ItemMy Manager Moved: Manager Mobility and Subordinate Career OutcomesBeck, Minseo; Bidwell, Mathew; Keller, J. R. (Center for Advanced Human Resource Studies, 2021-08)Managers change jobs with some frequency. Considerable research has focused on the implications of these moves for both the managers and their organizations. But what about subordinates who are left behind? What happens to their careers? This study aims to answer these questions by analyzing the career moves of over 30,000 direct reports in a large United States-based healthcare company over an eight-year period, focusing specifically on the ways in which a change of managers affected subordinates’ subsequent earnings and chances of promotion. ItemPromoting Mental Health and Well-Being During COVID-19 and BeyondJordan, Tiffany; Mladenovic, Nate (Center for Advanced Human Resource Studies, 2021-03)Employee health and well-being, long concerns of corporations, took center stage with the advent of COVID-19. Just before the pandemic, major companies were spending an average of 3.5 million a year on special programs to address these issues; by the end of 2020, that figure had jumped 4.9 million. Curious about this upsurge, CAHRS commissioned a benchmarking study during the fall of 2020 to capture some of the major developments. Researchers conducted interviews with 34 human resource managers and professionals in 22 partner companies covering industries from high tech to consumer goods. A CAHRS White Paper titled "Promoting Mental Health and Well-being at Work: The Role of the Manager" reports the full story. This is a synopsis of selected findings and implications. ItemRemote Work in the Time of COVID-19: Key Learnings and ImplicationsJung, Hae-Song; Silva, Ralf (Center for Advanced Human Resource Studies, 2021-02)Until recently, remote work was a way of life in a few firms, a hit or miss proposition in others, and a twinkle in the eyes of many more. With COVID-19, all bets were off; suddenly remote work became a way of life for millions of employees not deemed “essential”. Ten months into this enforced “experiment”, CAHRS researchers conducted interviews with human resource executives, managers, and professionals in 18 partner companies to chronicle their ongoing experiences and extract key learnings for moving forward as COVID-19 wanes. Their full report titled "The Future of Remote Work in the Time of COVID-19" is available on the CAHRS web site. Here the focus is on some of the key learnings and their implications for going forward. ItemAn Active Learning Model of Diversity TrainingRoberson, Quinetta; Moore, Ozias; Bell, Brad (Center for Advanced Human Resource Studies, 2021-05)United States companies spend an estimated $8 billion dollars annually on diversity training, which currently is a fixture in nearly all Fortune 500 companies, as well as a majority of mid-sized firms. Naturally, researchers have studied these efforts to a fare-thee-well attempting to ascertain why some succeed, while others don’t. Much of this research is solid and potentially useful, but it is also discouragingly difficult to locate and often tough to decipher. As an antidote, the authors of this study not only conducted an extensive search and analysis of the relevant literature, but also integrated their findings into a comprehensive active learning model of diversity training. While meant primarily for researchers, the model also provides theoretically and empirically sound guidance for program designers and administrators.