Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School of the University Pennsylvania and Director of Wharton’s Center for Human Resources. He is also a Research Associate at the National Bureau of Economic Research in Cambridge, MA, served as Senior Advisor to the Kingdom of Bahrain for Employment Policy from 2003-2005, and since 2007 is a Distinguished Scholar of the Ministry of Manpower for Singapore. He has degrees in industrial relations from Cornell University and in labor economics from Oxford where he was a Fulbright Scholar. He has been a Guest Scholar at the Brookings Institution, a German Marshall Fund Fellow, and a faculty member at MIT, the University of Illinois, and the University of California at Berkeley. He was a staff member on the U.S. Secretary of Labor’s Commission on Workforce Quality and Labor Market Efficiency from 1988-’90, Co-Director of the U.S. Department of Education’s National Center on the Educational Quality of the Workforce, and a member of the Executive Committee of the U.S. Department of Education’s National Center on Post-Secondary Improvement at Stanford University. Professor Cappelli has served on three committees of the National Academy of Sciences and three panels of the National Goals for Education. He was recently named by HR Magazine as one of the top 5 most influential thinkers in management and was elected a fellow of the National Academy of Human Resources. He received the 2009 PRO award from the International Association of Corporate and Professional Recruiters for contributions to human resources. He serves on Global Agenda Council on Employment for the World Economic Forum and a number of advisory boards.
Professor Cappelli’s recent research examines changes in employment relations in the U.S. and their implications. These publications include The New Deal at Work: Managing the Market-Driven Workforce, which examines the decline in lifetime employment relationships, Talent Management: Managing Talent in an Age of Uncertainty, which outlines the strategies that employers should consider in developing and managing talent (named a “best business book” for 2008 by Booz-Allen), and The India Way: How India’s Top Business Leaders are Revolutionizing Management (with colleagues), which describes a mission-driven and employee-focused approach to strategy and competitiveness. His 2010 book Managing the Older Worker (with Bill Novelli) dispels myths about older workers and describes how employers can best engage them. Why Good People Can’t Get Jobs (2012) identifies shortfalls with current hiring practices and training practices and has been excerpted in Time Magazine (online) and reviewed in the Wall Street Journal, The New Yorker, and most major business publications. Related work on managing retention, electronic recruiting, and changing career paths appears in the Harvard Business Review.
Upcoming Conference Sessions Featuring Peter Cappelli, Ph.D.
In this session, we will learn how agile approaches to projects and work make new demands on the businesses that use them, especially in human resources. Among these are the continuing efforts to eliminate annual performance reviews and shifts toward continuous feedback. Similar changes are underway in adapting the recruiting process to a more flexible approach, again with more feedback from clients. HR practices themselves are being developed and designed in agile ways, eliminating plans and timelines – in some cases even pilot projects – and instead using iterative approaches that adjust the practices to reactions from employees as they are being developed.
You will learn:
The key elements of agile approaches
The practices in HR as well as in areas like finance that conflict with agile methods
How to make the choice: whether agile approaches make sense for your operations or parts of them
Content Featuring Peter Cappelli, Ph.D.
The shortage of STEM talent is impacting your business whether you realize it or not. Find out how you can stem the tide and address the skills shortage in the short-term and the long run.