Hiring Manager Training for Strategically Selecting the Best Human Capital

The selection process is arguably the most important part of the employee life cycle in an organization, but a process often underdeveloped in many organizations. Successful selection processes can put the right people into critical positions, whereas failure to focus on selection can result in poor performance, turnover, and loss of productivity critical to the continuing success of organizations. This paper creates a model for a hiring manager training that focuses on a strategic selection process to maximize chances for successful hires. Utilizing leadership and selection models, human resources can engage hiring managers in a strategic applicant selection process as well as give tools for screening, interviewing, and selecting the best candidates for employment throughout all levels of their organization.

BigLaw Identity Capital: Pink and Blue, Black and White

This Article advances a new capital framework for understanding the bargain between large law firms and their lawyers, depicting BigLaw relationships not as basic labor-salary exchanges but rather as complex transactions in which large law firms and their lawyers exchange labor and various forms of capital — social, cultural, and identity. First, it builds on the work of Pierre Bourdieu regarding economic, cultural, symbolic, and social capital by examining the concepts of positive and negative capital, exploring the meaning of capital ownership by entities, and developing the notion of identity capital — the value individuals and institutions derive from their identities. Then, the Article advances a capital theory of BigLaw, in which large law firms and their lawyers engage in complex transactions trading labor, social, cultural, and identity capital for economic, social, cultural, and identity capital. Capital analysis sheds new light on the well-documented and troubling underrepresentation of diverse lawyers at BigLaw. It shows that the underrepresentation of women and minority lawyers is not solely the result of exogenous forces outside the control of large law firms such as implicit bias, but rather the outcome of the very exchanges in which BigLaw and its lawyers engage. Specifically, large law firms take into account the capital endowments of their lawyers in making hiring, retention and promotion decisions, and derive value from their lawyers’ capital, for example, by trading on the identity of women and minority lawyers in marketing themselves as being diverse and inclusive to clients and potential recruits. Yet, while BigLaw trades for the identity capital of women and minority lawyers, it fails to offer them opportunities in return to acquire the social and cultural capital necessary for attaining positions of power, resulting in underrepresentation. Moreover, these labor-capital exchanges are often implicit and made by uninformed participants, and therefore unjust. Exactly because the capital framework describes the underrepresentation of diverse lawyers at BigLaw as an endogenous outcome within the control of BigLaw and its lawyers, however, it is a cautiously optimistic model that offers hope for greater representation of diverse lawyers in positions of power and influence. The Article suggests policies and procedures BigLaw can and should adopt to improve the quality of the exchanges it offers to women and minority attorneys and to reduce the underrepresentation of diverse lawyers within its ranks. Employing the concepts of capital transparency, capital boundary, and capital infrastructure, it demonstrates how BigLaw can (1) explicitly recognize the roles social, cultural, and identity capital play in its hiring, retention and promotion apparatuses and (2) revise its policies and procedures to ensure that all of its lawyers have equal opportunities to develop the requisite capital and compete on equal and fair terms for positions of power and influence.

Motivation Employees in Work Organizations

With the onset of global integration and knowledge of economics, the value of human capital is improving and playing a leading role in enterprise. Motivating employees in the workplace becomes an eternal and challenging subject for today's enterprise. This capstone project identifies and illustrates what motivation is, what effectively motivates employees, and how to motivate employees in the workplace. This project not only talks about individuals' motivation but also motivation in groups and specific organizations. The global workforce, as a special group, is also discovered in this project. The project mainly is based on secondary research. The types of sources come from books, journal articles, blogs, periodicals, and other print materials through the Penrose Library and websites (such as Google Scholar). This project is written for the business leaders and human resources professionals, helping them to increase employees' satisfaction and maintaining the valuable employees in their organizations.