I’m teaching at Kellogg this spring term, although it didn’t feel much like spring when I got out of a cab this morning at O’Hare…
The course is “Personnel Strategy” and applies economics to think through the link between a firm’s human resource decisions and its overall strategy. Topics include hiring, human capital, turnover and retention, reward systems (promotions, career-concerns, benefits vs. wages), labor market discrimination, and more. It’s designed for general managers and consultants, rather than people who want careers as HR administrators.
And here’s some food for thought (courtesty of David Brooks at the NYT), for students in the class and others who are interested in this topic. Brooks is a bit critical of how firms hire, and paints what might be an attractive alternative. But you might ask yourself… If the way we do it is so wrong, then why do we do it that way? And what are the potential problems with the alternatives he proposes?
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