Cornell University ILR School professors Kevin Hallock, Linda Barrington, and Stephanie Thomas are the thought leaders behind Cornell’s prestigious Institute for Compensation Studies. This team of authors and educators offers a learning experience that combines real-world case studies with an evidence-based, social science approach to the field of compensation. This course equips HR professionals with the tools and insights they need to apply a total-rewards view to compensation that aligns with their organization’s strategic goals and operational realities. This includes the Compensation Calculator, created by the Dean of the ILR School, Kevin Hallock, offering a method of job comparison that incorporates the total rewards view.
Drawing on their deep knowledge of labor relations and conflict management, Professors Alex Colvin and Harry Katz guide students through a series of activities that apply labor relations concepts to their own workplace (or a workplace with which they are familiar).
The course examines the regulatory and organizational labor relations environment and assesses the current state of relations between management and workers. Students learn how to prepare for possible labor disruptions and look at effective negotiations and conflict management. Videos by Colvin and Katz, backed up by additional interviews with industry experts, provide informative content that assists students as they complete a five-part course project aimed at applying the concepts in a practical manner.
While union environments are a significant focus of the course, many of the concepts can be applied to non-union environments as well.
People may assume that it's employee satisfaction or commitment to their job that promotes higher performance, but it's engagement. In this course, you will examine the foundational drivers of engagement and explore the components of successful engagement initiatives. When completed, this course will help you identify strategies for bringing about engagement in organizations.
In companies where 60-70% of employees are engaged, shareholder returns are approximately 24%. Compare that to companies where only 50-60% of employees are engaged: shareholder returns are as low as approximately 5%. Similarly, teams with high engagement experience 4.1% turnover, as opposed to approximately 14.5% turnover for teams with low engagement. These figures clearly illustrate the significant impact that managers and HR professionals can have if they better understand what impacts the engagement of employees.
The course will also help you understand why “Diversity” is now often referred to as “Diversity & Inclusion” by explaining what inclusion is and how it differs from diversity. Why is inclusion so important, and what are its building blocks?