, maintaining outside interests, and practicing self-care. By understanding the root causes and implementing these evidence-based recommendations, the article argues that organizations can help mitigate burnout and promote employee well-being.