The HCL Review Podcast

Enabling Authenticity in the Workplace: The Case for Allowing Every Employee to Bring Their Full Self to Work, by Jonathan H. Westover PhD

Abstract: This article argues that organizations should strive to create environments where all employees feel comfortable bringing their authentic selves to work each day. Drawing from academic literature, it is demonstrated that authentic self-expression at work drives key individual and organizational outcomes such as job satisfaction, engagement, performance, retention, well-being, innovation and values alignment. However, many traditional workplace norms discourage integration of personal and professional identities. The article provides recommendations, grounded in research, for practical strategies leaders can implement to foster authenticity across their workforce and transform organizational culture. These include enacting inclusive policies, demonstrating diversity-supportive leadership, granting flexible work arrangements, and empowering employee resource groups. Examples are given of how these evidence-based methods can be applied within different industries to maximize benefits for individuals, teams and overall business success.

How AI Will Reshape Work and the Human Experience: Embracing Purpose in an Automated World, by Jonathan H. Westover PhD

Abstract: This article examines how artificial intelligence will fundamentally transform work and the human experience in the coming decades. Through a review of academic research, key trends are identified around the automation of job functions and changes to the skills required for work. Both opportunities and risks of AI's impacts on domains like education, healthcare, and social relationships are explored. The article argues that cultivating purpose at the individual and organizational levels will be critical for navigating ongoing technological disruption with resilience and adaptation. Specific strategies are recommended for personal and professional reinvention, with a focus on lifelong learning, diverse networking, and cultivating transferable soft skills. The overarching perspective taken is one of measured optimism that, with proactive leadership across all sectors of society, AI can enhance humanity if developed and applied responsibly.

Embracing the Post-Industrial Economy: Adapting for Long-Term Success, by Jonathan H. Westover PhD

Abstract: This article examines organizations' adaptation to the transformation from an industrial to post-industrial economy driven by advances in technology, knowledge work, services, and the increasing value of intellectual capital. Drawing from academic literature, the article outlines key characteristics of the post-industrial model and discusses the need for companies to develop an innovation-focused, technology-embracing, learning-centered mindset. A major focus is on thoughtfully reskilling and upskilling existing workforces through skills assessments, targeted training programs, and career development supports. Examples from Amazon Web Services and Intermountain Healthcare illustrate strategic workforce initiatives that foster continuous learning cultures, engage talent as a competitive asset, and directly support organizational strategies critical for post-industrial success. The article emphasizes that embracing uncertainty through a culture of lifelong learning provides individuals and businesses the greatest advantage for prospering in this new economic era defined by rapid change.

Who Should Be Promoted to Management? Developing Promotion Criteria to Ensure Organizational Success, by Jonathan H. Westover PhD

Abstract: This article explores effective criteria and processes for promoting the right employees into management roles. Through a review of academic literature and insights from professional experience, key competencies for management success are identified, including technical skills, strategic thinking, interpersonal abilities, coaching talent, and change leadership. A multidimensional framework for defining and assessing these competencies is proposed. Best practices for cultivating a pipeline of future leaders through challenging assignments, training, sponsorship and accountability are also discussed. Case studies of Google and GE's systematic talent evaluation methodologies demonstrate research-based concepts in action. The article argues a multifaceted, evidence-driven approach anchored in competency modeling and integrated talent development optimize the alignment of personnel with organizational needs to ensure sustained excellence through strong leadership over time.

How to Show You're a "Good Fit" During an Interview, by Jonathan H. Westover PhD

Abstract: This article discusses strategies for job applicants to effectively demonstrate cultural fit during the interview process. It emphasizes the importance of fit in today's competitive hiring environment, as employers seek candidates who will seamlessly integrate into their team and advance organizational goals. The article outlines ways for applicants to research the company and role thoroughly, align examples of their background to the employer's stated values, highlight enthusiasm for the position and company, provide substantive examples to evidence a compatible work style, and showcase relevant industry knowledge. It presents real examples of how candidates have persuasively shown cultural fit. Overall, the article provides research-based guidance on customizing stories and responses during interviews to communicate passion and compatibility through tangible scenarios that leave hiring managers confident in an applicant's long-term potential for success within their unique culture.

Finding Joy as a Manager - Even on Bad Days, by Jonathan H. Westover PhD

Abstract: This article explores strategies for cultivating joy as a manager, even on challenging work days. Through a review of positive psychology and resilience research, the brief establishes why joy matters significantly for managerial performance, decision-making, coping abilities, and growth over time. Key studies linking joy to upward spirals in well-being, higher cognitive functioning, and resilience are referenced. Practical joy-boosting strategies drawn from evidence are then presented, such as expressing gratitude, fostering positive relationships, celebrating wins, and taking brief renewal breaks. Real-world industry examples showcase how managers in retail, higher education, and non-profits have applied these strategies when facing stresses. The article argues managers should recognize cultivating joy as a strategic competency to maximize their own and their teams' potential over the long run. Simple practices can help tap into inner reservoirs of positive emotion and broaden mindsets even amid difficulties.

Losing Top Talent: How Organizations Can Alienate Their Most Valuable Employees, by Jonathan H. Westover PhD

Abstract: Retaining top talent is crucial for organizational success but many firms unknowingly drive away their best employees. This article examines the major reasons outstanding performers seek opportunities elsewhere when their needs are overlooked. Through a review of relevant literature and analyses of industry examples, key factors are identified that alienate top contributors, such as focusing solely on tasks while neglecting human well-being, lacking career growth pathways, not acknowledging great work, and poor communication practices. Practical strategies are then presented for cultivating an environment where top performers want to stay long-term, such as building relationships, balancing work and life, providing learning opportunities, regularly expressing appreciation, fostering transparency, and empowering skilled individuals. The consulting industry example highlights retention challenges overcome by firms attending to human needs like mentorship and flexibility. Overall, leadership must recognize talent retention as dependent on fulfilling innate human needs within the workplace.

What Cross-Silo Leadership Looks Like, by Jonathan H. Westover PhD

Abstract: This article discusses the concept of cross-silo leadership and key practices for breaking down organizational silos. It argues that as organizational structures have become more complex, traditional vertical leadership has given way to more collaborative cross-functional approaches. The abstract outlines key points from the article, including how cross-silo leaders cultivate collaboration through establishing shared goals, fostering interdependence, and facilitating social bonds. It also discusses how they enhance communication using multiple channels, promote transparency, and engage in active listening. Leaders must also develop a "networked mindset" through valuing relationships over silos, thinking systematically, and embracing ambiguity. The article presents strategies for cross-silo leadership such as redesigning structures, rotating staff, empowering failures at interfaces, and modeling collaboration. Overall, it positions cross-silo leadership as critical for driving effectiveness in networked environments by dissolving barriers between groups.

How to Give and Receive Compliments at Work: Cultivating Respect, Connection, and Productivity through Positive Feedback, by Jonathan H. Westover PhD

Abstract: This article explores effective strategies for giving and receiving compliments in the workplace. Through a review of relevant literature, best practices are identified for crafting sincere, specific, and well-timed compliments that recognize employees’ efforts and impacts beyond themselves. Key guidelines are provided for both sharing positive feedback and accepting praise graciously without dismissal or defensiveness. Specific organizational examples from fields such as financial services, technology, and nonprofits demonstrate practical application of research-backed strategies. Complimenting colleagues’ achievements and contributions in meaningful, respectful ways is shown to cultivate respect, connection, motivation, and productivity across all levels. By cultivating compliments as a daily interpersonal habit through focused, thoughtful exchanges, organizational culture can be strengthened to promote fulfillment for individuals and success of shared goals.

Turning Goodbyes into Growth: A Human-Centered Approach to Offboarding, by Jonathan H. Westover PhD

Abstract: Offboarding, the process of transitioning employees out of an organization, is often overshadowed by recruitment and onboarding efforts. However, a well-designed, human-centered offboarding process benefits both departing employees and the organization by capturing valuable insights, boosting morale, and maintaining positive long-term relationships. This article explores the research foundations of offboarding and offers practical strategies for implementing an effective process. Key goals include gathering candid feedback through exit interviews, showing appreciation for departing employees, and building engaged alumni networks. Techniques such as third-party exit interviews, personalized thank-yous, and ongoing alumni engagement foster trust and goodwill. Real-world examples, including approaches by Bain & Company, Google, and Microsoft, highlight the importance of strategic offboarding practices. Organizations that treat offboarding as an opportunity for learning, relationship-building, and continuous improvement can create lasting value and maintain a positive employer brand even after employees leave.