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Category: Human Resources

Simplifying diversification spells success for Vale

Posted by MIT Sloan Executive Education - 4 days ago

MIT Sloan Custom Programs

When it comes to business, diversification is a good thing, but one that is rarely simple. Especially when the company is the largest diversified mining company in the Americas—with international operations on five continents.
Such is the case with Companhia Vale de Rio Doce (Vale), a company that has evolved from public to private ownership since its beginning in l942, and today has expanded into the electric power and aluminum industries. With this growth comes success, but also its share of challenges.

In an effort to build Vale into one of three leading global firms in the mining industry, company executives realized several years ago that they needed to take steps to unify their management tier through a shared vision and cohesive practices. They also agreed that it was important to align Vale’s infrastructure, which had become an unwieldy combination of acquisitions and global offices. To meet these goals, key managers needed to acquire new knowledge and skills that supported the company’s ambitious mission. The executive team at Vale selected MIT Sloan Custom Programs to help them fulfill this mission because they felt a leading-edge business school with a technology bent would be the ideal partner.

“We needed to think hard how to lead the business as a whole and oversee its strategic transition from a state-based company to a private, globally-focused company. In MIT Sloan, we found great people totally committed to our transformation,” said Marco Dalpozzo, Vale’s Human Resources and Organizational Development Director.

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Gaining competitive advantage with people analytics

Posted by MIT Sloan Executive Education - 6 months and 20 days ago

Gaining Competitive Advantage with People Analytics

In the past decade, analytics have taken significant guesswork out of decision making and scenario planning in fields like sports and finance, replacing gut feeling with big data. In the years since Tom Davenport's bestselling Competing on Analytics: The New Science of Winning, organizations have used data and analytics to identify their most profitable customers, accelerate product innovation, optimize supply chains and pricing, and leverage the true drivers of financial performance.

Analytics is now coming of age in the World of Work, bringing a healthy dose of science to the art of human resource management. While most hiring, management, promotion, and rewards decisions are based on intuition and corporate belief systems, "people analytics" offers a more data-driven approach to making those decisions. Recent studies are showing how the application of science to the selection, management, and alignment of people can result in better hires, significantly increased profits, and even a correction of systemic workplace bias.

Better HR decisions with data

It makes perfect sense: just as finance, operations, and business units have volumes of data, so does the HR function—companies are loaded with employee and performance data. Leading-edge organizations are building analytics teams and adopting more sophisticated analytics tools in an effort to enhance their competitive advantage and attract and retain top talent in increasingly talent-constrained industries. They are using their data to analyze flight risk, identify characteristics of high-performing sales and service teams, predict compliance risks, assess engagement and culture, and identify leadership candidates.

Here are some of the ways analytics are being used to improve the management of human capital across various industries:

  • The sports industry has been a pioneer in the analytics revolution, using data to win games and run profitable businesses, and the implication of these techniques continues to evolve. As reported by Davenport and co-authors Jeanne Harris and Jeremy Shapiro in an article for Harvard Business Review, the soccer team AC Milan created its own biomedical research unit to help the team gauge players’ health and fitness (drawing on 60,000+ data points for each player) and to help make contract decisions.
  • Analytics can be used to help correct workplace bias. According to groundbreaking studies by MIT Sloan Professor Emilio Castilla, merit-based reward practices can unintentionally lead to pay disparities based on gender, race, and national origin—the very biases that those systems seek to prevent. People analytics can play a key role in defining clear processes and criteria for hiring and evaluating employees. (In 2017, Castilla will lead a new MIT Sloan Executive Education program, Leading People at Work: Strategies for Talent Analytics, which focuses on the strategies that can be used to successfully design and implement people analytics in an organization.)

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Studies show gender gap still exists on scientific advisory boards

Posted by MIT Sloan Executive Education - 4 years and 27 days ago

While the number of women holding positions on scientific advisory boards (SAB) is increasing, it may come as a surprise that those numbers are still low.

According to the U.S. National Science Foundation, although the proportion of women in industrial and academic science is on the rise—women make up 25 percent of tenured academics in science and engineering and more than 25 percent of industry scientists in research and development—when it comes to women serving on SABs, the numbers aren’t as positive. And, women are losing out because of it: membership on these boards is not without its advantages, including access to promising research, consulting opportunities, and monetary rewards.

paper published last October by MIT Sloan Professor Fiona Murray, along with Toby Stuart at the University of California, Berkeley, and Waverly Ding at the University of Maryland in College Park, examined the gender gap in corporate SABs. As part of the study, they reviewed a national sample of 6,000 life scientists whose careers span more than 30 years. In addition, the group looked at all publicly available lists of U.S. biotech SABs, including about 500 companies.

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