Beyond winning and losing: Reframing negotiation as a collaborative journey

Mastering negotiation is essential in both personal and professional settings. While typically perceived as a win-lose battle, reframing negotiation as a collaborative process can allow all parties to reach their desired results.

In a recent Cornell Keynotes webcast, “The Art of Negotiation,” Tarcisio Alvarez-Rivero, a lecturer at Cornell’s Jeb E. Brooks School of Public Policy and retired senior staff member of the United Nations, shared his strategies for successful negotiation, including approaching negotiations with empathy and recognizing the underlying interests of your counterpart.

How can people view negotiations as opportunities for mutual gain instead of confrontations?

“When you shift your view to make negotiation an exercise in cooperation, you get to the point where you understand why the other person is there, what they need and why they need it. Oftentimes, depending on how well you prepare and who the other person you’re talking to is, I recommend telling the other person, ‘I want this because of this.’ Sometimes, a show of vulnerability puts a little bit of onus on the other person to be just as vulnerable and just as honest.

You need to give the other person space to be in their position. It’s okay for them to want what they want for the reason that they want. You’re not there to judge them. You’re there to try to find a way to satisfy your and their respective interests as much as possible. And that’s your purpose in negotiations. It’s not extracting value. It’s you getting value.”

How can you turn an adversary into a partner during negotiations?

“Part of being a good negotiator is having a significant amount of humility. When my U.N. team dispatched me to Germany to ask for funding, my job in that conversation was to – as quickly as possible – establish why the woman in charge of funding gave me an audience. What was the need she was hoping we’d satisfy? After asking her a few questions, I understood that their business model was changing and that they were being encouraged to find more partners in the field as opposed to having their own teams in the field.

Once I realized that she was talking to us to explore if we would be good partners, the conversation shifted. I was no longer looking for money. Now I’m looking for a partner. So, what I chose to talk about from that moment on was completely different from what I prepared. But it was from the point of humility to understand that I wasn’t entitled to have that conversation. She wanted me in the conversation. It was my job to figure out why she wanted me there.”

How can you prepare to negotiate when you share little common ground with the other party?

“Most people have online profiles. At some point, I realized that if I went into people’s – back then, Twitter, now X – or any other account, I could learn a lot about them. In particular, you learn a lot about them in their use of emojis. Emojis tell you whether they like something or they dislike something. They don’t have to write it. They just have to show you the face.

I found that one person I had to negotiate with liked dogs, and I grew up with dogs, so we had something in common. I realized I could now talk to this person at a level that I would otherwise not have known. If the situation got to the point where there was nothing to talk about, I could talk about dogs. So that’s one opportunity that you have to sort of soften the situation.”

How do we account for profound cultural differences among negotiating parties?

“I always recommend creating a persona for the person you’re dealing with. Depending on the culture, you will find that certain things are more or less a pattern. For example, certain cultures are more fixed on timing, right? They want to start at a specific time, finish at a specific time. They want structure in the negotiation. They relish more formal conversation than informal conversation. In some cultures, people like negotiating more in groups or not making decisions immediately. Some people value a handshake more than a written contract. Those things tend to run on a cultural basis.

Now, you’re also talking about biases. And you also understand that certain cultures come with certain sets of biases. It doesn’t mean that you bless the bias. It just means that you accept the fact that you might hear something from that person that sounds like a bias to you. But if you’re prepared to hear it, then you know how you’re going to react to it.”

Why is it important that negotiators view compromise as a last resort?

“Compromise is when we give up 10% and get nothing out of it. If you offer someone a 10% discount and they immediately accept it, you start wondering, ‘Did I give up too fast?’ It is completely unnecessary to compromise as a default position.

If you prepare correctly, make an effort to understand where the other person is and know where you want to be, then there’s a lot you can do to avoid that moment of compromise. Compromise should only occur with full awareness that you did everything you could to avoid that process, but I don’t recommend it.”

How can negotiating parties avoid a power struggle in their conversations?

“I always recommended standing up, getting coffee. I like walking with somebody. I like having a situation where people are not fixed to the ground. They tend to take positions if they’re sitting across the table from you. They don’t take the same position if you’re just talking to them with a coffee in your hand.

Most of the time, I recommend going to a neutral place that’s nice and close to food so that people relax. Then, you can have a different level of conversation. Putting somebody on the defensive by taking them to your own office is probably going to be counterproductive.”

Interested in learning more? Explore Tarcisio Alvarez-Rivero’s Negotiating Policy Solutions course offered by eCornell. For a deeper dive into negotiation skills, consider eCornell’s certificates Persuasive Communication or Negotiation Mastery.

This Q&A has been edited for length and clarity. Experience the full Keynote for “The Art of Negotiation” on the eCornell website.

Cornell Keynotes podcast: Current trends in generative AI tech

Handshake between a human hand and a robot hand, each extending from laptop computers

Each day brings a new headline on artificial intelligence. Which stories should capture our attention and which are just clickbait?

In a new episode of the Cornell Keynotes podcast from eCornell, Karan Girotra — the Charles H. Dyson Family Professor of Management and professor of operations, technology and innovation at the Cornell SC Johnson College of Business and Cornell Tech — explains the current capabilities of AI and shares the most newsworthy updates about the technology.

Listen to Episode 35, AI Today: Current Trends in Generative AI Tech and read more on the Chronicle.

Cornell Keynotes podcast: Are noncompetes really dead?

Professor Stewart Schwab discusses Robert Katzmann's book "Judging Statutes" at a 2016 Book Talk.

When the Federal Trade Commission’s recent ruling takes effect in September, noncompete agreements will be over. Or will they?

In a new episode of the Cornell Keynotes podcast from eCornell, Cornell Law School professor Stewart J. Schwab and host Chris Wofford discuss the history of noncompetes and why the FTC might not have the final say.

The FTC estimates that one in five American employees are bound by noncompete agreements that impose time or location restrictions on their ability to pursue work with or create competitor companies. In April, the FTC issued a rule banning noncompetes with the intent to “generate over 8,500 new businesses each year, raise worker wages, lower health care costs and boost innovation.”

Will a court issue an injunction against the rule? Does the FTC even have the power to make the call on noncompetes?

Listen to Episode 34: “Are Noncompetes Really Dead?” and read more on the Chronicle.

Navigate Change with eCornell

We know the saying — the only constant in life is change.

Are you prepared to thrive in an ever-changing professional landscape? Being able to navigate change plays a pivotal role in shaping successful careers and organizations. That’s why we’ve designed a diverse range of online certificates and courses, all authored by faculty experts at Cornell University, to equip you with key skills and knowledge needed to pursue change and excel amidst change. 

Here’s a curated list of our programs that support change:

 

1. Change Management Certificate

Learn to anticipate change as a leader and sustain the momentum of your change management initiatives.

  • School: Cornell SC Johnson College of Business
  • Courses: 4 core, 2 elective, plus access to a Live Leadership Symposium
  • Time Commitment: 3 months
  • Faculty Authors: 
    • Cathy Enz, Professor Emeritus, Cornell Nolan School of Hotel Administration
    • Samuel Bacharach, Professor, Cornell ILR School
    • Glen Dowell, Professor, Cornell SC Johnson College of Business
    • Kate Walsh, Dean, Cornell Nolan School of Hotel Administration
    • Jan Katz, Senior Lecturer, Cornell Nolan School of Hotel Administration
    • Risa Mish, Professor, Cornell SC Johnson College of Business
    • Rohit Verma, Professor, Cornell Nolan School of Hotel Administration
    • Angela Noble-Grange, Senior Lecturer, Cornell SC Johnson College of Business
    • Tony Simons, Professor, Cornell SC Johnson College of Business
    • Robert Bloomfield, Professor of Management, Cornell SC Johnson College of Business
    • Christopher Collins, Associate Professor, Cornell ILR School

 

2. Change, Disruption, and Growth Course 

Assess industry disruptions, evaluate organizational responses, and devise strategies for successful adaptation and growth.

  • School: Cornell SC Johnson College of Business
  • Course Length: 2 weeks
  • Faculty Author: Justin Johnson, Professor, Cornell SC Johnson College of Business

 

3. Communication Planning for Change Course 

Analyze audiences affected by anticipated organizational changes and develop a communication plan.

  • School: Cornell SC Johnson College of Business
  • Course Length: 2 weeks
  • Faculty Author: Amy Newman, Senior Lecturer, Cornell SC Johnson College of Business

 

4. DEI: Dialogue for Change Certificate

Gain essential skills and insights for driving diversity, equity, and inclusion initiatives within your organization and community.

  • School: Cornell ILR School
  • Courses: 3 courses plus access to a Live DEI Symposium
  • Time Commitment: 2.5 months
  • Faculty Authors: 
    • Lisa Nishii, Professor and Vice Provost, Cornell ILR School
    • Adi Grabiner-Keinan, Executive Director for Academic DEI Education and Director of the Intergroup Dialogue Project, Cornell ILR School

 

5. Equitable Community Change Certificate 

Learn to manage development and changes across all sectors of society to build more equitable, just, and sustainable communities.

  • School: Cornell ILR School
  • Courses: 6
  • Time Commitment: 3 months
  • Faculty Authors: 
    • Sam Magavern, Senior Policy Fellow, Partnership for the Public Good
    • Russell Weaver, Director of Research, Cornell ILR Buffalo Co-Lab

 

6. Healthcare Change Management Certificate 

Understand, measure, implement, and lead successful change management initiatives in the healthcare sector.

  • School: Cornell Jeb E. Brooks School of Public Policy
  • Courses: 4 courses plus access to a Live Leadership Symposium
  • Time Commitment: 2 months
  • Faculty Author: Nick A. Fabrizio, Senior Lecturer, Cornell Jeb E. Brooks School of Public Policy

7. Leading Organizational Change Course

Explore your own leadership style and practice skills to translate transformative ideas into organizational results.

  • School: Cornell ILR School
  • Course Length: 2 weeks
  • Faculty Author: Samuel Bacharach, Professor, Cornell ILR School

 

8. Leading Strategic Change Initiatives Course

Cultivate your ability to assess the need for strategic change within your organization.

  • School: Cornell Nolan School of Hotel Administration
  • Course Length: 2 weeks
  • Faculty Author: Cathy Enz, Professor Emeritus, Cornell Nolan School of Hotel Administration

 

9. Making Strategic Change Happen Course 

Assess organizational readiness to effectively carry out change initiatives that drive growth and success.

  • Course Length: 2 weeks
  • Faculty Author: Cathy Enz, Professor Emeritus, Cornell Nolan School of Hotel Administration

 

Whether you’re looking to advance your career, drive organizational transformation, or make a positive impact in your community, we’re here to support your journey.

Leaders expand management accounting expertise in new certificate program

Global businesses often wrestle with operational inefficiencies and overlook critical touchpoints that can turn those challenges into opportunities. Expanding management accounting operations is one such avenue for improving business efficiency – not just with a finance-oriented approach but through a leadership lens.

Designed by Robert Bloomfield, the Nicholas H. Noyes Professor of Management at the Cornell SC Johnson College of Business, the Management Accounting for Leaders certificate program aims to change the perception and application of accounting by bridging theoretical knowledge with tangible, actionable insights. Bloomfield hopes “to endow students with a superpower to deliberate and find ways to improve accountability systems.”

The program offers practical tools to identify, analyze and rectify inefficiencies that are pervasive in modern businesses. Central to this unique approach are the “deliberation guides” – theoretical constructs and hands-on tools designed to help accounting professionals and senior leaders improve their businesses and honor accountability as a core value.

Bloomfield explains, “for every module in each of these six courses, there is a deliberation guide that they can download and take back to their team and walk through the steps to make improvements.”

Through case studies, the coursework exemplifies strategies for enhancing performance metrics such as profitability, efficiency and employee motivation while fulfilling stakeholder demands. Courses include:

  • Improving Governance
  • Improving Margins
  • Improving Capacity Investment and Consumption
  • Improving Coordination and Efficiency
  • Improving Direction, Motivation, and Society
  • Accountability in the Fourth Industrial Revolution

The program takes a broad view in the “Fourth Industrial Revolution” course that explores artificial intelligence, managing remote workers and navigating new business opportunities as they present further accounting possibilities.

Designed for leaders at all levels, from CEOs to new managers, the program offers insights not just for accountants or financial experts, but for anyone looking to enhance their organization’s operational efficiency.

“The program uses a general framework that applies to any type of organization and accountability for any type of performance. It’s incredibly versatile,” Bloomfield said.
Bloomfield emphasizes that his approach offers a unified framework for problems that allows leaders to address a wide range of issues.

“Management accounting was originally developed for addressing concerns about financial performance, entirely for the benefit of investors. That’s not enough for leaders, who must now address concerns about social, environmental and even moral performance, for the benefit of communities, employees and countless other stakeholders,” Bloomfield said. “This program helps leaders address any concern for any stakeholder as Cornell supports ‘… any person … any study.’”

Enroll in the Management Accounting for Leaders certificate program and unlock a framework for improving accountability and operational efficiency in any business.

Cornell Keynotes podcast: The American South braces for a huge unionization push

Auto worker using tools on metal car parts

Will auto industry unionization in Tennessee and Alabama galvanize a new labor movement in the South?

In a new episode of the Cornell Keynotes podcast from eCornell, Andrew Wolf, a professor of global labor and work at Cornell’s ILR School, joins host Chris Wofford to discuss the opportunities and challenges ahead for both auto manufacturing companies and labor organizers.

Unionization is shaking up the auto industry, delivering meaningful gains toward fair pay and other benefits for workers in the U.S. The efforts are particularly significant in the South where a legacy of racist labor laws continues to propagate disparity within the workforce.

Listen to Episode 32: “The American South Braces for a Huge Unionization Push” and read more on the Chronicle.

Applied Machine Learning certificate prepares professionals for data science careers

Neuron illustration

Effective data analysis can make all the difference for a company’s efficiency. Advances in machine learning (ML) have helped data scientists harness the power of artificial intelligence (AI) and take their analysis to the next level. Brian D’Alessandro, head of data science for Instagram’s Well-Being and Integrity teams and author of Cornell’s Applied Machine Learning and AI certificate program, has 20 years of experience in ML model construction. D’Alessandro spoke to the eCornell team about the certificate, ML instructional approaches and career paths. 

What can students expect in the program?

“Even when students have learned how to build a model, I would argue that they haven’t learned to build a good model yet. There’s an empirical process required in tuning model parameters such that you get the prediction quality that you’re looking for. So, in this certificate,  we ensure students learn how to build a strong, basic model . . . how to tune it and validate it, and then we start to introduce more complex algorithms that are more often used in industry settings. We cover K-nearest neighbors, decision trees and linear models – the full spectrum. Throughout the program, we emphasize the consistency of the API across different machine learning algorithms.”

Are any important aspects of working with ML frequently overlooked?

“I really like to emphasize digging into data first before learning algorithms. The cliche at this point is “garbage in, garbage out,” and that’s very true for machine learning. So what I want to do here is build an appreciation for what will ultimately be 80 to 90 percent of the workload, which is data preparation. We emphasize the importance of it. [We] don’t dismiss it . . . this is the one area of machine learning that is often not spoken about or taught in textbooks.”

What about this program will help students upskill or pursue a career change?

“The program is oriented toward developing the core machine learning skills for most data science jobs or machine learning engineering. If you are a working professional and you want to get into either one of the fields, this certificate is designed to be one of the best starting points, presuming you’re co-learning, or have already learned, Python.”

Take the first step toward building successful machine learning algorithms in Cornell’s Applied Machine Learning and AI certificate program. Learn more and enroll now.

This story was drafted by eCornell marketing intern Justin Heitzman.

A culture of intrapreneurship: 3 practices for organizational innovation

A worker sitting in front of a laptop and holding a lightbulb in his right hand

In business, reinvention does not happen overnight. It is the result of scaled innovation – years of experimentation to identify and implement solutions to evolving challenges.

However, some senior leaders see innovation only as a one-off like a new product, service upgrade or go-to-market strategy. The misconception can stall a company’s progress toward significant goals and lasting industry impact. Expert faculty from the Cornell SC Johnson College of Business and ILR School recently shared three tactics organizations can use to integrate innovation throughout their operations.

1. Create a culture of intrapreneurship.

Rather than limiting out-of-the-box thinking to specific projects, executives and managers can guide employees to operate like entrepreneurs within their businesses. Through this approach, known as intrapreneurship, leaders help team members function with the autonomy and accountability to contribute new creative ideas on a continuous basis.

“As I work with companies globally, the primary reason I see innovation ‘getting stuck’ is that organizations approach it as a singular task,” said Neil Tarallo, senior lecturer of management and organizations at the Cornell Nolan School of Hotel Administration. “Innovation is an ongoing process, and it requires commitment, adaptability and a willingness to embrace change.”

Great innovation, according to Tarallo, begins with the C-suite and moves downward throughout an organization. Executives can foster creativity from the top by dismantling rigid hierarchies and empowering employees at all levels to share ideas. Additionally, managers can encourage cross-functional collaboration among teams.

“The companies best positioned to innovate when it is most necessary are those that innovate in small ways every day,” said Tarallo. “These organizations operate in teams that bring a range of specialties and perspectives to each challenge they face. This approach leads to a more forward-thinking culture than can sustain a business in the long term.”

2. Support risk-taking and long-term thinking.

Innovation often requires risk. To help employees adopt a positive risk mindset, leaders can encourage – and reward – experimentation, set realistic expectations for results and make it clear that failures are opportunities to learn and not stairsteps to punitive consequences.

Yuan Shi, assistant professor of management and organizations at the Nolan School, offers additional guidance for executives and managers discussing innovation with backers and shareholders.

“External investors might not immediately grasp the value of ideas that bridge different fields, despite the eventual significant impact of these cross-domain concepts,” Shi said. “Breakthrough innovation demands considerable patience from investors and may face threats from short-term thinking in the market. Firms should embrace longer time horizons and prioritize longer-term returns.”

Shi advises leaders to communicate with transparency, detail the competitive advantages and financial value of innovation and provide regular progress updates with evidence of impact.

3. Earmark resources for innovation.

A lack of resources can be a barrier to success for innovation, but oftentimes the greatest obstacle can be the tendency not to view innovation as an initiative that requires tangible support. According to Brian Lucas, assistant professor of organizational behavior at the Cornell ILR School, leaders may want big ideas but they are unlikely to receive them unless they make provisions for creativity.

“People believe a breakthrough idea is something that just pops into someone’s head, maybe while taking a shower, riding the bus, talking with a colleague or just by thinking hard enough,” said Lucas. “Leaders think that they just need to put out a call for innovation, and eventually one of their workers will have a good idea. Sometimes this happens. But more often breakthrough ideas are the result of deliberate creative work that requires resources.”

Lucas encourages executives to consider the four categories of people, time, space and funding in their efforts to support innovation: “Ask yourself how many people do you have working on new ideas and can these people bring in other people if needed. Do the people have dedicated time for innovation, or are they expected to multitask? Is there dedicated space for creativity and conversation? Do they have money to buy data and research, materials for prototyping, consulting services, travel and more?”

As the use of artificial intelligence (AI) increases, companies can also take steps to ensure that human knowledge and the latest technology can coexist successfully. Businesses can use tech as a tool for employee innovation and provide upskilling resources necessary for new job opportunities.

“Historically, tech advancements lead to employment and economic growth,” Lucas said. “Companies and leaders who view innovation as ongoing work are best equipped to use AI as a resource for creativity and to benefit from its potential.”

Gain expertise in cutting-edge innovation practices in one of Cornell’s more than 30 online leadership certificate programs, including IntrapreneurshipInnovation Strategy and Leadership Agility.

Cornell launches new general counsel executive education program

Cornell Tech campus

Senior in-house attorneys and corporate leaders are navigating a dynamic business environment full of opportunities and challenges, ranging from technological innovation to shifts in regulatory requirements. At the current pace of change, 45 percent of chief executives believe their businesses could fail within a decade unless they adapt.

Cornell Law School and Cornell Tech are set to host the General Counsel Summit – an immersive executive education program designed to help these professionals address new issues in corporate governance and compliance, intellectual property, artificial intelligence, cybersecurity, sustainability, ethics and more – on June 20 and 21, 2024, at Cornell Tech in New York City.

“It is imperative for in-house counsel to be on the cutting edge of business transformation,” said LizAnn Eisen, faculty director for the summit and acting professor of the practice at Cornell Law School and Cornell Tech. “These legal practitioners are pivotal in guiding companies through rapid global change. Our program is designed to help participants position themselves as strategic thought leaders and partners to executives in organizations working to capitalize on trends and avoid common pitfalls.”

The summit is structured to deliver valuable insights and practical knowledge in a variety of formats. Participants will engage in online and in-person presentations, panel discussions and hands-on workshops led by Eisen and other Cornell faculty experts, experienced corporate lawyers and decision makers, including:

  • Charles Whitehead, B.A. ’83, Professor, Cornell Law School
  • Matthew D’Amore, B.S. ’91, Associate Dean, Cornell Tech
  • C. Allen Parker, Former CEO, SVP & General Counsel, Wells Fargo
  • René Paula, Multi-Exit Executive, Public Company Officer, Board Director, Vaxxinity
  • Danielle Sheer, Chief Legal & Compliance Officer, Commvault
  • Nicholas Dorsey, J.D. ’09, Partner, Cravath, Swaine & Moore LLP
  • Elizabeth Morgan, Partner, King & Spalding
  • Michael Arnold, Partner, Cravath, Swaine & Moore LLP
  • Bill Priestap, Founder, Trenchcoat Advisors
  • ​​Alasdair Share, Chief Security Officer, Goldman Sachs
  • Machua Millett, Chief Innovation Officer, Lockton Financial Services
  • Margaux Knee, Chief Administrative Officer, LinkNYC
  • Susan Meisel, Executive Vice President, Sony Music Entertainment
  • Elizabeth Grayer, Non-Profit Executive and Attorney

Participants will also enjoy peer networking receptions. Eisen believes the program’s small size of no more than 50 professionals will enable productive one-to-one conversations on best practices and strategy during those gatherings.

“The significant changes sweeping through the corporate landscape demand a nuanced understanding of how areas such as technology, geopolitics, risk and crisis management intersect with the law,” Eisen said. “Following the summit, members of the cohort will return to their companies as stronger communicators, problem solvers and influencers on these topics. They will also gain an expanded network of fellow leaders to consult in challenging times.”

Participants who complete the program will earn the General Counsel Summit: Strategic Leadership Certificate from Cornell Tech, CLE credit and 25 Professional Development Hours.

Individuals interested in the program can learn more and register online through June 10. Early bird pricing is available for a limited time.

3 strategies to keep your best employees

Three cheerful employees working at laptops.

Though U.S. employers kicked off 2024 with the addition of 353,000 new jobs, the job-switching trend that catalyzed The Great Resignation continues at near record-setting levels. Some sectors are experiencing greater churn than others. At 5 percent, the quit rate in hospitality is significantly outpacing other industries, and engineers are increasingly seeking new professions altogether.

Hiring is just half the battle — particularly in an employment landscape transformed by artificial intelligence (AI), flexible work options, economic uncertainty and worker disengagement. Employers must adapt quickly to stop the revolving door.

As director of the Center for Advanced Human Resource Studies and the William J. Conaty Professor of Strategic Human Resources at the Cornell ILR School, Bradford Bell contends that while attracting top talent remains crucial, retention is the real test of organizational resilience. He recently shared three steps organizations can take to keep their best employees.

1. Foster a skills-based culture.

One challenge in the talent management space is the rapid transformation of jobs due to technologies like generative AI that have shifted the competencies employees must have to be successful at work.

“Companies can address this challenge by becoming more skills based. Understand and assess your employees’ current competencies and figure out what future skills employees will need to be successful in their work as their jobs and your business evolves,” Bell said.

Through industry research and trend analysis, leaders can identify skill gaps and train current employees to close them. Some organizations might see benefits in relaxing degree requirements for internal upward mobility and providing personalized learning in mentorship programs, on-demand courses and external online certificate programs instead. Leaders can also restructure performance reviews to evaluate employees based not only on past performance but also on skill development.

“The future of work is a whirlwind of automation and disruption,” Bell added. “Help your employees navigate change, solve complex problems and increase their value within your organization.”

2. Learn to lead from a distance.

Remote and hybrid work models are changing the nature of leadership. Organizations need new strategies to make up for the distance — real and perceived.

“Leaders must set the course for their teams, making sure that all members are clear about the mission, goals and expectations to avoid the conflict and confusion that can arise particularly when members are virtual,” Bell said. “Managers should also support the social climate by being more purposeful about orchestrating interactions and building relationships among team members.”

Department heads should empower employees to be more responsible for managing their own work. To assist workers, Bell encourages organizations to facilitate the effective use of technologies by ensuring all team members have access to necessary tools.

“Now that employees and organizations have experienced flexibility and the benefits that it can offer, hybrid work models are here to stay,” Bell said. “No matter where employees are located, leaders must ensure they are using technologies and tools in the right situations and can adjust based on how tasks and environments shift over time.” 

3. Drive a positive employee experience.

Replacing experienced personnel can incur considerable costs in recruitment and training. High turnover can erode morale in a manner that damages current team dynamics and fosters a reputation that repels new talent. By effectively engaging employees, organizations can mitigate these risks.

“When we look at the research, we see a few key factors that impact employee engagement: the design of work itself, learning and career development and leadership,” said Bell, who asserts that it is important for employees to perform meaningful, varied tasks and view their work as significant.

Bell encourages leaders to consider how they can design jobs themselves to be more engaging and ensure that employees have access to professional development opportunities that present clear career paths within their organizations.

He encourages managers to look inward as well: “Leaders who are more transformational as opposed to transactional — those who can build strong relationships with their employees — are able to drive higher levels of engagement within their teams.”

Bell also encourages leaders to examine how they listen to employees, formally and informally. He recommends that leaders capture employee sentiment and voice through surveys and one-on-one discussions.

“This needs to be a multichannel and ongoing process in which organizations and leaders are constantly listening to employees, identifying the pain points employees are experiencing, taking action on the feedback and communicating back to employees the changes they are making,” he said. “Through that listening process, you create a productive cycle that enhances employee engagement and increases retention over time.”

Learn the latest best practices for talent management in one of Cornell’s online human resources certificate programs, including several coauthored by Bell: Hybrid Work StrategyHR AnalyticsRecruiting and Talent Acquisition and Strategic Human Resources Leadership.