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eCornell offers Psychology of Leadership certificate

eCornell is offering a new, all-online certificate in the Psychology of Leadership, a program that distills complex leadership behaviors and more than 50 years of empirical research into a concrete set of tools professionals can use to cultivate their ability to influence and lead in all settings.

“Professionals have limited time for development, and it’s not practical for them to try everything to find what works. This new program is the result of a lifetime of work, rendering a broad range of behavioral theories and research down to a set of 15 to 20 core ideas that reap results quickly, across multiple contexts,” said program author Allan Filipowicz, clinical professor of management and organizations at the Cornell SC Johnson College of Business.

The Psychology of Leadership certificate consists of six interactive online courses that can be completed over three months with three to five hours of study per week in an engaging, small-class setting. Each course unpacks key behaviors like goal setting, managing personal and team performance, emotional intelligence and influencing others. Filipowicz uses worksheets, physical activities and simulations to provide students with a visceral understanding of the concepts.

Students also benefit from Filipowicz’s diverse academic and professional background; he teaches MBA students and global executives, has worked in finance and consulting, and holds advanced degrees in engineering, international affairs, social psychology, business and organizational behavior.

One of 12 Leadership and Strategic Management certificates offered by eCornell, Psychology of Leadership is relevant for professionals regardless of level, industry or sector, and ideal for current leaders seeking to improve personal and team performance. It’s also for organizations to use in developing new leaders and managers, and for anyone who needs to get things done through others. Students who complete this program receive a professional certificate from the Cornell SC Johnson College of Business.

Sarah Thompson is a freelance writer for eCornell.

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Cornell University Brings Strategic Perspective to Pay, Rewards with New Compensation Studies Certificate

— New ILR program at eCornell goes beyond tactics to design unique plans that drive results —

A surprising number of today’s organizations still struggle to get compensation plans right. Pay-based performance incentives are used in 90 percent of U.S. companies, yet recent reports find that most plans don’t deliver, or deliver the wrong results. Now, through eCornell, Cornell University’s globally renowned ILR School is offering an online Compensation Studies certificate that provides professionals and organizations with the strategic framework needed to rethink total compensation plans, motivate employees, and drive performance.

The Compensation Studies certificate builds on the ILR School’s more than 70 years of leadership in delivering research-based professional education. Since 2010, ILR has worked with eCornell to rapidly expand into online learning, offering five online Human Resources certificates, and launching Cornell University’s first blended master’s degree program—an Executive Master of Human Resources Management that combines innovative online coursework with rigorous on-campus sessions.

“Our new Compensation Studies certificate program is a strong addition to ILR’s growing portfolio of online education offerings. It expands access to the school’s deep expertise in human resources management,” said Linda Barrington, Executive Director of the Institute for Compensation Studies at Cornell’s ILR School and co-author of the new certificate program, along with instructing faculty member Stephanie Thomas, Ph.D. and Kevin Hallock, Ph.D., the Kenneth F. Kahn ’69 Dean and Joseph R. Rich ’80 Professor of Economics and Human Resource Studies.

The Compensation Studies certificate is comprised of four courses that can be completed over two months. Students undertake a comprehensive, performance-based approach to compensation—aligning compensation to organizational goals, creating fair and profitable employee incentives, and probing the impact of plans on performance, profits, and people. Courses draw upon authoritative research shaping global pay-for-performance strategies, and include interactive tools and guidance on using a research-based compensation model, addressing cultural considerations, and defining employee populations by talent and role to optimize return on performance pay.

Cornell’s new certificate program is especially relevant for entry- to intermediate-level HR or compensation professionals, and for small business leaders seeking to structure and realign compensation with business strategy.

 

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About Cornell University’s ILR School

Cornell University’s ILR School is the leading college of applied social sciences focusing on work, employment, and labor policy issues and practices of national and international significance. Offering undergraduate and graduate education as well as career-long learning for professionals, the ILR School advances the world of work through teaching, research and outreach, disseminating leading-edge knowledge to solve human problems, manage and resolve conflict, establish best practices in the workplace, and inform government policy.

About eCornell
As Cornell University’s online learning platform, eCornell delivers online professional certificate courses to individuals and organizations around the world. Courses are personally developed by Cornell faculty with expertise in a wide range of topics, including hospitality, management, marketing, human resources and leadership. Students learn in an interactive, small cohort format to gain skills they can immediately apply in their organizations, ultimately earning a professional certificate from Cornell University. eCornell has offered online learning courses and certificate programs for 15 years to over 130,000 students at more than 2,000 companies.

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Want to Win Your Next Negotiation? Ask a Simple Question

“Like going to the dentist.” That is the metaphor some women used to describe negotiating in a survey conducted by Linda Babcock, co-author of Women Don’t Ask. By contrast, men used metaphors like “winning a ballgame” to describe negotiation. If you fail to negotiate, studies show that over time you can leave as much as half a million dollars on the table.

There are a lot of great resources for learning how to negotiate – books, blogs, courses, workshops – so why aren’t women, as a group, negotiating effectively? Why are women are less comfortable than men in negotiating settings? Finally, is there a style that might fit women better?

Why women don’t ask

Gender stereotypes – one of those cognitive shortcuts we all use to navigate the world — create a dilemma for women who are in a negotiation situation. Women and men applying gender stereotypes expect females to be kind, collaborative and to serve as “connectors.” In other words: “Be nice and play nice.” But negotiation requires a woman to advocate and show strength, putting her in violation of her gender’s stereotype and risking being seen as “pushy” or “too aggressive.”

This leads to the dilemma: what style of negotiation can both feel right and avoid pushback from this double bind?

Just ask a question

Jacie Stivers is an ace negotiator — she started Commercial Investment Real Estate in 1983 with less than $500 of her own funding, eventually expanding it to one of the premier commercial real estate brokerage firms in the Space Coast of Florida, handling over $100M in closings. Jacie has developed a simple technique: ask a question.

Here’s how it works. In a negotiation situation, instead of making a demand, ask a series of questions. You will shift the pace of the conversation by putting the other side in the position of providing information. And, their answers will reveal important information about the precedents and boundaries guiding their offer.  The qualitative and quantitative things you learn will help you feel more confidence in presenting an offer of your own.

The “asking technique” has other advantages too. It is less pushy or self-serving because the approach is simply one of a polite, inquisitive, interested party who wants to fully understand the situation. How can you pull it off? Suppose you have are being offered a raise. Start by composing yourself to offer a demeanor of frank and well-intentioned curiosity. Then:

Step 1: Begin with a question that will provide the most important information you need from the other side for a counter offer.

  • Example:  “Where does this offer fall in the range of previous or current promotions given to similar individuals in this position?”

Step 2: In response to their answer, come up with another question to go a layer deeper.

  • Example: “I see, in the top 25%. What are the qualities or performance standards for those who received offers in the top 1%?

Step 3: Keep asking until you feel you can make a counter offer that fits.  Keep the tone in information-gathering mode.

  • Example: “I see, candidates in top 1% have 10 years of experience. Do you count just years of experience or does diversity of experience or level of responsibility factor into the calculation?”
  • Example: “To get to that top 1%, what have other candidates done to show their worthiness?”

Step 4: Summarize and counter offer, using the information you have gleaned.

  • Example: Thank you for answering my questions. It was really helpful to understand how the decision was made.  Here is how I understand the situation. This offer is near the high end of offers made. Those who got the highest end have about ten years of experience. I have been here 8 years, but in that process have much deeper experience than others because I have been dealing with assignments across the various functions of the firm. So I’d ask for that to be taken into consideration. You also mentioned that to be at the top requires that the candidate show exceptional promise – here is how I fit that… (from your preparation documenting your accomplishments). Using this logic takes me to a higher number than in your initial offer – such as $$$.

The counter offer is not based on aggressive behavior or self-promotion. Instead, it is built on logic and a series of answers from the other side. It takes practice, but whether you’re female or male, mastering the art of negotiation by asking questions is well worth the pay off.

References

Babcock, Linda, and Sara Laschever. Women Don’t Ask: Negotiation and the Gender Divide. Princeton, N.J: Princeton University Press, 2003.

Bowles, Hannah Riley, Linda Babcock, and Lei Lai. “Social Incentives for Gender Differences in the Propensity to Initiate Negotiations: Sometimes It Does Hurt to Ask.” Organizational Behavior and Human Decision Processes 103, no. 1 (May 2007): 84–103.

 

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Cornell University Launches New Online Human Resources Certificate for Working Professionals

Cornell University has launched a new online Human Resources Certificate. The nine-course online program covers the foundational core competencies of human resources and features engaging content and interaction with expert instructors and peers.  Designed for working professionals, it is 100% online with a flexible asynchronous format that can be completed in as little as five months.

The program was developed by faculty at Cornell University’s ILR School and is available online through eCornell.  The courses cover fundamental topics crucial for a career in HR, including managing employee performance, total rewards compensation, labor relations, staffing decisions, engagement, training, development, coaching, countering bias, and internal consulting. Students who successfully complete the online program will receive a Human Resources Certificate from Cornell University.

“Whether you’re a generalist, specialist or new to the world of human resources, this Human Resources Certificate gives you the foundation needed for a successful career by providing ways for you to align your HR department to your organization’s goals,” said Associate Professor John Hausknecht. “We’re proud to make this online certificate program available to professionals around the world.”

This certificate launch is the latest addition to an extensive portfolio from the ILR School, including a recently launched fully blended Executive Master of HR Management program. Together since 2010, the ILR School and eCornell have worked with over 20,000 online students in over 180 countries throughout the world.

“The new Human Resources Certificate is based on the leading research, teaching, and outreach that are the hallmarks of our school’s mission of advancing the world of work,” states Kevin Hallock, the Kenneth F. Kahn Dean and the Joseph R. Rich Professor of Economics and Human Resources Studies at the ILR School.

The new Human Resources Certificate program includes lectures from 10 faculty members, input from numerous practitioners in the field, and a range of activities designed to translate concepts and best practices to application on the job.

“With the addition of the new Human Resources Certificate, Cornell continues to build on nearly 15 years of experience with online certificate programs,” said eCornell’s CEO and Associate Vice Provost of Online Learning for Cornell, Paul Krause. “We’re excited to offer such an engaging and high-quality online learning experience that combines instruction from Cornell’s world-renowned faculty and deep interaction with peers and experts.”

For more details on how to enroll, visit eCornell.com/NewHR.

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About Cornell University ILR School 

The ILR School at Cornell University offers the most comprehensive portfolio of professional and academic programs focused on work and the workplace, conducting research and delivering instruction in labor studies, human resources, compensation, employment law, conflict resolution and disability studies (www.ilr.cornell.edu/professional-programs.) ILR prepares leaders who are at the forefront of advancing the world of work, informing policy and improving working lives in New York state, the nation and across the globe.

About eCornell | Cornell University

As Cornell University’s online learning subsidiary, eCornell provides many of the world’s leading organizations with online professional development in the areas of finance, healthcare, hospitality, human resources, leadership, management, and marketing. eCornell has delivered flexible, engaging, and immediately applicable learning experiences crafted by Cornell University faculty to over 90,000 students in more than 200 countries.

For more information, visit www.eCornell.com.

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Can We Really Have it All? Work-Life Balance Your Success

We have three HR webinars on the calendar already. On Friday, 6/24/16, you’ll learn what makes a productive and meaningful collaboration and how teams work best across boundaries and organizational silos with Professor Michele Williams. Professor Williams teaches courses on negotiation, organizational behavior and women in leadership at the graduate and undergraduate levels at Cornell University. She has led numerous executive workshops on high performance work relationships with an emphasis on communication, trust, and conflict.

On Thursday, 7/14/16, Cornell’s Associate Professor John Hausknect will discuss analytics in HR, including what leading companies are doing to strengthen the impact and reach of workforce analytics. He’ll discuss how “big data” will shape the field in years to come as it can reveal deep insights that help improve retention, efficiency, and productivity.

On Tuesday, 8/16/16, Cornell Associate Professor Beth Livingston talks about what does means to “balance” work and life. Though we often hear this term used in relation to the management of work and non-work responsibilities, it is also a source of consternation for many employees. Is it achievable? Should we change the way we think about work and life to better reflect the realities of today’s employees?

 Click here to preview this Webinar. Watch Professor Livingston discuss work/life balance above and sign up for the HR WebSeries channel here.

Test drive our new Human Resources WebSeries Channel with a 30 day free trial.  Click ‘Register Now’ to learn more. Channel subscriptions start at $39/month and $279/year.

 

 

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Do Women Lead Differently? Should They Lead Differently?

Most of us have seen it firsthand: The “double bind” that professional women face at work. They are derided for being forceful or assertive, but when they show compassion or lend support, they may be seen as soft or unfit to lead. Women are set up to face a no-win situation.

In our upcoming Women in Leadership WebCast on April 20 at 1:00PM (EDT), I will sit down with Professor Allison Elias from Cornell’s ILR School to learn about her research in this area and to explore potential solutions to this frustrating dilemma. I interviewed Allison this week to learn more about her research into the behavior, in women and men, around the “double bind”.

Chris: Tell me a bit about the “double bind”. How does it affect women who are aspiring or in leadership positions? Where did it come from?

Allison: The term “double bind” emerged from academic research in the 1950s; now the term has morphed into a way to describe a “no-win situation”. Scholars of women in leadership utilize this term to refer to the dilemma that emerging and current women leaders face at work. Research has shown that often women are penalized for behavior that seems assertive or forceful but also they are dismissed as weak or even incompetent if they display a warm and supportive leadership style. This body of research about the double bind reinforces two important points: tackling implicit bias and engaging men as allies, both of which will be explained further during the WebCast.

Chris: When we spoke the other day, you mentioned the idea of “creating your own definition of success?” If you’re doubly bound, how do you do that?

Allison: Research surrounding the double bind suggests that women are encountering unexpected obstacles—some interpersonal and some structural—in their quest for workplace equality. In fact, some scholars have referred to the movement of women into the workforce as a “stalled revolution”. In other words, the corporate policies, cultural norms, and state regulations that push for equality as sameness (women wanting the same treatment and the same opportunities as men) have severe limitations when moving towards more inclusive workplaces. Although we will explore these ideas in greater depth during the WebCast, women should honor themselves by pursuing a life path that fulfills their own values. And in turn, employers should move towards restructuring work and workplaces to accomodate a wider array of personal values.

Chris: Can social networks help advance the cause or play a role here?

Allison: Women should use interpersonal relationships to learn more about themselves when determining their ideal life paths. Having candid conversations with close friends or partners allows us to gain greater insight into our own talents and limitations. Asking for feedback can elucidate potential incongruities between our own self-perception and how others view us. Having information about our own strengths and weaknesses can help us to craft a personal and professional path that aligns with the value others see in us.

Chris: We have lots to discuss on April 20. See you then, Allison.

Allison:  I look forward to it.

GO HERE to register and to take advantage of our free 30-day trial subscription to the Women in Leadership Channel.

 

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Professional Sports & the Wage Gap

Last week the US Women’s National Soccer team made headlines when some of their top stars filed a wage-discrimination action with the Equal Employment Opportunity Commission against the U.S. Soccer Federation. Carli Lloyd, Hope Solo, Megan Rapinoe, Becky Sauerbrunn and Alex Morgan alleged in their federal complaint that the female players earn a fraction of their male counterparts for national team appearances—sometimes as little as 38%.

According to the Wall Street Journal:

Women players receive a base salary of $72,000 to appear in 20 exhibition games per season, with victory bonuses taking that up to a maximum of $99,000, according to the filing. The men, the complaint added, “receive a minimum of $5,000 to play in each game, regardless of the outcome” for the same number of appearances. Win bonuses for the men can also reach $17,625 per player per victory, depending on an opponent’s ranking.

Under their current agreements with U.S. Soccer, for instance, the women’s team can earn $75,000 bonuses per player for winning the World Cup. If the men’s team won the equivalent tournament, each squad member would pick up nearly $400,000.

Allegations of gender inequality is nothing new to professional soccer. The Women’s National Soccer team has voiced complaints about unequal treatment for over 20 years on a variety of topics including field conditions and the structuring of bonuses.

Gender inequality is a topic we discuss widely at eCornell in various courses throughout our Human Resources certificates. In fact, our Total Rewards Compensation course (ILRHR522) discusses at length the topic of organizational justice. In this video Prof. Stephanie R. Thomas talks about distributive justice, one of the four types of organizational justice.

On April 20th, eCornell is hosting a WebCast on Women in Leadership. Essentially, women face a double bind-  they are penalized for behavior that seems assertive or forceful but also they are dismissed as weak or even incompetent if they display a warm and supportive leadership style. Join us to discuss this and other gender equality issues on 4/20 at 1 pm ET.  Sign up for our 30-day trial to attend for free: eCornell.com/StartWebSeries

 

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Driving Organizational Success Through Workforce Analytics

The use of analytics is changing the way HR professionals assess performance and position their organizations to succeed. Interest has grown considerably in recent years, as workforce analytics can reveal deep insights that help improve retention, efficiency, and productivity.

Cornell University’s John Hausknecht, HR Studies Professor at the ILR School, discusses the latest developments in this space, highlighting what leading companies are doing to strengthen the impact and reach of workforce analytics, including how “big data” will shape the field in years to come. The Q&A section is especially informative in this webinar.

In this webinar, you’ll learn:

  • How organizations are using HR data and measurement systems to influence overall strategy.
  • Which HR metrics are helping companies achieve strategic goals.
  • How to take results of data collection to develop a data-driven action plan.

Learn to think strategically about workforce analytics and capture the attention of senior leadership by making more informed, evidence-based decisions—decisions that have lasting impact beyond the HR department and throughout your organization.

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Introducing our new HR Certificate

We are pleased to announced the launch of a new online Human Resources Management Certificate, developed by faculty at Cornell University’s ILR School. The nine-course program covers the foundational core competencies of human resources and features engaging content and interaction with expert instructors and peers. Like all eCornell certificates, it was designed with working professionals in mind as it is taken 100% online.

“The new Human Resources Management Certificate is based on the leading research, teaching, and outreach that are the hallmarks of our school’s mission of advancing the world of work,” states Kevin Hallock, the Kenneth F. Kahn Dean and the Joseph R. Rich Professor of Economics and Human Resource Studies at the ILR School.

The online HR courses cover topics crucial for a career in human resources, including employee performance management, total rewards compensation, labor relations, staffing decisions, employee engagement, training and development, coaching, countering bias, and internal consulting. Students who successfully complete the online program will receive a Human Resources Certificate from Cornell University.

“Whether you’re an HR generalist, specialist or new to the world of human resources, this Human Resources Management Certificate gives you the foundation needed for a successful career by providing ways for you to align your HR department to your organization’s goals,” said Associate Professor John Hausknecht. “We’re proud to make this online certificate program available to professionals around the world.”

The new Human Resources Management Certificate program includes lectures from 10 faculty members, input from numerous practitioners in the field, and a range of activities designed to translate concepts and best practices to application on the job.

Want to learn more? Go here or download our printable information sheet.

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Hiring? Make Sure Your STARs are Aligned

Learn how to utilize the STAR interview method to create optimal behavioral interview questions and minimize risk when hiring new candidates.

Use the STAR interview method to create optimal behavioral interview questions.

When it comes to hiring, making predictions about candidates is crucial.

Ineffective interviewing techniques lead to poor predictions and can result in high employee turnover and more resources spent searching for new candidates.

To minimize this risk, many human resources professionals rely on the STAR interview method.

STAR is an acronym for Situation, Task, Action, Result. The STAR technique is designed to gather relevant information about job candidates to better predict future performance based on past behavior.

By asking behavioral interview questions, HR professionals and hiring managers can better assess the candidate’s ability and compatibility with a company’s culture. The STAR interview highlights the candidate’s actions and takeaways from his or her professional and/or academic experiences.Read More