Vault.com named Cappelli as one the 25 most important people working in the area of human capital

A true innovator in talent management, Dr. Peter Cappelli is recognized as one of the world’s most important authorities on human capital. His research has examined changes in the workplace and the effects on employers. He is particularly interested in changes in the ways companies recruit, manage talent, and appraise and manage performance. Peter was named one of the 25 most influential people in the fi eld 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. The journal reaches more than 15,000 international academics and practitioners committed to the advancement of research, learning, teaching, and practice in the management field.

Peter 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.

Professor Cappelli’s publications include Change at Work, a major study for the National Planning Association that found that employees paid a considerable price for the restructuring of U.S. industry and The New Deal at Work: Managing the Market-Driven Workforce, which examines the challenges associated with the decline in lifetime employment relationships. His recent work on managing retention, electronic recruiting, and changing career paths appears in the Harvard Business Review. His most recent book, Talent on Demand, considers the strategies that employers should consider in developing and managing talent.

Professor Cappelli is a Research Associate at the National Bureau of Economic Research in Cambridge, Mass. He served as Senior Advisor to the Kingdom of Bahrain for Employment Policy from 2003-2005 and currently is a Distinguished Scholar of the Ministry of Manpower for Singapore. He has degrees in industrial relations from Cornell University and in labor economics from Oxford, where he was a Fulbright Scholar. He has been a Guest Scholar at the Brookings
Institution, a German Marshall Fund Fellow, and a faculty member at MIT, the University of Illinois, and the University of California at Berkeley. He was a staff member on the U.S. Secretary of Labor’s Commission on Workforce Quality and Labor Market Effi ciency from 1988 to 1990, Co-Director of the U.S. Department of Education’s National Center on the Educational Quality of the Workforce, and a member of the Executive Committee of the U.S. Department of Education’s National Center on Post-Secondary Improvement at Stanford University.

Professor Cappelli has served on three committees of the National Academy of Sciences and three panels of the National Goals for Education.  He serves on the advisory boards of several companies, and is the founding editor of the Academy of Management Perspectives.

On 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. 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.

On 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. Anyone concerned about the nation’s economic policies will gain valuable insights from his findings.

Publications

• The India Way: How India's Top Business Leaders Are Revolutionizing Management (Harvard Business Press, March 16, 2010)
• Talent on Demand (Harvard Business School Press, April 10, 2008)
• Employee Screening: Theory and Evidence, (with F. Huang), working paper November 2006
• The New Path to the Top.” Harvard Business Review (January 2005)
• The Changing Nature of Work (as a member of the Committee on Techniques for the Enhancement of Human Performance). Washington, D.C.: National Academy Press, a Report of the National Research Council, 2000.
• The New Deal at Work: Managing the Market-Driven Workforce (Harvard Business School Press, 1999)

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