The HCL Review Podcast

From Skill Development to Skill Duration: Three Strategies for Cultivating a Culture of Learning in Your Organization, by Jonathan H. Westover PhD

Abstract: This article discusses strategies for leaders to foster a culture of continuous learning within their organizations. It establishes that learning is a learned behavior that must be developed over time through reinforcement and environment. Left to chance, companies will not cultivate an effective learning culture. The article then presents three key steps leaders can take: make learning part of daily work through reflection sessions, identifying teachable moments, and recognizing achievements; support ongoing skill development with resources, peer learning, and skills gap assessments; and lead by example through participation in learning activities, promoting experimentation, and developing adaptability in hiring and coaching. It provides an example of implementing these strategies at a financial services firm and the positive outcomes it achieved. The conclusion emphasizes the integral role of leaders in socializing learning as a habit and competitive advantage through intentional culture design. A culture of continuous learning will help organizations adapt to future challenges.

Becoming a True Partner: How HR Leaders Can Earn a Seat at the Leadership Table, with Jonathan H. Westover PhD

Abstract: As the role of the chief human resources officer continues to evolve, gaining full acceptance as a peer and strategic partner to other C-suite executives remains a challenge for many HR leaders. This article outlines proven strategies for HR to earn a respected seat at the leadership table. Through analyzing academic research and real-world company examples, key recommendations are provided. HR must demonstrate strategic alignment by directly linking people initiatives to overall business goals. Equally important is providing insightful counsel on ambiguous issues through empathetic listening and probing questions. Effective communication and influence skills are also essential to bring others along on strategic changes. Supplementing internal expertise, cultivating external thought leadership through industry events and publications enhances broader credibility. When HR executives successfully operationalize these strategies, they authentically position their function as a driving force behind organizational success while also proving their worth among senior peers. The brief aims to equip aspiring CHROs with actionable guidance for positioning HR as a trusted advisor.

Uncovering the Paradox: Exploring the Departure of Exceptional Employees from Supposedly 'Exceptional Cultures', by Jonathan H. Westover PhD

Abstract: While companies spend significantly on hiring top talent, retaining high performers remains a challenge even in strong workplace cultures. This article explores common reasons talented employees leave seemingly positive company cultures and provides recommendations for improvement. It discusses how misalignment of organizational and individual values and priorities can create cognitive dissonance over time. Lack of growth opportunities and autonomy are also cited as major factors, with high performers needing new challenges and independence. Issues like opaque decision-making, inconsistent policies, and lack of work-life balance further undermine engagement. The article analyzes real examples where misalignment of priorities, lack of development pathways, micromanagement, unfair processes, and inflexible work policies drove away satisfied employees. It concludes that ongoing assessment of dissatisfaction drivers is needed to refine cultures and meet the evolving needs of all employees, including top performers, for long-term retention success.

HR's Strategic Role in Managing the AI-Driven Talent Restructure, with Jonathan H. Westover PhD

Abstract: Artificial intelligence (AI) and advanced technologies are transforming the nature of work and presenting profound challenges for how organizations structure and develop talent. As many routine jobs are automated and new roles emerge, HR must strategically guide companies through this period of significant workforce transition and upskilling. This article explores HR's critical strategic role in navigating the "talent restructure" driven by AI. It outlines approaches for mapping how technologies will impact existing roles and skills needs over time. It then provides recommendations on designing large-scale reskilling and internal mobility programs focused on versatile, future-proof competencies. The article also discusses adaptations to traditional performance management and career pathing frameworks needed to support continuous learning and flexibility. With diligent planning and execution of skills analytics, reskilling initiatives, and modernized HR systems, the brief posits that organizations can empower their workforces to thrive amid technological disruption by helping workers continuously upskill themselves.

Taking the Stress Out of Taking Time Off: Reducing Workplace Anxiety Through Flexible Policies and a Culture of Trust, by Jonathan H. Westover PhD

Abstract: This article examines how lack of separation between work and personal life in today's fast-paced workplace can negatively impact employee well-being, productivity, and retention. Constant connectivity from new technologies enables an "always on" culture where fully disengaging from work during non-work hours or vacations is challenging. Extensive research establishes the importance of work-life balance and taking proper time off to reduce stress, burnout, and health risks. Organizations suffer too from reduced performance and increased absenteeism when employees cannot relax and recharge away from job responsibilities. The article proposes that organizations implement flexible work policies, lead by example with boundary modeling from managers, and cultivate a culture valuing time off. Practical recommendations include establishing clear time-off guidelines, protecting personal time on calendars, and educating on the benefits of rest and recovery. Industry case studies demonstrate how companies have successfully instituted measures empowering employees to fully disconnect from work during leave for individual and company gains.

Compassion as a Cornerstone: Why Caring Leadership Elicits the Best from Others, by Jonathan H. Westover PhD

Abstract: This article explores why compassion is a more effective managerial approach than toughness for eliciting peak performance from employees, defining compassionate leadership as treating people with dignity and respect, fostering belongingness, support for growth, and care through difficult times, and establishes a research foundation demonstrating how compassion activates reward pathways in the brain and positively impacts employee engagement, commitment, performance and resilience, drawing from over 130 leadership studies correlating compassion most strongly with inspiring followership and findings that even the perception of compassion from leaders boosts job attitudes, then presents two case studies, the first examining how Marriott Hotels exemplified responding to COVID-19 challenges with caring communications that bolstered morale and satisfaction, and the second profiling how Buffer fosters autonomy through transparent problem-solving, flexible schedules and unlimited paid time off, overall arguing compassion cultivates discretionary effort by fulfilling innate human needs for connection, autonomy and contribution, and signaling stability and hope in unpredictable times to steer organizations to sustainable success through empowered and committed employees performing at their peak.

Scaling Culture: How Values Can Grow With the Organization, by Jonathan H. Westover PhD

Abstract: This article explores how companies can maintain strong core values and culture as they experience growth and scaling of operations. While values provide important guidance in early stages, expanding teams introduces challenges to adhering to founding principles. Research shows values shape organizational culture and motivate employees, especially during uncertainty. However, scales present complexities like dispersed teams and reduced direct leadership oversight. The article discusses frameworks for thoughtfully anchoring growth within a foundation of shared values and purpose. Case studies of Patagonia and Zappos illustrate integrating values into aligned hiring, training, governance and advocacy at all levels. When exemplified and incentivized through visible leadership and coherent systems, values can strengthen culture as companies expand globally. With application of structures and practices, values can scale upward with business success over time.
 

The Downsides of "Don't Bring Me Problems, Bring Me Solutions": A Cautionary Note for Modern Leaders, by Jonathan H. Westover PhD

Abstract: This article examines the potential downsides of leaders telling their teams "don't bring me problems, bring me solutions." Through a review of relevant literature and a case study, it explores how this common directive can undermine informed decision-making, stifle creativity, and lead to superficial solutions. By discouraging open identification and analysis of issues, leaders risk missing critical information and opportunities for innovation. Alternative approaches are proposed that balance problem-focused discussion with solution orientation, such as establishing structured forums for confidential problem-logging, promoting root cause analysis, and encouraging simultaneous exploration of challenges and remedies. Successful companies that apply leadership strategies welcoming problems are highlighted. The brief concludes that in complex environments, the most forward-thinking leaders appreciate the value that thorough problem diagnosis provides to fueling meaningful progress through practical, sustainable solutions.

Navigating Performance Feedback: Making Sense of Mixed Messages, by Jonathan H. Westover PhD

Abstract: This article discusses strategies for productively interpreting mixed or conflicting performance feedback. It acknowledges that while performance reviews aim to provide career development guidance, communicating feedback effectively is challenging and inconsistencies can occur due to factors like insufficient manager training, biases, lack of objective metrics, and differing priorities between management levels. The article recommends keeping an open yet analytical mindset when receiving mixed signals and seeking to understand potential causes through lenses from organizational behavior research like social influence biases, competing agendas, performance dimension overloads, and rater errors. It suggests tactics for constructively addressing inconsistencies with leadership like requesting a joint discussion, focusing on mutual goals, acknowledging multiple perspectives, problem-solving over blaming, and following up with agreed upon action items. Real-world industry examples demonstrate how clarifying expectations, strengthening review practices, and emphasizing shared priorities can turn mixed feedback into a learning opportunity rather than a roadblock.

What Leaders Really Do: A Guide to Effective Leadership in Any Organization, by Jonathan H. Westover PhD

Abstract: This research brief sheds light on the key roles and responsibilities of leaders. Through a review and synthesis of scholarly literature alongside real-world examples, four core competencies of impactful leaders are explored: developing talent within the organization, fostering collaboration, positively shaping and reinforcing organizational culture, and strategizing for future prosperity. Rather than a focus on top-down directives or flashy titles alone, effective leadership is shown to be the meaningful behind-the-scenes work of cultivating others, bringing diverse perspectives together constructively, establishing coherence through shared values and purpose, and envisioning strategic paths forward. Understanding leadership as this grounded, purposeful work can empower more individuals to lead at all levels in a way that truly creates value.