The HCL Review Podcast

The 6 Biggest Mistakes Leaders Make When Motivating Employees, with Jonathan H. Westover PhD

Abstract: This article examines key factors that demotivate employees based on research in organizational psychology and leadership theory. It identifies a lack of feedback and praise, unclear or misaligned goals, limited autonomy and decision-making power, insufficient opportunities for skills development and growth, unrealistic workload expectations, and poor communication as universal demotivators across organizational contexts. Specific examples from the automotive industry illustrate how these issues negatively impact motivation. The article maintains that while individualized approaches are needed, certain demotivating behaviors should be avoided, such as not providing regular performance feedback or recognition. It advocates for goal setting, autonomy-enhancing problem solving, targeted skills training programs, reasonable workload calibration, and transparent communication as evidence-based ways to meaningfully boost employee engagement. The conclusion reiterates that leadership equipped with motivation science can focus on empowering rather than discouraging employees through these best practices.

Beyond Command and Control: Empowering Leaders Build Capability and Drive Innovation, by Jonathan H. Westover PhD

Abstract: This article explores how leaders can empower employees to drive innovation, build capability, and achieve greater organizational success. It examines the research on effective leadership approaches that consistently outperform "command and control" styles. Specifically, the author argues leadership is not about exerting top-down control but rather developing talent from within, granting autonomous work to teams, and fostering psychological safety. The article reviews case studies of companies that instituted empowering practices like radical promotions from within, autonomous project teams, and removing rank from creative meetings. It then discusses how empowering leaders act as coaches to develop strengths while advocating for employees. Finally, the article provides practical recommendations for implementing empowerment principles, including starting with pilot programs, communicating philosophy clearly, and shifting incentives away from micromanagement toward creative problem-solving. Overall, the research presented makes the case that empowering others through capability-building, autonomy, and safety represents the hallmark of truly transformational leadership that drives engagement and competitive advantage.

AI and Trust in Organizations, by Jonathan H. Westover PhD

Abstract: As the use of artificial intelligence (AI) expands in both society and organizations, building and maintaining trust in AI systems is becoming increasingly important. While AI promises benefits like improved efficiency and data-driven decision making, concerns are growing around a lack of transparency, accountability, fairness and control over how data is collected and used. This erosion of trust poses a threat to the widespread adoption of AI. However, the article argues that organizations have an opportunity to proactively build trust through transparent, accountable and fair development and application of AI. Drawing from research findings, it outlines strategies for providing transparency into AI systems and decision making, ensuring accountability in development and deployment, and engaging stakeholders. If implemented, these practices can help alleviate fears, demonstrate a commitment to responsible and ethical use of AI, and gain greater public acceptance and adoption of the technology's potential benefits.

Translating HR Impact to Business Impact, by Jonathan H. Westover PhD

Abstract: Translating HR Impact to Business Impact: A Practitioner's Guide focuses on providing human resources (HR) professionals with practical strategies and recommendations for demonstrating how HR activities and initiatives translate into meaningful business outcomes and value. Through drawing on years of consulting experience, academic literature, and real-world organizational examples, the article outlines a step-by-step framework for aligning HR priorities with strategic business goals, establishing causal links between people investments and performance through research, defining HR and business-level key performance indicators, partnering with finance on return-on-investment measurement, and effectively communicating impact through compelling case studies and storytelling. The goal is to help HR professionals earn a greater strategic role by rigorously measuring and clearly illustrating how people-focused strategies and interventions meaningfully contribute to organizational metrics valued by senior leaders.

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.