Peter Cappelli

Leading Authority on Managing Workplace Talent, Professor of Management, Wharton School

BIG IDEAS

• Talent Management: A Business Imperative
  Talent management is about finding, building and keeping the right people, while meeting the organization's business and financial needs. Companies must make this work in an environment where demand is unpredictable and the internal supply of talent is uncertain—yet the business model requires the most cost-effective solution possible. Done well, talent management does not pretend to eliminate uncertainty through forecasting and planning, but identifies ways to respond and adapt to that uncertainty. Peter provides new frameworks to guide an organization’s thinking about talent management as a business perspective, using economic tools such as supply chain management to manage uncertainty, reframe the "make vs. buy" people equation, and manage supply. He addresses an important talent management issue: managing employee retention. Based on his Harvard Business Review article on the same subject, Peter explains how to think about the retention challenge from a business perspective. This includes understanding what factors cause employees to stay or leave, identifying which retention investments make sense, and learning to adapt to high turnover rates.
• The New Deal at Work
  The days of lifetime jobs and employee loyalty are over. Instead, competition and other market forces lead to company lay offs and employees leaving for the highest bidder. With this change has come the problems of retaining talent, making investments in development pay, and managing without commitment. Based on research from his book, The New Deal At Work, Peter explores the developments in employment relationships that cause us to rethink our long-held assumptions about managing people. He reveals that the new arrangement shifts many of the risks of business from employer to employee, as individuals must now assume responsibility for developing their own skills and careers. Peter provides historical perspective and insight for company leaders looking to manage the current economic reality. Anyone concerned about the nation's economic policies will gain valuable insights from his findings.

SNAPSHOT BIO

Recognized as one of the world’s most important authorities on human capital, Dr. Peter Cappelli is the George W. Taylor Professor of Management at the Wharton School and Director of Wharton’s Center for Human Resources. His work focuses on human resource practices, talent and performance management, and public policy related to employment. He advises to organizations on the development of managerial and executive talent by helping his clients better understand how careers and career paths have changed, how these changes require companies to think about managing talent from a more strategic perspective, and how individuals should now think about managing their own careers. Peter was named one of the 25 most influential people in the field of human capital by Vault.com and one of the top 100 people in the field of recruiting by Recruiter.com. Additionally, he was elected to the National Academy of Human Resources, and—in 2004—named editor of the Academy of Management Perspectives.

A Closer Look at Peter

FOCUS AREAS
What's on Peter's current research agenda?

Peter is one of the few experts who thinks seriously about employment issues through a metrics based approach. His forthcoming book explains how to approach talent management as a business perspective, using the tools of supply chain management to think about how to manage uncertainty with respect to the need for talent and the supply. Among other things, it explains how to structure investments in employees to make those investments pay off.

Other projects include a forthcoming book with Bill Novelli of the AARP, that deals with obstacles organizations must prepare for as they begin managing the older workforce. Peter is also in collaboration with the National HR Network of India compiling data for a study that identifies best HR management practices from the 150 largest companies in India. The study will look at the new Indian model of business.

ENGAGEMENTS
How have other organizations utilized Peter's expertise, and what's ahead on his schedule?

Peter’s engagements have encompassed policy work done both domestically and internationally.

• In 2003, he was named Senior Advisor to the Kingdom of Bahrain, with responsibility for recommendations concerning that country's labor market and employment systems.
• At the request of the Ministry of Manpower of Singapore, he was asked to serve on the Distinguished Visiting Board.
• Peter has provided both board-level governance and strategic talent management council to such companies as AmerisourceBergin and the Union Bank of California.

RECOMMENDED READING
What's on Peter's must-read list?

Peter's must-read list includes Stumbling on Happiness by Harvard psychologist Daniel Gilbert and Influence: the Psychology of Persuasion by Robert Caldini.

MIND FUEL
Which blogs, web sites, and industry events does Peter tap into to feed his mind and fuel his creativity?

Peter will often speak with reporters at practitioner journals to gain insights into what’s going on inside organizations. He also speaks with analysts for access to information on industry specific issues.

Websites:

NBER Reporter (http://www.nber.org/reporter/)

American Sociological Association
(http://www.asanet.org/page.ww?section=root&name=Home)

The Nation (http://www.thenation.com/)

The Atlantic Monthly (http://www.theatlantic.com/)

The New York Times (http://www.nytimes.com)

OUTREACH
What are Peter's pressing questions, and on which topics does he seek your feedback?

Peter's very interested in what goes on inside organizations. Specifically, how are decisions being made with regards to talent?