1. Taking the Lead [May 2007], by Richard F. Stolz, Human Resource Executive Online

Summary: Given the recent attention to options backdating and the role of HR in administering executive compensation, this article explores what HR can do to maintain a clean and ethical corporate reputation. After discussing how pressure to perform can function to encourage ethically ambiguous decisions, the equally important influence of ego, hubris, and opportunism at the executive level is considered. To combat these pressures, J. Randall MacDonald of IBM and Patrick Wright of Cornell University suggest a focus on leadership and the HR executive's role as check and balance to the CEO. In closing, the necessity to align corporate values-along with examples-is addressed.

2. Why High and Low Performers Leave: Job Performance Effects on Employment Transitions [June 2007], by Charlie O. Trevor, University of Wisconsin-Madison, John P. Hausknecht, Cornell University, and Michael J. Howard, Harrah's Entertainment

Summary: Citing the relative lack of work on the subject, the authors examine the role of employee pre-quit performance in determining work outcomes after those employees find new jobs as well as take a look at the importance of ease-of-movement in quit decisions. Results indicate that, for high-performers leaving a firm, availability of advancement opportunities as well as adequate pay levels are paramount. Additionally, implications-including the use of targeted retention policies that make performance considerations-are discussed.

3. Global Call Center Project [May 2007], Rosemary Batt, Cornell University, David Holman, Institute of Work Psychology, and Ursula Holtgrewe, FORBA (Working Life Research Center), Project Coordinators (Executive Summary) (Full Text)

Summary: In this large-scale study of nearly 2,500 call centers in 17 countries, various characteristics of call centers-the convergence and divergence of management practices, the prominence of sub-contracted centers versus in-house operations, and targeted customers, among others-are examined. In addition, the authors find that turnover is especially costly to most centers. On average, the cost of replacing one worker is equivalent to three to four months of pay for a staying employee, thus suggesting that better management practices that create better jobs will serve the multiple goals of stemming the tide of exiting employees, increasing firm revenues, and improving work-life quality for employees.

4. Health Meets Wealth [Summer 2007], by Joni Bessler, Susanne Leisy, and Sanjay Saxena, strategy+business.com

Summary: Citing the ever-increasing cost pressures facing employers concerning the provision of employee healthcare, the authors predict a merger of the healthcare and financial industries in an attempt to satisfy the needs of both groups. Envisioning a system in which employees plan and save for future health costs in a fashion similar to the way most save for retirement today, innovative new products such as health-branded credit and debit cards with rewards programs are anticipated among other developments that could allow employers to reduce financial liabilities for healthcare expenditures. The necessity for the availability of ample advice to all parties involved is also discussed.

5. Pension Protection Act of 2006: The Other Shoe is about to Drop [June 2007], by www.mercerhr.com

Summary: With the adoption of the Pension Protection Act of 2006 last October, many employers-especially those who previously offered defined benefit (DB) plans to their employees-are facing considerable uncertainty with regard to how to structure the future management of employees' retirement benefits. Recent surveys indicate that the vast majority of employers, but not all, have frozen existing DB plans and transitioned towards defined contribution arrangements and additionally, that this transition is a source of confusion for many employees. In conclusion, the future of DB plans and the potential for termination of such as they become fully funded within the next decade is considered.

6. Dealing With HR's Many Challenges [June 2007], by Anne Freedman, Kristen B. Frasch, Michael Felton-O'Brien, and David Shadovitz, Human Resource Executive Online

Summary: Focusing on major future concerns of the HR field, this article presents a variety of topics presented at the most recent Society for Human Resource Management Convention. Paramount among concerns is the Employee Free Choice Act, which would grant employees the ability to attain union representation without elections. In addition, recent changes in employment law that have functioned to hold employers more accountable for discrimination and unfair labor conditions are discussed. Other subjects considered are the potentially double-edged sword of performance appraisal documentation, HR outsourcing, and workplace romance.

7. How Companies Spend Their Money: A McKinsey Global Survey [June 2007], by The McKinsey Quarterly

Summary: This survey of 2,507 executives globally focuses on the practices and decision- making processes surrounding resource allocation at the business-unit and firm levels as well as obstacles hindering optimal allocation decisions. Key results indicate that only a minority of firms make large investments in innovation efforts and that potential for value-creation is paramount among criteria determining how much to spend and where. Also considered are the impacts of optimism and risk aversion, methods for assessment of project success, and the role of politics in pushing through allocation initiatives.

8. ITC Reports Strong Performance by U.S. Services Firms [June 2007], by the U.S. International Trade Commission

Summary: This report, compiled annually by the International Trade Commission, finds that the U.S. leads the world in the provision of private services both through domestic enterprises and foreign affiliates. In addition, significant growth abroad is suggestive of the competitive viability of U.S.-based multinational firms. The report covers many issues- including employment statistics-facing international service providers with specific focus by industry.

9. Chief Receptionist Officer? Title Inflation Hits the C- Suite [May 2007], by Knowledge@Wharton

Summary: Likening the recent growth of corporate job titles to grade inflation-both belittle the importance and status associated with once- significant accomplishments-this article examines the causes and implications of the phenomenon. A proposed key driver of the occurrence is decreased job security. As employees become increasingly uncertain of their ability to stay with a given firm, they look to manage their careers-and titles-more actively in preparation of the seeming inevitability that they will have to leave. Other explanations of title inflation, including its viability as a low-cost method of retaining workers, are also considered.

10. Checking Out Candidates Online [June 2007], Marlene Prost, Human Resource Executive Online

Summary:With the prevalence of performing internet searches of job applicants increasing, this article examines the legality and HR implications of the practice, especially with regard to popular social networking sites. Citing the inability to verify information on the internet as accurate, the author suggests that HR may be leaving the door open for lawsuits when basing employment decisions on online website content and recommends the creation of a policy regarding the practice. However, many employers and recruiters argue that an individual is ultimately responsible for what he or she publishes online. In conclusion, the author suggests the importance of traditional, objective background checks as well as conversations with candidates about questionable findings rather than outright dismissals.

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