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Executive guides emerging HR leaders, with inspiration from Cornell certificate programs

Sun Holdings’ VP of Human Resources Laura McLand (left) conducts an Executive HR Roundtable at the 2025 Employee Benefits & Total Rewards Summit in Las Colinas, Texas.
Sun Holdings’ VP of Human Resources Laura McLand (left) conducts an Executive HR Roundtable at the 2025 Employee Benefits & Total Rewards Summit in Las Colinas, Texas. (Laura McLand/Provided)

Change comes fast in the dynamic and demanding private equity industry. Laura McLand faced this reality 20 years ago when she, an executive assistant to the president and CEO of an investment firm, was suddenly tasked with processing the company’s payroll.

“It was a deer-in-the-headlights moment,” said McLand, now vice president of human resources at Sun Holdings, the second-largest franchise organization in the U.S. “At that time, my experience in payroll was non-existent. The CEO had much more confidence than I did that I could learn the process in time for the next payroll.”

Her decision to accept the challenge rather than resist the responsibility changed her career. “That decision spearheaded my love for human resources, and I never looked back,” she said.

But McLand needed to gain the HR skills to succeed.

Read more on the Chronicle.

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Digital marketing certificate helps hospitality professionals drive customer engagement

Professionals working on documents at a conference room table

As consumers increasingly rely on online resources to make travel and hospitality decisions, businesses must adapt their marketing strategies to meet customers where they are. But what constitutes a successful strategy in an increasingly saturated market?

In the Hospitality Digital Marketing certificate program, associate professor Rob Kwortnik and former clinical professor Bill Carroll — both from the Cornell Nolan School of Hotel Administration — present an approach based on foundational hospitality marketing concepts and principles designed to integrate a company’s brand communications across media channels.

“Today’s hospitality consumers make decisions across multiple digital touchpoints before they ever walk through your door. This program teaches professionals how to create and execute marketing strategies that reach guests with messaging that resonates,” Kwortnik said.

Through a detailed case study of a fictional Baltimore hotel, participants learn to develop comprehensive integrated marketing communications (IMC) strategies that create consistent cross-channel brand experiences. Courses include Marketing Hospitality Brands Through Digital Media, Implementing Brand Strategy Through Digital Media, Communicating the Brand Across Marketing Media and Success Metrics for Hospitality Digital Marketing.

“We guide participants through building a complete IMC strategy for a hotel,” Kwortnik said. “They learn to identify their target market, develop creative strategies and optimize their online presence. These are skills they can immediately apply to their own properties.”

The coursework covers shaping consumers’ brand beliefs, developing website and search engine marketing strategies and content creation for social media and online communities. Participants also explore the full suite of traditional media, including print, radio, television and public relations. Working with real-world scenarios, professionals learn to adapt to shifting market conditions and evolving media landscapes — and they understand how to measure the success of their IMC activities.

“The hospitality industry’s future belongs to professionals who understand how to connect with guests in meaningful ways through digital marketing,” Kwortnik said. “This program prepares leaders to shape that future while staying true to the fundamentals of hospitality excellence.”

Year-long, free access to the Hospitality and Marketing Symposia are available as part of the program. The sessions enable learners to engage in real-time conversations on essential hospitality industry topics and trends with professional peers and experts from the Cornell community and beyond.

Learn to lead digital evolution in hospitality marketing. Enroll in Cornell’s Hospitality Digital Marketing certificate program.

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Professionals sharpen business, legal communication in certificate program

Two peoples' hands over a paper, marking up a document

Whether drafting a critical email or examining a business issue, professionals in every role need strong analytical and persuasive communication skills. Cornell’s Legal Writing and Communication certificate program strengthens essential legal writing skills for leaders across industries.

According to the program’s faculty author Michelle Whelan, a clinical professor of law and associate dean for diversity, equity and inclusion at Cornell Law School, every written word can carry legal implications.

“Whether you are an employee or CEO, you need to understand all the myriad ways you could be interacting, directly or indirectly, with an attorney,” Whelan said. “Even if you don’t interact regularly with legal counsel, you need to appreciate how this can connect with your work and how your life intersects.”

The program includes four courses: Maximizing Your Value in the Attorney-Client Relationship, Evaluating the Impact of Legal Documents, Composing Documents That Help Lawyers and Writing and Persuading Like a Lawyer.

Whelan charts the ways in which a company’s employees could come to the attention of the company’s attorney. Learners explore how to maximize value in an attorney-client relationship through proper communication and how documentation — including emails and other written communication — can help or hurt during litigation.

Participants explore best practices for building relationships with organizational legal teams, techniques for effective witness interviewing and workplace incident reporting and common misconceptions about business documentation.

“There’s a lot of talk about ‘don’t create this document’ or ‘don’t put everything down in writing.’ But for a company to function, they need documents for institutional memory, and that’s just how they function,” Whelan said. “The program helps employees understand how to create documents that are useful and not harmful.”

“What are the things that you should be looking for that are helpful for the company and the company’s attorney? The program walks through how to effectively gather information from a witness and then it turns to putting that down on paper,” she said.

While these skills are necessary for legal issues, focused expertise in these areas can help professionals excel in any field. As persuasive communication is the core of the program, Whelan emphasizes how impactful the courses can be for anyone in business.

“Persuasion is everywhere you look, no matter what you do, no matter what your role is, and this program teaches students that they’ve been using persuasion all their lives. It’s easy then to transfer some of those concepts, skills and knowledge into a persuasive document that objectively analyzes an issue using the four-step analysis that every good lawyer runs through to analyze an issue to come up with a solid, sound conclusion that’s backed by solid reasoning. And then, once you have that, you can turn it into a document that convinces or persuades.”

Whelan notes that it is important for professionals to think beyond what their business does with an attorney. “There are also specific ways that an employee interacts with an attorney, such as being asked to serve as a witness on behalf of the corporation,” she said. “One day, everybody out there could be asked to do that.”

Build your confidence in persuasive business and legal communication — enroll in the Legal Writing and Communication certificate program today!

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4 AI insights for executives, corporate boards

Ai in the Boardroom Cornell Keynote. Clockwise from left: Partners at Cleary Gottlieb Steen & Hamilton LLP James Hu, Angela Dunning, Chase Kaniecki, Lillian Tsu, Benet O’Reilly and D. Bruce Hoffman.

Understanding AI’s impact and ensuring its responsible implementation is essential for board members and senior executives looking to stay ahead in today’s fast-evolving corporate landscape. In a Cornell Keynote, legal professionals from Cleary Gottlieb Steen & Hamilton LLP shared what top management needs to know about navigating the opportunities and challenges AI brings to the boardroom.

  1. Navigating intellectual property (IP) challenges.

Many generative AI tools feature a public-facing platform in which users enter text prompts to generate new works, such as text, images or songs. However, because these AI models are trained on extensive datasets, often sourced from the internet, AI may create outputs based on copyrighted material.

There are currently around two dozen IP litigation cases in the United States concerning the training and output of generative AI models, including OpenAI’s ChatGPT and Google’s Imagen. “The key question is whether courts will find that the training of these models was fair use or infringing,” explained Angela Dunning, a partner who focuses on commercial litigation.

If the courts rule that AI training methods are not fair use, the development of these tools could change significantly, potentially affecting their availability and competitiveness, especially in the international market.

“The United States Copyright Office has taken the position that AI-generated outputs are not protected under U.S. copyright law because they are not authored by a human,” said Dunning. “This is now in conflict with some jurisdictions around the world, such as the EU’s AI ACT, which may impose restrictions on the use of copyrighted content for AI training and apply them to AI models globally if their output comes into Europe.”

As companies increasingly incorporate AI technology into their workplaces, board members should ensure that their companies have robust policies in place to mitigate IP risks, such as obtaining proper licenses for training data and regularly reviewing compliance with evolving laws. Proactively addressing these challenges can help protect the company’s innovations and preserve its competitive advantage in the market.

  1. Addressing SEC disclosure requirements.

Erik Gerding, director of the SEC Division of Corporate Finance, recently released a statement signaling AI as a disclosure priority for the SEC and compelling companies to be as detailed as possible in their annual reports, including identifying how the company defines AI and how the technology could benefit the company’s operational outcomes, financial condition and growth potential.

Specificity is crucial for general counsels and legal teams submitting AI disclosures to the SEC. “The SEC is focused on making sure that disclosures public companies make on AI and the opportunities it presents are tailored to that company rather than being a generic boilerplate disclosure,” noted Lillian Tsu, a partner specializing in securities and capital markets transactions.

Tsu also highlights the importance of attending to the material risks of AI technology, as the data that AI generates are predictions, not conclusions. “In other words, the disclosure should not be divorced from what is happening in reality,” added James Hu, a partner who focuses on merger and acquisition (M&A) transactions.

By adhering to these guidelines, companies not only comply with SEC requirements but also foster greater transparency and trust with stakeholders. Comprehensive and tailored AI disclosures reflect a company’s commitment to responsible innovation, offering a clear view of how AI integration aligns with the company’s strategic goals and risk management practices. 

  1. Understanding antitrust implications.

According to D. Bruce Hoffman, a partner whose practice focuses on antitrust enforcement, AI introduces four significant issues on the antitrust front: the use of AI for collusion, unilateral conduct, mergers and compliance with the Robinson-Patman Act.

The use of AI for collusion has garnered the most attention from antitrust enforcers such as the Department of Justice and the Federal Trade Commission due to concerns that AI systems could enable competitors to coordinate pricing or other market behaviors. 

“The Department of Justice has drawn an analogy stating that AI, in this context, is no different from a person. If competing companies were to send their cost data to this person who then instructed them to charge the same price, that would constitute collusion. This can potentially lead to antitrust trouble as well as exposure to civil problems,” said Hoffman.

Another issue is the role of AI in unilateral conduct, particularly in monopolization cases. AI systems could make decisions that, while rational, could be seen as anticompetitive if they harm competitors in ways that violate Section 2 of the Sherman Act. The challenge for antitrust enforcers will be determining when an AI’s autonomous actions cross the line from aggressive competition to unlawful conduct.

  1. Leveraging AI in M&A.

AI is quickly becoming a driver of M&A activities as companies look to strengthen their competitive edge. Benet J. O’Reilly, a partner specializing in mergers and acquisitions, notes that AI is a hot investment area, with firms either developing AI in-house or acquiring third-party tools to integrate into their operations.

This surge in AI-driven M&A is fueled by the need to stay ahead in a rapidly evolving technological landscape. Companies are not only seeking innovative technologies but also the talent and expertise behind them. “Talent acquisitions are crucial because they not only bring valuable technology in-house but also prevent that talent from being available to competitors,” explained O’Reilly.

However, integrating these AI-focused teams into larger, more traditional organizations can be challenging. Companies must strike a balance between maintaining the creativity and agility of these teams while aligning them with broader corporate objectives — a process requires careful planning and a willingness to adapt. 

As AI reshapes industries, M&A deals may become more prevalent, with companies increasingly turning to strategic acquisitions to build out their AI capabilities. For executives, understanding the complexities of these transactions will be crucial.

 

For more insights on approaching AI-related developments in the boardroom, experience the full Keynote “Artificial Intelligence in the Boardroom: What Board and Senior Executives Need To Know” on the eCornell website. 

This Keynote is part of  a series of discussions leading up to eCornell’s 2025 Board of Directors Forum. Register now for the opportunity to network and share best practices on cybersecurity, supply chains, data and AI, and earn a Cornell Tech Board of Directors Forum certificate from Cornell Tech.

 

Photo: Clockwise from left: Partners at Cleary Gottlieb Steen & Hamilton LLP James Hu, Angela Dunning, Chase Kaniecki, Lillian Tsu, Benet O’Reilly and D. Bruce Hoffman.

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3 ways to protect honeybees — as keepers and community members

A honeybee sits on top of four rows of honey combs.

In 2023, the United States  lost 48% of its agriculturally managed honey bee colonies in an unprecedented year. But the issue is more complex than the statistics can communicate.

In a Cornell Keynote from eCornell, Marina Caillaud, a lecturer of entomology in the College of Agriculture and Life Sciences (CALS), explains honey bee decline — which is tracked in data from the United States Department of Agriculture — and shares how experts and individuals can help with honey bee conservation. Caillaud and the Cornell Dyce Lab for Honey Bee Studies, housed in CALS, offer three ways we can protect and maintain bee populations.

1. Plan for your environment.

For beekeepers, the health of the hive is key, and the environment is a major factor. Many of the health challenges bees face come from the environment: pesticides, stress, droughts or poor nutrition. Before starting your own beehive, you must understand your own local weather conditions as well as the risks that come with them. If you live in drier conditions, be sure to prioritize water sources for your bees.

Further, the location of your beehive is essential to its success, so be sure to pick a location with plenty of sunlight and protection from the wind. Ensure that nectar or pollen is within 500 feet of the hive. Even though honey bees can travel three miles to forage for food, closer sources optimize energy conservation and honey production.

2. Understand the complex global status of honey bees

While honeybees are at the center of pollination for ecosystems and agriculture, the bee population is not a monolith. There are over 4,000 species of bees in the U.S., all of which have different needs. Sometimes, honey bee cultivation can put other pollinators at risk, especially when the hives increase competition for resources, increase the spread of diseases, and alter the natural habitat. As a result, it is important to ensure that your honey bee cultivation does not harm these other important subsections of our ecosystem. Provide adequate food and water, ensure your tools are clean so they don’t infect your hives or others and maintain the integrity of the natural landscape around your hive.

3. Collaborate with your community.

Even if you are not planning to keep honey bees, it is still important to keep your space friendly for visiting bees. To counteract the threats of habitat loss and pesticides, individuals can make improvements to their lawns. 

The easiest step is to remove pesticides. While helpful to combat weeds, these chemicals are toxic to bees and can run off into neighboring waterways. The next step is to include plants that support pollination for most of the year. Bees love bright-colored flowers — especially purple, blue, white and violet — so you can do this while still maintaining a beautiful garden. To start, research native species in your area that specialize in pollen production. Then diversify your selections. Choose a few that are perennial and annual, so bees can continuously trust your area for pollination.

Seize opportunities to learn new beekeeping skills.

Faculty from Cornell University have designed online beekeeping certificate programs to guide you through your beekeeping practice. A five-week course from the Cornell College of Agriculture and Life Sciences is also available online through eCornell.

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Certificate program primes professionals for risk analysis in business

Computer mainframe lit up by blue light. Small dots of red and yellow punctuate the rest of the mainframe with several computer chips.

Every company and venture comes with risk. In eCornell’s Risk Analysis certificate program, developed by Linda Nozick, director of the Department of Civil and Environmental Engineering at Cornell, professionals learn how individuals and businesses can avoid, mitigate, share and diversify risks. The certificate includes four key modules: risk analysis foundations, risk evaluations, risk modeling and risk perception.

In a recent conversation with eCornell, Nozick discussed how the program charts out risk in a quantitative and statistically focused manner.

How do we quantify risk?

“Measuring risk is actually really difficult. It is one thing to say: Something’s risky. But once you have to ask ‘how risky,’ you have this question of how to put that risk in context with other risks. And we can talk about this really in an interesting way, when we think about valuing human life or how we handle risk in the public sphere. We make very different decisions about investment for risk mitigation on the highway system than we do in a nuclear power plant. You see the massive difference in funding. We try to illustrate that by looking at specific application domains and statistics with understanding that probability distribution. How likely is an outcome and how bad is it?”

What is risk perception and how does risk attitude affect decision making?

“Risk has a lot to do with how people interpret things, and we don’t interpret them all the same way. And so I think it’s important in the risk space to kind of understand how your perceptions, your attitudes toward risk make you more vulnerable to risks or help you mitigate risks. Somebody who’s really risk prone doesn’t worry so much about risk, and they take more risks than their company would like them to. You are trying to understand how risk attitudes affect decision making. Attitudes actually do drive how you make choices . . . that’s really what this whole thing is about: How does your mental headspace impact your decision making when it comes to risk?”

Is this course content constrained to risk professionals?

“Not at all. This course really is agnostic with respect to the application domain. We talk about financial risk. We talk about health risks. We talk about all sorts of risks. There really is that opportunity to see the applications across different types of business professionals and roles and industries, which could really give folks interesting perspectives and a lot of fundamentals as they’re changing careers or moving up in their career.”

Equip yourself with the tools to identify risks and apply strategies that protect you and your hard work — no matter your industry — in eCornell’s Risk Analysis certificate program. Learn more and enroll now.

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Leaders examine global economic risks in International Business Law certificate program

Gavel in foreground, world map in background.

From repeat wholesale international transactions to the one-time hire of a consultant abroad, companies of all sizes must now understand the liabilities they might take on during global business operations. Celia Bigoness, a clinical professor at the Cornell Law School and director of the Blassberg-Rice Center for Entrepreneurship Law, developed eCornell’s International Business Law certificate to help professionals understand and mitigate business risks. Bigoness recently discussed her online certificate with the eCornell team.

Why would a ‘domestic business’ need an understanding of international law?

“We tried to make sure that this course would be relevant for a whole variety of companies and individuals, including many who may not think they are necessarily involved in cross-border transactions. So, for example, there’s a module on dealing with tariffs — you could be in a company that thinks that what they do is purely domestic, but the [company] may import products or be looking to import products in the future. There could be cost implications there, and they [need to] understand how to deal with tariffs.”

What tools can businesses use to protect themselves from liability?

“Professionals should be able to look at a particular business strategy or a particular question or set of facts and be able to identify the red flags there, to be able to ask: How is [hiring a consultant in Venezuela] different from hiring a consultant in New York state? What are the risks that a business takes on when it is operating outside of its home environment? And how can that business begin to identify those risks, prioritize them and figure out which risks are acceptable and which risks are not. And then, as a practical matter, once you’ve said the risks are not acceptable, ask ‘what do we do about it?’ That’s where we get into a specific sort of contract techniques and other ways outside of a contract in which a business can protect itself. For example, getting insurance against a specific foreign risk.”

How does the course respond to an evolving geopolitical world?

“We rely heavily on a case study method … and we focus particularly on political risks. What if you are doing business in a country that has a change in leadership which is hostile to working with Americans, or, more broadly, more hostile to working with foreign investors. [The government] may decide that it wants to take action against foreign investors, and that action could be everything ranging from expropriation at the most extreme level to something that is much more common, such as raising taxes or saying you can no longer send American workers. What do you do? What rights do you have as a U.S. business when a foreign government seeks to put pressure on you?

Gain the tools to understand your business’ place in the increasingly globalized world in the International Business Law certificate program from Cornell. Learn more and enroll now.

Quotes have been edited for length and clarity.

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Cornell Keynotes podcast: AI today – laws, ethics and protecting your work

Abstract multi-colored objects on blue background

Understanding the ethical and legal use of AI is important for any business. In a new episode of the Cornell Keynotes podcast from eCornell and the fourth installment of the “Generative AI” series, Cornell Tech professor Karan Girotra pairs up with professor Frank Pasquale from Cornell Law School to discuss the laws and ethics of generative AI while looking at performance guarantees as well as unintended consequences and outcomes.

The conversation highlights how organizations in finance, health, education, media and manufacturing are using these technologies in clever ways and charts a path for the next generation of use cases — ones that go beyond using assistants to enhance individual productivity.

Read more on the Chronicle.

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Cornell Keynotes podcast: Real estate right now

Four speakers on screen during a virtual panel

Post-pandemic real estate markets present many interesting opportunities, despite their ongoing challenges. While “back-to-office” efforts remain weak in many urban cores, those same downtowns are experiencing booming retail, entertainment and cultural visitation.

In a new episode of the Cornell Keynotes podcast from eCornell, Associate Professor Emeritus Jan deRoos and senior lecturers Jeanne Varney and Daniel Lebret from the Cornell Nolan School of Hotel Administration explore the forces driving real estate market trends and delve into recent efforts to convert “office-to-anything-else” spaces.

Read more on the Chronicle.