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Bertrand Duperrin
  • Thriving beyond boundaries: Human performance in a boundaryless world It’s time to trade in the rules, operating constructs, and proxies of the past. Prioritizing human performance can help organizations make the leap into a boundaryless future.
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Bertrand Duperrin

How Financial Accounting Screws Up HR

"Many HR practices in the United States are bad for companies, employees, and shareholders. Firms skimp on training and development, for instance, and tightly limit head count even when they’re understaffed. They increasingly move work to nonemployees, like leased workers, and replace pensions with more-expensive 401(k) plans. They do such counterproductive things because U.S. financial reporting standards treat employees and investments in them as expenses or liabilities, which make companies look less valuable to investors. This situation can be remedied, however, with some modest additions to reporting requirements. Though small, these changes could have a big positive impact"

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  • ompanies obsess over cost per hire but spend so little time trying to see if they make good hires? Why do they provide so little training when we know it improves performance and many candidates say they’d take a pay cut to get it? Why do firms delay filling vacancies and let work go undone? Why do they spend so much money leasing personnel from vendors rather than hiring their own?
  • they’re categorized as a current expense, a type of fixed cost

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Bertrand Duperrin

Rethink Your Employee Value Proposition

"A lot of leaders believe that the formula for attracting and keeping talent is simple: Just ask people what they want and give it to them. The problem is, that approach tends to address only the material aspects of jobs that are top of employees’ minds at the moment, like pay or flexibility. And those offerings are easy for rivals to imitate and have the least enduring impact on retention. Companies instead should focus on what workers need to thrive over the long term, balancing material offerings with opportunities to grow, connection and community, and meaning and purpose."

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  • Material offerings include compensation, physical office space, location, commuting subsidies, computer equipment, flexibility, schedules, and perks

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