Episódios
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Mark C. Crowley joins the Gartner Talent Angle to discuss why today’s unparalleled workplace challenges prompted him to release a second edition of his book, “Lead from the Heart: Transformational Leadership for the 21st Century” more than a decade after it was first published. Backed by scientific findings on employee motivation, Crowley outlines common misconceptions about leading from the heart. And drawing on examples from his own experience, he shares practical advice for how to effectively implement this type of leadership at an organization.
Mark C. Crowley is the author of “Lead From The Heart: Transformational Leadership For The 21st Century.” The second edition debuted in August 2022 as an “Amazon #1 Release,” and his book has been taught in nine American universities. Mark is a regular columnist for Fast Company Magazine and has been published in USA Today, Reuters, Forbes, the Stanford Social Innovation Review, the Huffington Post, Gallup & the Seattle Times. Mark spent over 20 years in the world of Financial Services. He held two national level positions at one of America’s largest financial institutions where he was named “leader of the year”. Mark proved that deeply caring about and supporting people, and thereby positively affecting employee’s hearts had a profound effect on motivating their sustained engagement, loyalty and productivity.
*This episode is an excerpt taken from our 2022 interview.
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As many organizations struggle to keep pace with technological innovations, digital transformation is a top priority. Gerald Kane, professor of information systems at the University of Georgia’s Terry College of Business, joins the Gartner Talent Angle to explore the opportunities these digital disruptions create and to inspire HR leaders to approach digital transformation with confidence. He explains how people and processes, not just technology, are crucial to successful digital transformation, and emphasizes the need for leaders to have growth mindsets and to continually learn while building adaptability in their organizations.
Dr. Gerald C. Kane is a Professor and the C. Herman and Mary Virginia Terry Chair in Business Administration at the Terry College of Business at the University of Georgia. He researches and teaches about how companies can understand and respond to digital disruption to undergraduate, graduate, and executive education students worldwide; and he has published over 100 papers, articles, and reports on these topics. He has written two books for MIT Press: The Technology Fallacy: How People are the Real Key to Digital Transformation and the The Transformation Myth: Leading Your Organization Through Uncertain Times.
*This episode is an excerpt taken from our 2022 interview.
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Employees and leaders frequently grapple with the challenge of insufficient time. This scarcity often serves as a legitimate rationale for incomplete tasks and unmet objectives at work, prompting employees to explore various time management strategies and tools.
Oliver Burkeman, acclaimed author of the New York Times bestseller "Four Thousand Weeks" and "Meditation for Mortals," offers a contrarian viewpoint on the Talent Angle podcast. Oliver suggests that time management is inherently flawed, and introduces the concept of the "efficiency trap," where increased efficiency paradoxically leads to heightened busyness, undermining the very goal of effective time management. He points out that in recognizing this paradox employees and leaders can be liberated and enabled to more effectively prioritize tasks.
Oliver Burkeman is the New York Times and UK Sunday Times bestselling author of “Four Thousand Weeks,” about embracing limitation and finally getting round to what counts, and of the newly released “Meditations for Mortals: Four Weeks to Embrace Your Limitations” and “Make Time for What Counts.” His other books are “The Antidote: Happiness for People Who Can't Stand Positive Thinking” and “Help! How to Become Slightly Happier and Get a Bit More Done”.
Caroline Walsh is a managing vice president in Gartner’s HR practice. Her teams help HR leaders build and execute talent, diversity, rewards, and learning strategies and programs. Caroline has also led Gartner research teams on commercial banking strategy and leadership. She holds a bachelor’s degree in East Asian studies from Columbia University, and a master’s degree in public affairs from Princeton University.
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Author Caleb Gardner argues that while change has been constant for some time, organizations are still unprepared to address it. In his latest book, “No Point B: Rules for Leading Change in the New Hyper-Connected, Radically Conscious Economy,” Gardner lays out his vision for how organizations should approach change in the new environment. The founder of the consulting firm 18 Coffees joined the Gartner Talent Angle Podcast to share examples of organizations undergoing transformation, and he extols the virtues of effective communication, adaptive capability and revised assumptions.
Caleb Gardner is the co-founder of innovation consulting firm 18 Coffees and author of the new book, “No Point B: Rules for Leading Change in the New Hyper-Connected, Radically Conscious Economy.” Caleb’s career has spanned from working at Edelman and Bain & Company to running U.S. President Barack Obama’s Twitter account. Caleb’s insights about building more ethical and effective companies have been featured in publications such as NBC News, Wired, Crain’s, BBC News and Cheddar News.
*This episode is an excerpt taken from our 2022 interview.
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As the pace and complexity of work continues to increase, employees can feel trapped in a cycle of execution, leaving them without the time or capacity to think strategically about their careers. Dorie Clark, author of “The Long Game: How to Be a Long-Term Thinker in a Short-Term World,” joins the Talent Angle to outline how HR leaders can support employees in reaching bold, fulfilling career goals. Dorie offers recommendations that help employees carve out time to think strategically, prioritize opportunities at work and remain committed to their long-term goals.
Dorie Clark is a consultant and keynote speaker and teaches executive education at Columbia Business School. She is the Wall Street Journal bestselling author of “The Long Game, Entrepreneurial You, Reinventing You and Stand Out,” which was named the No. 1 Leadership Book of the Year by Inc. magazine. Dorie has been named three times as one of the Top 50 business thinkers in the world by Thinkers50. You can download her Long Game strategic thinking self-assessment at dorieclark.com/thelonggame.
Caroline Walsh is a managing vice president in Gartner’s HR practice. Her teams help HR leaders build and execute talent, diversity, rewards, and learning strategies and programs. Caroline has also led Gartner research teams on commercial banking strategy and leadership. She holds a bachelor’s degree in East Asian studies from Columbia University, and a master’s degree in public affairs from Princeton University.
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Business leaders today are struggling with managing their well-being, working with other leaders and mitigating their blind spots. Gartner analyst Rob O’Donohue joins the Talent Angle to discuss his research on how the most successful leaders thrive despite rising employee burnout and employee-employer mistrust. Rob advises how leaders can manage their workloads and take care of their own well-being. He also shares his insights on how leaders can build cohesion within their leadership teams and how they can better receive and implement challenging feedback from their teams and networks. Rob O'Donohue is a vice president analyst in Gartner's executive leadership research group focusing on C-suite dynamics, executive leadership development and transitions, organizational culture change, talent and DEI. He advises executives on the future of work, hybrid work design, culture change, solving talent challenges, advancing leadership effectiveness, creating high-performing teams, and enhancing diversity, equity and inclusion within the organization. Rob creates evidence-based actionable research to empower executive leaders to lead more effectively. Brent Cassell is a vice president of advisory in Gartner’s HR practice, and he has spent the past 19 years in Gartner’s HR and CIO practices. His job is to help clients find the research they need, to help them understand that research, and to coach them through the implementation of those best practices in their own organizations. Brent is the contributing editor of the HR Leaders Monthly journal. In 2022, he won Gartner’s award for Outstanding Thought Leadership for his work on Redesigning Work for the Hybrid World.
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Succession planning is an integral component of an organization's talent management strategy, but HR leaders are often unsure if they’re identifying the best-suited candidates for succession pipelines.
Martin Gutmann, a professor at the Lucerne School of Business in Switzerland and the author of “The Unseen Leader: How History Can Help Us Rethink Leadership,” offers a solution to succession planning uncertainty by looking to leaders of the past.
Martin describes historical leaders, ranging from well-known figures to those less recognized, and examines the qualities that made them exemplary leaders in their respective eras. He explains the risks of prioritizing individuals who excel at managing crises and potentially overlooking those who preemptively mitigate issues.
Martin Gutmann is an author, speaker and scholar interested in how the past can illuminate today's most pressing challenges. He is a professor at the Lucerne School of Business, Switzerland, and the best-selling author of The Unseen Leader: How History Can Help Us Rethink Leadership. His writing and thought leadership pieces have millions through platforms and magazines, such as Forbes, Big Think, Fast Company, and Minute Hack. Martin holds a Ph.D. in history from the Maxwell School at Syracuse University, an Executive MBA from IE Business School in Spain, and higher education teacher’s training from Harvard University and ETH Zurich.
Caroline Walsh is a managing vice president in Gartner’s HR practice. Her teams help HR leaders build and execute talent, diversity, rewards, and learning strategies and programs. Caroline has also led Gartner research teams on commercial banking strategy and leadership. She holds a bachelor’s degree in East Asian studies from Columbia University, and a master’s degree in public affairs from Princeton University.
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Employees and candidates consistently value pay transparency, but before HR leaders alter their rewards strategies to meet these expectations, they must first consider their holistic impact on the organization. Peter Bamberger, Professor at Tel Aviv University’s Coller School of Management and author of “Exposing Pay,” joins the Talent Angle to detail what pay transparency means for employers, employees and society. He shares the history of the pay transparency movement and relevant academic research to explain how a culture of transparency impacts outcomes like pay equity and productivity. He argues that organizations should ultimately pursue a path toward more transparency. Peter A. Bamberger is the Domberger Professor of Management at Tel Aviv University’s Coller School of Management, and Research Director of Cornell’s Smithers Institute. His research examines rewards management, teamwork and employee well-being. Author of several books including “Human Resource Strategy” and “Exposing Pay,” Peter has published over 100 refereed journal articles. An elected Fellow of the Society of Industrial and Organizational Psychology and the Academy of Management, he served as an associate editor of Academy of Management Journal, and editor-in-chief of Academy of Management Discoveries. Peter currently serves as president-elect of the Academy of Management. Caroline Walsh is a vice president in Gartner’s HR practice. Her teams help HR leaders build and execute talent, diversity, rewards, and learning strategies and programs. Caroline has also led Gartner research teams on commercial banking strategy and leadership. She holds a bachelor’s degree in East Asian studies from Columbia University and a master’s degree in public affairs from Princeton University.
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Despite ongoing obstacles to diversity, equity and inclusion (DEI) initiatives — such as employee pushback — author and consultant Lily Zheng argues HR leaders should continue to drive DEI outcomes by balancing ownership with individual accountability. Lily joins the Talent Angle to offer advice from their book, “Reconstructing DEI: A Practitioner’s Workbook,” based on their book “DEI Deconstructed.” Lily situates the current DEI landscape within its broader history and outlines how DEI leaders can increase their impact while protecting their own well-being. They also dive into actionable steps for managers who want to advance DEI outcomes yet worry about saying or doing the right thing. Lily Zheng (they/them) is a no-nonsense DEI strategist, consultant, speaker and author who helps organizations and leaders achieve the DEI outcomes they aspire to. A dedicated practitioner and advocate named a Forbes D&I Trailblazer, 2021 DEI Influencer, and LinkedIn Top Voice on Racial Equity, Lily has been featured in the Harvard Business Review, New York Times and NPR. Their bestselling books, “DEI Deconstructed” and “Reconstructing DEI,” describe cutting-edge, accountable, and effective practices that can enable any leader to create the diverse, equitable and inclusive organizations we all deserve. Caroline Walsh is a managing vice president in Gartner’s HR practice. Her teams help HR leaders build and execute talent, diversity, rewards, and learning strategies and programs. Caroline has also led Gartner research teams on commercial banking strategy and leadership. She holds a bachelor’s degree in East Asian studies from Columbia University, and a master’s degree in public affairs from Princeton University.
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Employers and employees are putting in tremendous effort in trying to make work better. There are now more ways for employees to connect with each other, more opportunities to learn at work and more tools to help work get done than ever before. However, neither employers nor employees are seeing the expected increases in results such as productivity. Jessie Knight, vice president of research in the Gartner HR practice, joins the Talent Angle to discuss how organizations can shift their thinking on how people, skills and tools can work together for the betterment of everyone. Jessie Knight is a vice president of research in the Gartner HR practice. She leads research teams to identify best practices and new opportunities to address HR executives’ most urgent challenges. Her areas of focus include employee experience, organizational culture, change management and the future of work. Peter Aykens is the chief of research for Gartner’s HR practice. Peter is responsible for building and leading research teams within the practice to address clients’ key initiatives. Before his current role, he spent over 25 years at Gartner leading research teams focused on banking and financial services strategy, producing numerous studies that addressed business strategy, channels, marketing, customer experience and product challenges. He holds a bachelor’s degree in political science from St. Olaf College, a master’s degree in international politics from Aberystwyth University (formerly known as the University College of Wales, Aberystwyth) and a master’s degree and a doctorate in political science from Brown University.
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After working from home gained widespread adoption out of necessity, organizations must now optimize their remote work strategies for the long term. Stanford Professor Nicholas Bloom joins the Talent Angle to explain the implications of return-to-office mandates for organizations and their workforce. Drawing upon data on employee sentiment, workforce productivity and organizational performance, Bloom shares how organizations can set the right strategy for their context. He argues that, in many cases, remote work enables enough profitability to outweigh leaders’ concerns about productivity, and shares how to approach collaboration in a hybrid world. Nicholas Bloom is the William Eberle Professor of Economics at Stanford University. Nick’s research focuses on working from home, management practices and uncertainty. He previously worked at the U.K. Treasury, McKinsey & Company and the IFS. He has a BA from Cambridge, an MPhil from Oxford, and a PhD from University College London. Nick is a Fellow of the American Academy of Arts and Sciences, and the recipient of the Guggenheim and Sloan Fellowships, the Frisch Medal and a National Science Foundation Career Award. He was elected to Bloomberg50 for his advice on working from home. Caroline Walsh is a vice president in Gartner’s HR practice.Her teams help HR leaders build and execute talent, diversity, rewards, and learning strategies and programs. Caroline has also led Gartner research teams on commercial banking strategy and leadership. She holds a bachelor’s degree in East Asian studies from Columbia University, and a master’s degree in public affairs from Princeton University.
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Increased automation and use of tools like robotics and generative AI have fundamentally changed the expert-novice relationships that organizations and knowledge transfer are built on. Professor and author Matt Beane joins the Talent Angle to share his insights on how learning and development (L&D) leaders can play a strategic role in unlocking human ability in the age of intelligent machines. Drawing upon examples across industries and eras, Matt explains why challenge, complexity and connection are key drivers for effective learning in today’s working environment. Matt Beane is an assistant professor in the technology management program at the University of California, Santa Barbara. Matt does field research on work involving robots and AI to uncover systematic positive exceptions that we use across the broader world of work. He received his Ph.D. from the Sloan School of Management at the Massachusetts Institute of Technology in the information technologies department. Matt also took a two-year hiatus from his doctoral studies to help found and fund Humatics, an MIT-connected, full-stack IoT startup. Peter Aykens is the chief of research for Gartner’s HR practice. Aykens is responsible for building and leading research teams within the practice to address clients’ key initiatives. Before his current role, he spent over 25 years at Gartner leading research teams focused on banking and financial services strategy, producing numerous studies that addressed business strategy, channels, marketing, customer experience and product challenges. He holds a bachelor’s degree in political science from St. Olaf College, a master’s degree in international politics from Aberystwyth University (formerly known as the University College of Wales, Aberystwyth), and a master’s degree and a doctorate in political science from Brown University.
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Author Tiffani Bova argues organizations don’t see the strong connection between customer experience and employee experience. Despite continued investments in the customer experience, organizations tend to overlook how those changes affect how employees get work done. Tiffani lays out the components of her experience model — people, process, technology and culture — for addressing employee experience challenges and growing the business. She also shares advice for how HR leaders should make the business case for employee experience to other leaders and how organizations can hold themselves accountable through metrics. Tiffani is the former global growth evangelist at Salesforce and author of the Wall Street Journal bestselling book, “The Experience Mindset: Changing the Way You Think About Growth.” Her previous book “Growth IQ” was also a WSJ bestseller. Prior to working with Salesforce, she was a sales, marketing and customer service executive for startups and Fortune 500 companies. Tiffani is also a former Gartner distinguished analyst and research fellow. Caroline is a managing vice president in Gartner’s HR practice. Her teams help HR leaders build and execute talent, diversity, rewards, and learning strategies and programs. Caroline has also led Gartner research teams on commercial banking strategy and leadership. She holds a bachelor’s degree in East Asian studies from Columbia University, and a master’s degree in public affairs from Princeton University.
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Organizations often unknowingly send mixed signals to their employees. For example, they might encourage innovation but punish failure. Uri Gneezy, Ph.D., joins the Talent Angle to explain how organizations can structure incentives to unlock employees’ full potential. He explains how HR leaders can use incentives to nurture intrinsic motivation in employees and create habits in the workforce that support organizational performance.
Uri Gneezy, Ph.D., is the Epstein/Atkinson Endowed Chair in Behavioral Economics and professor of economics and strategy at the Rady School of Management at the University of California, San Diego. Before joining the Rady School, Gneezy was a faculty member at the University of Chicago, Technion and Haifa. Gneezy received his Ph.D. from the Center for Economic Research in Tilburg. Gneezy was born and raised in Israel, where he learned applied game theory firsthand in the streets of Tel Aviv.
Jessica Knight is a vice president of research in the Gartner HR practice. She leads research teams to identify best practices and new opportunities to address HR executives’ most urgent challenges. Her areas of focus include employee experience, organizational culture, change management and the future of work. -
Author and professor Mauro Guillén joins the Talent Angle to explain how generational labels, such as “baby boomers” or “millennials,” can be counterproductive in the workplace. Guillén offers an alternative vision of a postgenerational society and advocates for a workplace in which individuals are not confined by their age. He urges HR leaders to instill a “perennial” mindset in their organizations to foster intergenerational collaboration and engage diverse talent pools. Mauro F. Guillén is one of the most original thinkers at the Wharton School, where he is a professor of management and vice dean for the MBA for Executives Program. He combines his training as a sociologist at Yale and as a business economist in his native Spain to methodically identify and quantify the most promising opportunities at the intersection of demographic, economic and technological developments. He has received Fulbright and Guggenheim fellowships, was honored with the Aspen Institute’s Faculty Pioneer Award, and was elected to the Macro Organizational Behavior Society and the Sociological Research Association. Peter Aykens is chief of research in Gartner’s human resources practice. He is responsible for defining research coverage within the practice and building and leading research teams that address clients’ key initiatives. In prior roles at the firm, he spent over 25 years leading research teams focused on banking and financial services strategy, producing numerous studies that addressed business strategy, channels, marketing, customer experience and product issues in financial services. He holds a bachelor’s degree in political science from St. Olaf College; a master’s degree in international politics from the University College of Wales, Aberystwyth (now known as Aberystwyth University); and a master’s degree and a doctorate in political science from Brown University.
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In recent years, organizations have started to experiment with skills-based hiring by dropping degree requirements and other credentials in job postings to unlock new talent populations. However, a fully-realized skills-based hiring approach demands deep change in talent processes and hiring manager practices. To this point, most organizations have been unable to weave this method into the fabric of their talent strategy.
Joseph Fuller, professor at Harvard Business School, rejoins the Talent Angle to discuss his latest research: “Skills-Based Hiring: The Long Road from Pronouncements to Practice.” Joseph shares data to show the extent to which skills-based hiring commitments have translated to meaningful action, and offers practical guidance to help organizations broaden the aperture of their talent pools.
Joseph Fuller is a professor of management practice in general management at Harvard Business School and co-leads the school’s initiative, Managing the Future of Work. He founded the consulting firm Monitor Group, now Monitor Deloitte, and has worked with senior executives and policymakers on a wide variety of issues related to corporate strategy and national competitiveness.
Dion Love is a vice president of research and advisory services at Gartner. Dion is a labor market expert, focusing on global labor market trends and what they mean for organizations’ talent and business strategies, as well as broader social and economic issues. In his work at Gartner, Dion advises clients on key aspects of talent acquisition, including talent acquisition function planning and management, talent needs definition and internal recruiting, employment branding and recruitment marketing, and talent sourcing and selection. He has co-authored more than 12 strategic research studies at Gartner. His work has been featured in the Harvard Business Review and industry publications, as well as Gartner HR Leaders Monthly and Smarter With Gartner.
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When organizations break employee trust, Peter H. Kim argues those employees are less willing to go above and beyond to contribute to the organization. Peter, author of “How Trust Works,” goes on to detail why trust in institutions has been declining significantly, despite its importance to our work and lives. Peter explains why we mismanage and misunderstand trust and dives into counterintuitive findings from his research, such as why most people believe they are more effective assessors of trust than they actually are. He also shares why efforts to mitigate risk can have a negative impact on trust between employers and employees. Dr. Peter H. Kim is a professor of management and organization at the Marshall School of Business at the University of Southern California. His research on trust has been published in numerous scholarly journals, has received 10 national/international awards and has been featured by The New York Times, The Washington Post and National Public Radio. He’s the author of “How Trust Works: The Science of How Relationships Are Built, Broken, and Repaired.” His website is www.peterhkim.com. Jessica Knight is a vice president of research in the Gartner HR practice. She leads research teams to identify best practices and new opportunities to address HR executives’ most urgent challenges. Her areas of focus include employee experience, organizational culture, change management and the future of work.
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Three-fourths of HR leaders agree they will be lagging in organizational success if they do not adopt and implement generative AI (GenAI) in the next 12 to 24 months. However, GenAI’s long-term impact on jobs is yet to be determined, and as a result, organizations must prepare for multiple scenarios as they engage in workforce planning and adopt GenAI to their unique context. In this episode of the Talent Angle, Helen Poitevin, a distinguished vice president analyst at Gartner, shares a framework to help organizations evaluate the context-specific workforce impact of GenAI by identifying the market and technology drivers that matter for talent decisions. This Gartner model will help HR leaders establish workforce strategies as they align technology and business investments with talent implications. Helen Poitevin is a distinguished VP analyst with a focus on human capital management (HCM) technologies and advising clients on their HCM technology strategies. In HCM, areas of particular focus include talent analytics, voice of the employee analytics, workforce planning and AI in HCM. Ms. Poitevin also conducts research regarding the future of work with a focus on technology’s effect on how people will work, the gig economy, talent marketplaces and ecosystems, and future talent practices. Peter Aykens is the chief of research for Gartner’s HR practice. Mr. Aykens is responsible for building and leading research teams within the practice to address clients’ key initiatives. Before his current role, he spent over 25 years at Gartner leading research teams focused on banking and financial services strategy, producing numerous studies that addressed business strategy, channels, marketing, customer experience and product challenges. He holds a bachelor’s degree in political science from St. Olaf College, a master’s degree in international politics from Aberystwyth University (formerly known as the University College of Wales, Aberystwyth) and a master’s degree and a doctorate in political science from Brown University.
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In their pursuit of heightened productivity, organizations are leaving little room for failure. However, failures are an inevitable part of the innovation process and often serve as a precursor to breakthroughs. By solely focusing on productivity, organizations may be missing out on valuable opportunities for innovation that could propel them forward. In the worst-case scenarios, a failure-adverse climate can lead employees to hide concerns or problems, which can lead to potentially catastrophic issues.
Amy Edmondson, the Novartis Professor of Leadership and Management at the Harvard Business School and author of "Right Kind of Wrong: The Science of Failing Well," shares her expertise on the Talent Angle podcast, offering insights on how organizations should shift their mindset toward failure and embrace it as a catalyst for growth and improvement.
Amy C. Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School, is a management scholar best known for her research on psychological safety and team learning. She has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011 and was ranked No. 1 in 2021 and 2023. She is the author of eight books, including her most recent book, Right Kind of Wrong: The Science of Failing Well, and more than 100 academic articles.
Jessica Knight is a vice president of research in the Gartner HR practice. She leads research teams to identify best practices and new opportunities to address HR executives’ most urgent challenges. Her areas of focus include employee experience, organizational culture, change management and the future of work.
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Netta Jenkins, author of “The Inclusive Organization,” suggests that while organizations have made advances in DEI in recent years, political polarization and economic uncertainty have threatened to undo that progress. Jenkins joins the Gartner Talent Angle to share her advice on the current state of the DEI movement, and she charts a path forward for HR leaders. She unpacks her three “P” framework — people, practices and products — detailing how each “P” is essential to moving DEI forward within organizations. During the conversation, Jenkins also describes the often unrealistically high expectations put on DEI leaders to transform the organization, despite limited funding and staffing.
Netta Jenkins is a doctoral student and author of “The Inclusive Organization,” listed by Forbes as one of the Top 4 DEI books to read. She is CEO of AeroDEI, a DEI tool that helps organizations measure and quantify the impact of their DEI initiatives through gamifying the experience for employees. Jenkins has been advising corporations and audiences of all kinds for years on the most effective strategies to address inequitable gaps that led to a 300k+ LinkedIn audience and played a key factor in Forbes naming her as one of the Top 7 anti-racism consultants in the world. She has also given a ground-breaking TEDx talk, “Reimagining the Workplace.”
Peter Aykens is chief of research in Gartner’s human resources practice. Peter is responsible for defining research coverage within the practice and building and leading research teams in addressing clients’ key initiatives. In prior roles at the firm, Aykens spent over 25 years leading research teams focused on banking and financial services strategy, producing numerous studies that addressed business strategy, channel marketing, customer experience and product issues in financial services. He holds a B.A. in political science from St. Olaf College; an MSc. (Econ) degree in international politics from the University College of Wales, Aberystwyth; and an M.A. and Ph.D. in political science from Brown University.
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