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 page i

Human Resource
Management
GAINING A COMPETITIVE ADVANTAGE 13e

RAYMOND A. NOE
The Ohio State University

JOHN R. HOLLENBECK
Michigan State University

BARRY GERHART
University of Wisconsin–Madison

PATRICK M. WRIGHT
University of South Carolina
 page ii

HUMAN RESOURCE MANAGEMENT

Published by McGraw Hill LLC, 1325 Avenue of the Americas, New York, NY 10019.
Copyright ©2023 by McGraw Hill LLC. All rights reserved. Printed in the United
States of America. No part of this publication may be reproduced or distributed in
any form or by any means, or stored in a database or retrieval system, without the
prior written consent of McGraw Hill LLC, including, but not limited to, in any
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learning.

Some ancillaries, including electronic and print components, may not be available
to customers outside the United States.

This book is printed on acid-free paper.

1 2 3 4 5 6 7 8 9 LWI 27 26 25 24 23 22

ISBN 978-1-265-06401-3
MHID 1-265-06401-6

Cover Image: Djomas/Shutterstock

All credits appearing on page or at the end of the book are considered to be an
extension of the copyright page.
The Internet addresses listed in the text were accurate at the time of publication.
The inclusion of a website does not indicate an endorsement by the authors or
McGraw Hill LLC, and McGraw Hill LLC does not guarantee the accuracy of the
information presented at these sites.

mheducation.com/highered
 page iii

To my wife, Caroline, my children, Ray, Tim, and Melissa, and fifirst

grandchild, Callie Rae.
—R. A. N.

To my parents, Harold and Elizabeth, my wife, Patty, and my children,

Jennifer, Marie, Timothy, and Jeffffrey. And to the best plus ones ever—
Jonathan, Mariano, Sabrina, and Kelsey.
—J. R. H.

To my parents, Robert and Shirley, my wife, Heather, and my children,

Chris and Annie.
—B. G.

To my wife Mary and son Matthew, looking forward to the days ahead,
and to my son Michael, who is “… beginning Chapter One of the Great
Story which no one on earth has read: which goes on for ever: in which
every chapter is better than the one before.”
—P. M. W.
 page iv

ABOUT THE AUTHORS

RAYMOND A. NOE is the Robert and Anne Hoyt Designated

Professor of Management at The Ohio State University. He received
his BS in psychology from The Ohio State University and his MA and
PhD in psychology from Michigan State University. Professor Noe
conducts research and teaches undergraduates as well as MHR, MBA
and PhD students in human resource management, training and
development, and performance management. He has published over
70 articles and invited chapters and authored, co-authored, or edited
seven books covering a variety of topics in training and development
(training needs, trainee motivation, informal learning, autonomous
learning, mentoring), human resource management (recruiting), and
organizational behavior (psychological contracts, teams, work and
family). Professor Noe has received awards for his teaching and
research excellence, including the Ernest J. McCormick Award for
Distinguished Early Career Contribution from the Society for
Industrial and Organizational Psychology. He is also a fellow of the
Society of Industrial and Organizational Psychology and American
Psychological Association.

JOHN R. HOLLENBECK holds the positions of University

Distinguished Professor at Michigan State University and Eli Broad
Professor of Management at the Eli Broad Graduate School of
Business Administration. Dr. Hollenbeck received his PhD in
Management from New York University in 1984. He served as the
acting editor at Organizational Behavior and Human Decision
Processes in 1995, the associate editor of Decision Sciences from
1999 to 2004, and the editor of Personnel Psychology from 1996 to
2002. He has published over 100 articles and book chapters on the
topics of team decision making and work motivation. According to
Google, this body of work has been cited over 30,000 times. Dr.
Hollenbeck has been awarded fellowship status in both the Academy
of Management and the American Psychological Association. He was
also recognized with the Career Achievement Award by the HR
Division of the Academy of Management (2011), the Society of
Industrial and Organizational Psychology’s Distinguished Service
Contributions Award (2014) and Early Career Award (1992), as well
as the Joseph E. McGrath Award for Lifetime Achievement in the
Study of Groups by INGroup. At Michigan State, Dr. Hollenbeck has
won several teaching awards including the Michigan State
Distinguished Faculty Award, the Michigan State Teacher-Scholar
Award, and the Broad MBA Most Outstanding Faculty Member.

page v

BARRY GERHART is Professor of Management and Human

Resources and the Bruce R. Ellig Distinguished Chair in Pay and
Organizational Effectiveness, Wisconsin School of Business,
University of Wisconsin–Madison. He has served as department chair
at Cornell and Vanderbilt, as well as department chair, senior
associate dean, and interim Albert O. Nicholas Dean at Wisconsin.
His research interests include compensation, human resource/human
capital strategy, international human resources, and employee
retention. Professor Gerhart received his BS in psychology from
Bowling Green State University and his PhD in Industrial Relations
from the University of Wisconsin–Madison. He has co-authored two
books and co-edited a third in the area of compensation. Professor
Gerhart is a past recipient of the Heneman Career Achievement
Award, the Thomas A. Mahoney Mentoring Award, the Scholarly
Achievement Award, and (twice) the International Human Resource
Management Scholarly Research Award, all from the Human
Resources Division, Academy of Management. He has also received
the Michael R. Losey Excellence in Human Resource Research
Award, a career achievement award from the Society for Human
Resource Management. Professor Gerhart has been elected as a
Fellow of the Academy of Management, the American Psychological
Association, and the Society for Industrial and Organizational
Psychology.

PATRICK M. WRIGHT is Thomas C. Vandiver Bicentennial Chair

and the Director of the Center for Executive Succession in the Darla
Moore School of Business at the University of South Carolina. Prior to
joining USC, he served on the faculties at Cornell University, Texas
A&M University, and the University of Notre Dame. Professor Wright
teaches, conducts research, and consults in the area of strategic
human resource management (SHRM), particularly focusing on how
firms use people as a source of competitive advantage, the changing
nature of the chief HR officer (CHRO) role, and CEO succession. He
served as the lead editor on The Chief HR Officer: Defining the New
Role of Human Resource Leaders, published by Wiley, and View from
the Top: Leveraging Organizational and Human Capital to Create
Value, published by SHRM. Professor Wright has published more
than 60 research articles in journals as well as more than 20
chapters in books and edited volumes. He recently served as the
editor at the Journal of Management, has co-edited a special issue of
Research in Personnel and Human Resources Management titled
“Strategic Human Resource Management in the 21st Century,” and
guest edited a special issue of Human Resource Management Review
titled “Research in Strategic HRM for the 21st Century.” He currently
serves as a member on the Board of Directors for the National
Academy of Human Resources. He is a former board member of
SHRM, HRPS, SHRM Foundation, and World at Work (formerly
American Compensation Association). He has been named a Fellow
in the National Academy of Human Resources and the Academy of
Management, has won SHRM’s Michael Losey Award for HR Research
and the AOM HR Division’s Herb Heneman Career Achievement
Award, and from 2011 to 2019, was named by HRM Magazine as
one of the 20 “Most Influential Thought Leaders in HR.”
 page vi

PREFACE

Our intent is to provide students with the background to be

successful HRM professionals, to manage human resources
effectively, and to be knowledgeable consumers of HRM products.
Managers must be able to identify effective HRM practices to
purchase these services from a consultant, to work with the HRM
department, or to design and implement them personally. Human
Resources Management: Gaining a Competitive Advantage, 13th
edition, emphasizes how a manager can more effectively manage
human resources and highlights important issues in current HRM
practice.
Human Resources Management: Gaining a Competitive
Advantage represents a valuable approach to teaching human
resource management for several reasons:
The text draws from the diverse research, teaching, and
consulting experiences of four authors who have taught human
resource management to undergraduates, traditional day MBA
students as a required and elective course, and more experienced
managers and professional employees in weekend and evening
MBA programs. The teamwork approach gives a depth and
breadth to the coverage that is not found in other texts.
 Human resource management is viewed as critical to the success
of a business. The text emphasizes how the HRM function, as well
as the management of human resources, can help companies
gain a competitive advantage.
The book discusses current issues such as artificial intelligence
and robotics, use of nontraditional employment relationships, big
data, talent management, diversity, and the employee experience,
all of which have a major impact on business and HRM practice.
Strategic human resource management is introduced early in the
book and integrated throughout.
Examples of how new technologies are being used to improve the
efficiency and effectiveness of HRM practices are provided
throughout.
We provide examples of how companies are evaluating HRM
practices to determine their value.

Organization
Human Resource Management: Gaining a Competitive Advantage,
13th edition, includes an introductory chapter (Chapter 1) and five
parts.
Chapter 1 provides a detailed discussion of the global, economic,
sustainability, and technology challenges that influence companies’
abilities to successfully meet the needs of shareholders, customers,
employees, and other stakeholders. We discuss how the
management of human resources can help companies meet the
competitive challenges.
Part One includes a discussion of the environmental forces that
companies face in attempting to capitalize on their human resources
as a means to gain competitive advantage. The environmental forces
include the strategic direction of the business, the legal environment,
and the type of work performed and physical arrangement of the
work.
 A key focus of Chapter 2, on strategic human resource
management, is to highlight the role that staffing, performance
management, training and development, and compensation play in
different types of business strategies.

page vii

A key focus of Chapter 3, on the legal environment, is to enhance

managers’ understanding of laws related to sexual harassment,
affirmative action, and accommodations for disabled employees. The
various types of discrimination and ways they have been interpreted
by the courts are discussed.
Chapter 4, on analysis and design of work, emphasizes how work
systems can improve company competitiveness by alleviating job
stress and by improving employees’ motivation and satisfaction with
their jobs.
Part Two deals with the acquisition and preparation of human
resources, including human resource planning and recruitment,
selection, and training.
Chapter 5, on human resource planning and recruitment,
illustrates the process of developing a human resource plan. Also,
the strengths and weaknesses of staffing options such as
outsourcing, use of contingent workers, and downsizing are
discussed. Strategies for recruiting talented employees are
emphasized.
Chapter 6, on selection and placement, emphasizes ways to
minimize errors in employee selection and placement to improve the
company’s competitive position. Selection method standards such as
validity and reliability are discussed in easily understandable terms
without compromising the technical complexity of these issues. The
chapter discusses selection methods such as interviews and various
types of tests (including personality, honesty, and drug tests) and
compares them on measures of validity, reliability, utility, and legality.
 Chapter 7 discusses the components of effective training systems
and the manager’s role in determining employees’ readiness for
training, creating a positive learning environment, and ensuring that
training is used on the job. The advantages and disadvantages of
different training methods are described, such as e-learning, serious
games, microlearning, virtual reality and augmented reality, and
mobile training.
Part Three explores how companies can determine the value of
employees and capitalize on their talents through retention and
development strategies.
Chapter 8, on performance management, discusses the evolution
of performance management systems to a more continuous process
that encourages setting short-and long-term goals, frequent
performance conversations between managers and their employees,
and peer feedback. The chapter examines the strengths and
weaknesses of performance management methods that use ratings,
objectives, or behaviors.
Chapter 9, on employee development, introduces the student to
how assessment, job experiences, formal courses, and mentoring
relationships are used to develop employees.
Chapter 10, on retention and separation, discusses how
managers can maximize employee productivity and satisfaction to
avoid absenteeism and turnover. The chapter emphasizes the use of
employee surveys to monitor job and organizational characteristics
that affect satisfaction and subsequently retention.
Part Four covers rewarding and compensating human resources,
including designing pay structures (Chapter 11), recognizing
individual contributions (Chapter 12), and providing benefits
(Chapter 13).
Here we explore how managers should decide the pay rate for
different jobs, given the company’s compensation strategy and the
worth of jobs. The advantages and disadvantages of merit pay,
gainsharing, and skill-based pay are discussed. The benefits chapter
highlights the different types of employer-provided benefits and
discusses how benefit costs can be contained. International
comparisons of compensation and benefit practices are provided.
Part Five covers special topics in human resource management,
including labor–management relations, international HRM, and
strategically managing the HRM function.
Chapter 14, on collective bargaining and labor relations, focuses
on traditional issues in labor–management relations, such as union
structure and membership, the organizing process, and page viii
contract negotiations; it also discusses new union
agendas and less adversarial approaches to labor–management
relations.
Chapter 15 discusses the effect of social and political changes,
such as Brexit, on global human resource management. Selecting,
preparing, and rewarding employees for foreign assignments are
also discussed.
The text concludes with Chapter 16, which emphasizes how HRM
practices should be aligned to help the company meet its business
objectives. The chapter emphasizes that the HRM function needs to
have a customer focus to be effective.

Features
The chapter openers, in-text boxes, and end-of-chapter materials
provide questions that give students the opportunity to discuss and
apply HR concepts to a broad range of issues including strategic
human resource management, HR in small businesses, helping
companies achieve sustainability through environment, social, and
governance practices, adopting and using technology, adapting to
globalization, and ethics and integrity. This should make the HR
classroom more interactive and increase students’ understanding of
the concepts and their application.
Enter the World of Business chapter-opening vignettes
provide relevant examples of real business problems or issues
that provide background for the issues discussed in the chapter.
Video Conversations with Chief HR Officers (CHROs),
created by the Center for Executive Succession at the Darla Moore
School of Business, University of South Carolina, feature video
conversations with CHROs from top organizations such as
Accenture, Bank of America, Boeing, GE, HP, Merck, and others
and are tied in to pertinent chapters. In addition, the videos are
featured in Connect, along with questions related to chapter
content.
Evidence-Based HR sections highlight an evidence-based
approach to HR management and focus on people, employees,
and human capital.
Competing through Environmental, Social, and
Governance Practices boxes show how organizations can
engage in HR practices to make a profit without sacrificing the
resources of their employees, the community, or the environment.
Competing through Globalization boxes focus on how
companies use HR practices to improve their ability to compete in
international markets and prepare employees for global
assignments.
Competing through Technology boxes highlight how
organizations are using social networking, artificial intelligence,
robotics, human resource information systems, cloud computing,
dashboards, and other tools to enhance the efficiency and
effectiveness of HR practices, employees, and the workplace.
Integrity in Action boxes highlight the good (and bad) HR-
related decisions made by company leaders and managers that
either reinforce (or undermine) the importance of ethical behavior
in the company.
A Look Back segments, at the end of the chapters, encourage
students to recall the chapters’ opening vignettes and apply what
they have just learned to the issues raised there.
Self-Assessment Exercises, which are noted at the end of
each chapter and can be found in Connect, provide a brief
 exercise for students to complete and evaluate their own skills
related to topics covered in the chapter.
Managing People cases look at incidents and real companies
and encourage students to critically evaluate each problem and
apply the chapter contents.
Exercising Strategy cases pose strategic questions based on
real-life practices.
HR in Small Business cases highlight HR issues and practices
in entrepreneurial, family-owned, and emerging businesses.
Questions provoke students to think critically about “people
practices” in small businesses.

page ix

New Features and Content Changes in the

13th Edition
All examples, figures, and statistics have been updated to
incorporate the most recently published human resource data. Each
chapter was revised to include current examples, research results,
and relevant topical coverage. All of the Exercising Strategy,
Managing People, and HR in Small Business end-of-chapter cases are
either new or updated. Following are the highlights for each chapter:

Chapter 1
New Opening Vignette: Describes the important role of HR
practices during the pandemic. Features Kroger, Marriott Hotels,
Henry Ford Hospitals, and Postmates.
New Boxes:
SAP’s efforts to make employment possible for individuals with
autism.
 Eastern Bankshares efforts to increase the diversity of its top
management positions.
Data on the success of Kimley-Horn’s development program to
help female engineers prepare to transition from being a team
member to a team leader.
Companies’ efforts to change the workplace to attract women to
manufacturing jobs in India.
BMW’s use of Sophia, an artificial intelligence-based benefits
specialist.
New Text Material:
Estimate of how many small businesses give HR responsibilities to
someone with little or no HR experience or training.
Example of how HR supports Infosys BPM business.
Updated median salaries for HR positions.
Updated projected growth in employment for HR jobs.
Updated discussion of different types of HR certifications.
Example of outsourcing HR practices at ManTech International.
Updated examples of fastest growing occupations projected to
2029.
Updated discussion of skills employers need.
Discussion of the importance of digital literacy.
Discussion of upskilling and reskilling with company examples
including The Hershey Company and Tesla.
Example of how CPC Energy values human capital.
Discussion of human capital reporting standards (SEC and
International Organization for Standardization) and company
examples of data reported from General Electric and Cummins.
Updated discussion of change (VUCA) and example of how
CapitalOne is coping with changes in the financial industry.
Updated engagement statistics and company examples of efforts
to engage employees.
Discussion and examples of companies’ developing the COVID-19
vaccine talent management issues and solutions.
Updated statistics on nontraditional employment.
Updated statistics on flexible workplace and working remotely.
Discussion of companies’ remote work during and after the
pandemic. Examples include Discover Financial Services, Phillips
66.
Discussion of how companies helped employees deal with their
mental health during the pandemic.
Company example of use of balanced scorecard (Phillips).
Updated example of Baldrige Award-winning companies.
Updated discussion of ISO standards (ISO 9000). page x
Example of Six Sigma training at Walmart.
Discussion of research showing generational differences are not
supported.
Updated statistics of gender, race, and nationality composition of
the workforce projected to 2029.
Updated statistics on immigration and visas and the importance of
immigrants for U.S. companies.
Discussion of capitalizing on diversity, equity, and inclusion.
Example of TD Bank’s diversity, inclusion, and equity efforts.
Discussion of President Biden’s potential work-related policies and
how they will influence HR practices.
Discussion of the ethics of using artificial intelligence in human
resource management.
Example of the policies and practices Eaton Corporation uses to
help ensure an ethical workplace.
Updated statistics on globalization and international markets.
Discussion of how COVID-19 affected companies’ reliance on
China.
 Examples of companies that offshore and reshore jobs (Nike and
Zentech) and the reasons for their decisions.
Updated discussion of the potential of automation at work.
Example of increased role of automation as business models
changed during the pandemic (Albertsons).
Example of Johnson Control’s use of high-performance work
systems.

Chapter 2
New Opening Vignette: Explores why an iconic company, Boeing,
faced cultural issues that destroyed its reputation and performance.
New Boxes:
Competing through Globalization explores how a number of U.S.
companies may directly or indirectly be supporting slave labor in
China.
Integrity in Action examines how BlackRock lives their values by
firing employees who violate their code of conduct, even if those
employees are high-level executives.
Competing through Technology describes how Nephron
Pharmaceuticals, facing an issue of employee absenteeism,
partnered with a university to design a robot that can perform the
job.
Evidence-Based HR describes how “systems” of HR practices have
been shown to be more effective for driving firm performance
than single HR practices.
Competing through ESG discusses how the global consulting firm
McKinsey’s Global Managing Partner was voted out after he
settled a suit regarding the company’s role in the Purdue Pharma
OxyContin scandal.
New Text Material:
 New content regarding the role of HR in mergers and acquisitions
(M&A) based on recent research.

Chapter 3
New Opening Vignette: Explores a number of challenges for
McDonald’s which has been accused of discrimination internally
against black executives and externally against black franchisees.

page xi

New Boxes:
Competing through ESG describes how the company Audible
focused on developing the local community surrounding its
company headquarters by providing economic opportunities for
those in the community rather than just giving money to charities.
Competing through Technology notes that the increased use of
online or virtual assessments for selection can end up
discriminating against those with disabilities.
Evidence-Based HR describes a study showing the differences in
how overweight female and male executives are discriminated
against.
Competing through Globalization discusses the potential conflict
between LGBTQ rights and religious rights as an Australian rugby
star was fired for expressing his religious beliefs about gay people
on Instagram.
Evidence-Based HR reviews the findings of a study on
discrimination in employment applications.
Integrity in Action provides a description of how Google, after
being accused of being a hotbed of sexual harassment, hopes to
model a culture that prevents sexual harassment.
New Text Material:
 Updated figures for age discrimination complaints.
Updated figures for disability complaints.
New section explaining how the Supreme Court’s finding to
include LGBTQ individuals as falling under Title VII stemmed from
its reading of disparate treatment. This is important as it is
unclear to some how the court got to their conclusion that LGBTQ
status qualifies as discrimination based on sex.
Updated figures on religious discrimination complaints.
Updated figures on sexual harassment charges.
Updated data on workplace illnesses and injuries.
New table on a 10-Step program for reducing eye-related injuries.

Chapter 4
New Opening Vignette: Analyzes the change in the nature of
work when more people were working from home during the COVID
pandemic and the strategic considerations of whether this is the new
normal going forward or will soon be forgotten.
New Boxes:
The role of pilots, systems and human factors engineering that
led to the twin Boeing 737 disasters.
The impact of Amazon’s treatment of drivers as independent
contractors and how this contributes to fatal accidents in the
delivery process.
The role of “data labeling” in the process of developing “artificial
intelligence” systems and the devastating impact this work has on
the humans who must label images as part of the process.
The high cost of cheap meat and the negative impact of lean and
cost-efficient job design processes on workers.
The impact of informal work structures beyond the formal
organizational chart, especially as this relates to hidden
“friendship networks.”
New Text Material:
How the use of just-in-time inventory practices and lean
operations left many of the nation’s hospital systems totally
unprepared for the COVID pandemic.
How organizations are leveraging apps and cell phones to
redesign their work.
Why the organizational structure and design at Pfizer page xii
placed it at a competitive advantage in terms of being
the the first company to create a COVID vaccine.
How the high rate of turnover attributable to poor job design set
nursing homes up for disaster when it came to the spread of
COVID within their units.
Why organizations are rebalancing the formula of individual work
versus teamwork to reflect the need for collaboration, but also
concentration.

Chapter 5
New Opening Vignette: How offshoring of the manufacturing of
personal protective equipment left many of the nation’s hospital
systems totally unprepared for the COVID pandemic.
New Boxes:
Why France is revisiting past strategic decision regarding
vocational education and how it is now trying to promote the
opposite idea.
How the COVID pandemic increased the use of robots across a
number of industries and why these robots are not going away
any time soon.
How and why recruitment for military service has become a
“family business” and the problems associated with having a
military that is not representative of the country as a whole.
How the increased aggressiveness of workplace raids conducted
by Immigration and Customs Enforcement (ICE) office is breaking
 up families and local communities.
Recent evidence shows that immigration results in a loss of U.S.
jobs in the short term, but in the long term results in large job
gains for the country.
New Text Material:
How the COVID pandemic shifted the demand and supply for
certain kinds of labor and how this unanticipated event left many
employers scrambling to find enough workers.
How employers are using “Reskilling Bootcamps” to move workers
who are in low demand jobs into high demand jobs.
How Boston Dynamics targets certain high demand jobs when it
comes to developing commercial robots.
How recent changes in the H-1B Visa Program have created
conflict between high tech companies, workers, customers, and
the government.
How tariffs affect the supply and demand for labor and why it is
so difficult for HR to respond to this type of activity.

Chapter 6
New Opening Vignette: Discusses how Adidas’ response to the
Black Lives Matter movement led to an employee revolt at that
company, even though it said the exact same things as most other
employers.
New Boxes:
How investors who want to put their money in companies
committed to Environment, Social, and Governance practices are
creating a new way to draw competitive advantage from HR
policies.
How the job of CEO restricts the range of certain behaviors, and
why one sees far fewer gender differences when it comes to this
job versus other jobs.
 What goes on inside the “black box” of artificial intelligence hiring
systems and why this creates the same subjective biases one sees
in humans.
The pros and cons of hiring former criminals, and how page xiii
to do it right.
How gender integration at the United States Marine Corps
improved the tactical decision-making effectiveness of teams.
New Text Material:
How the polarized context of U.S. politics makes it difficult for
employers to balance concerns related to discrimination and
reverse discrimination in hiring and promotion.
How the lack of background checks for workers who perform gig
jobs is becoming a public health concern and why that is
beginning to change.
How and why younger workers see and report discrimination in
the workplace at much higher rates relative to older workers.
How the “Rooney Rule” invented by the National Football League
is being adopted by many businesses in the effort to integrate
their leadership ranks.
How the legalization of marijuana in many states and increased
use of smart drugs like Adderall are changing the landscape
related to drug testing in different industries.

Chapter 7
New Opening Vignette: Describes Amazon’s training programs to
upskill employees and community members around the world.
New Boxes:
How Verizon used training to keep employees working during the
pandemic.
How language training is giving employees opportunities to
further their careers.
 Describes Kimberly-Clark, Comcast, and Siemens USA efforts to
manage diversity, equity, and inclusion.
How artificial intelligence helps employees identify training they
need and are interested in.
How PwC uses a post-test comparison group design to evaluate
three training methods.
New Text Material:
Example of Hilton’s use of knowledge management.
Example of how BMO Financial Group facilitates continuous
learning.
Example of how NTT assesses skills as part of its needs
assessment process.
Examples of microlearning from Panda Restaurants and CDK
Global.
Example of how AARP involves managers to help ensure transfer
of training occurs.
Example of how Signature Consultants use mentors and peers to
support transfer of training.
Example of how North Highland and Western Southern Financial
Group use knowledge management to support transfer of
training.
Updated statistics for percentage use of different training
methods.
Discussion and company example (Rollins) of use of virtual
classrooms during the pandemic.
Examples of Ally Auto’s and Aggreko’s use of video for training.
Examples of company and joint company community efforts
(Dartmouth-Hitchcock Medical Center, Federation for Advanced
Manufacturing Education) to train using apprenticeships.
Examples of simulations, virtual reality, augmented reality, serious
games (FBI, BNSF Railway, NTPC, PwC, Walmart).
 Example of online learning (Apple Federal Credit Union).
Discussion of security concerns with MOOCs. page xiv
Discussion of mobile learning and use by Two Men and a Truck.
Blended learning at Providence St. Joseph Health.
Yum! Brands’ use of learning management system.
Updated statistics on expatriate assignments.
Campari Group language training for preparing expatriates.
Discussion of diversity, equity, and inclusion.
Discussion of ally training and Microsoft example.
Unconscious bias training at Kaiser Permanente.
Dominos and C&A Industries onboarding programs.

Chapter 8
New Opening Vignette: How effective performance management
at Wipro, Zenefits, and UL supports the business.
New Boxes:
The use of performance contracts at PetroChina Company LTD.
How NetRoll adapted employees’ goals during the pandemic.
Effectiveness of Kronos’s upward feedback process.
Examining employees’ digital exhaust (e-mails) using relationship
analytics in performance management.
Companies deciding to keep poor performers during the
pandemic.
New Text Material:
Reasons why companies are moving to continuous performance
management.
How TD Bank’s Personal Performance and Development process
contributes to the strategic, developmental, and communication
purposes of performance management.
 The steps Facebook took to ensure that its performance
management system was acceptable by ensuring it was fair,
transparent, and focused on development.
Voya Financial and Providence Health use of competency models.
Asana’s use of goals and objectives.
Updated best practices in goal setting.
Use of 360 feedback at PwC.
General Electric’s performance development app.
Use of electronic monitoring to promote social distancing during
the pandemic.
SiteSystems use of monitoring software on employees’ computers.
Updated discussion of potential benefits of electronic monitoring.
Discussion of ingroup-outgroup and confirmation bias and how
they cause rating errors.
Adobe’s Check-In process that facilitates managers giving
feedback.
USANA Health Sciences use of questions for self-assessment.
Penn Station East Coast Subs STEAKS model used to help
managers provide performance feedback.
Discussion of employee termination process.
EEO cases involving discriminatory use of performance
management (MVM and Erickson Living Management).

Chapter 9
New Opening Vignette: Discusses employee-driven development
process and development conversations at Danone Turkey.

page xv

New Boxes:
 Companies paying employees’ entire tuition bill for degrees
related to in-demand skills.
Hershey’s use of volunteer assignments to develop employees’
skills and communities in Africa.
How virtual reality and artificial intelligence are being used in
development and career management.
Actions that PlanteMoran, Hershey’s, and Bank of America are
taking to break the glass ceiling.
New Text Material:
Psychological success: The Florida real estate agent who left her
job in real estate to capture pythons.
Updated statistics on job hopping.
How ESL Federal Credit Union career counseling services
encourages employees to proactively manage their career growth.
UL NavigateMyCareer approach example for reality check.
Assurion’s use of a variety of development approaches.
Discussion of leadership development programs and company
examples (MasTech, Deltek).
EY partnership with university to offer a management degree.
Discussion of StrengthFinders assessment and company example
(Signature Consultants).
Wipro’s use of 360 degree feedback.
Midcontinent Independent System Operator, Inc., use of 360-
degree feedback in its career exploration program.
Steelcase and BMO Financial Group use of stretch assignments.
How Atrium Health deals with a potential problem of job rotation.
Promotion of Luz Damaris Rosario who now overseas one of Goya
Foods’ largest food production plants.
PwC’s and BrewDog’s use of sabbaticals.
 CEO of Allergan volunteer assignment. Benefits of reverse
mentoring at BNY Mellon’s Pershing.
Coaching at PepsiCo and Kaiser Permanente.
Updated statistics of women and minorities in leadership
positions.
Examples of development opportunities that helped two Black
women gain leadership positions.
Talent reviews at MediaData Systems.
Commvault’s use of a sixteen-box grid for succession planning.

Chapter 10
New Opening Vignette: Discusses how verdict in the Harvey
Weinstein case is the “end of the beginning” of the #MeToo
Movement and how “defamation” charges are what come next.
New Boxes:
How employees and employers got caught in the crossfire of the
Hong Kong protests, and the impact this has had on expatriate
employees.
How CEOs who laid off workers during the COVID pandemic
treated themselves when it came to pay cuts, raises and bonuses.
How new developments in smartphone technology for measuring
stress are changing workplace wellness efforts.
Why the way hourly and salaried employees are paid page xvi
results in both sets of workers enduring longer hours for
totally different reasons.
New evidence on how “four-10-hour-days work weeks” compare
to “five-8-hour-days work weeks” when it comes to employee
productivity and satisfaction.
New Text Material:
How rather than being the champion for employees, HR was often
the villain when it came to handling sexual harassment charges at
Another random document with
no related content on Scribd:
THE FALLEN VAULTING LEFT BARE THE DAMAGED
FRAMEWORK OF THE ROOF.
BREACH IN THE NAVE, NOVEMBER 1918.
 The fall of the Vaulting.

The vaults of the remaining bays, already weakened, could not

withstand the renewed bombardments. One after another they
crashed to the ground, with the exception of those of the first and
seventh bays. Everywhere else, pieces of broken or disjointed
framework, supporting a completely ruined roof, are exposed to view
(photo above).
Several of the large windows on the north side have also fallen in
and all the stained-glass has been smashed.

The Final Ruin.

THE NAVE, AUGUST 1918.
The bombardments of 1918 destroyed the nave beyond hope of
repair.
Several large pillars collapsed and a considerable portion of the
upper part of the side walls, large arches and triforium fell in to the
right and left.
Three bays near the west front, with their large arches and the aisles
were completely destroyed. All this masonry fell inside the nave,
forming across its entire breadth a heap of debris more than 19 feet
high and about 33 feet long.
Fragments of vaulting, bases of pillars, stones from the roof, were
mixed in shapeless chaos with a quantity of architectural and
sculptured motives, notably the beautiful capitals and the key-stones
of the vault, mostly broken. And on this heap of ruins the roof-
timbers of the framework, deprived of all support, fell by degrees in
their turn.
The old harmonious construction of the nave is now to be seen only
in the bays nearest the transept.
The Chapelle des Œuvres was struck several times. The most
serious damage was caused during the first bombardments of 1914
by a shell which exploded on the roof of the gallery (B on plan p. 18,
photo below) which leads to the chapel. Penetrating the roof and the
framework, it caused the vault to fall in, broke the arches, and
shattered the stained-glass of the chapel windows.
GALLERY GIVING ACCESS TO THE CHAPELLE DES ŒUVRES,
NOV. 1918.
 SOUTH ARM OF TRANSEPT.
See the exterior, p. 29.

South Arm of the Transept.

The bombardments have spared the south arm of the transept, a

marvel of grace and simplicity, built about 1175, by Bishop Nivelon of
Chérisy. It is the oldest and also the least elevated portion of the
cathedral.
The arm of the transept ends in a semi-circle (a peculiarity which it
shares with those of the old Cathedral of Noyon and numerous
Rhenish churches) and is surrounded by an ambulatory.
In style it differs distinctly from that of the rest of the building, and
presents the distinguishing features of primitive Gothic.
The triforium—which elsewhere consists only of a narrow gallery—is
here double. It comprises a story of high, wide, arched tribunes,
grouped three and three, surmounted by a narrow passage with
graceful colonnettes.
The main vault is supported by six pointed ribs which intersect in a
central key-stone ornamented with six angels.
The south arm of the transept is lighted by three series of windows.
Small semi-circular bays are cut in the wall of the ambulatory. The
galleries are lighted—except on the right, which is ornamented with
rose-windows—by tierce-point windows in groups of three. There is
a final row of high tierce-point windows, also in groups of three,
above the triforium.
Some of the capitals are masterpieces of ornamental sculpture.
Their decoration consists either of the foliage characteristic of
Romanesque capitals (acanthus leaves) or of projecting crockets,—
one of the earliest examples of this distinctive ornament of Gothic
capitals.
On the east side of the south arm of the transept there is a two-
storied polygonal chapel (C on plan, p. 18) of the same period. The
key-stone of the vault of the lower chapel represents two angels
carrying the Agnus Dei on a cloth. The upper chapel, in which the
Treasure was formerly kept, communicates with the galleries.

The Choir and Apse.

The choir, where, on the completion of the south arm of the transept,
Bishop Nivelon of Chérisy continued the building of the Cathedral
(1200–1212), is one of the earliest examples of Pointed Gothic—so-
called on account of the sharp outline of the arches. A notable
characteristic of this is the transformation of the wide galleries of the
triforium into a narrow gallery, which gives greater importance to the
wide arches of the ground floor and to the high windows of the upper
story.
Its general plan is similar to that of the nave, built immediately
afterwards: lofty wide arches, narrow triforium, high windows (but
without mullions, forming a single bay), and pointed vaults of
rectangular plan.
The Choir is flanked by side-aisles, off which open, on each side four
rectangular chapels with groined vaults.
The second chapel of the aisle has an inscription recording the date
on which the Canons took possession of the Choir:
Anno milleno biscenteno duodeno hunc intrare chorum
Cepit grex canonicorum tercio idus maii.
(In the year 1212, on the third Ides of May, the Canons first
took
possession of the Choir).
 THE CHOIR.
On the left and at the back sand-bags protected the art
treasures.

The south side-aisle communicates with the chapel attached to the

south arm of the transept by a 15th century vaulted corridor (D on
plan p. 18) in which there is a fine 16th century statue of the Virgin
and Infant seated.
The two side-aisles continue round the semi-circular apse, forming
an ambulatory surrounded by five shallow radial chapels. The central
chapel is consecrated, as usual, to the Virgin. The pointed vaults of
the chapels unite with those of the ambulatory, eight pointed ribs
meeting in the same key-stone.
The choir, scarcely touched by enemy fire up to December 1916,
suffered more serious damage then and in January 1917.
Shells pierced the vault in two places and also penetrated several
parts of the triforium wall, breaking the arches. In the apse, portions
of the vault were injured and parts of the 13th century stained-glass,
which it was not possible to remove from the high windows, were
damaged.
The vital parts of the choir escaped serious damage, and it was
possible during the second half of 1917, to carry out temporary
repairs after the retreat of the Germans. At the same time, in order to
make the choir—as well as the transept, which had also escaped
serious injury—once more available for public worship, a partition
was built shutting off the nave (photo p. 24).
This protective partition shielded part of the building very effectively
in 1918, when the Choir and Transept escaped serious damage.
Most of the fine 13th century stained-glass windows were removed
in 1915 to a place of safety.
They were originally taken from the church of Saint-Yved-de-Braines
and inserted during the 19th century in the high windows of the apse
and those of the Lady Chapel.
Thanks to the protective measures taken, the interior decoration of
the choir escaped injury. It dates from the 18th century and
comprises a high altar of marble, surrounded by a wrought-iron
railing, and flanked by two marble statues of the Virgin and the Angel
Gabriel, depicting the Annunciation. Two consoles of carved and
gilded wood with marble tops, complete this group. The stalls only
are 17th century.

The North Arm of the Transept.

The north arm of the transept, flanked by aisles, shows the same
arrangement as the nave, but ends in a straight wall (late 13th
century) which was ornamented in the 14th century. A clerestory
gallery joining the triforium of the side walls, and carried on small,
light columns, is built against this wall. Above are pierced a row of
bays and a fine rose-window containing old stained-glass.
During the war, a fine picture by Rubens (1635), painted for the
Franciscan Fathers in return for their having nursed him through an
illness contracted at Soissons, was removed from the north arm of
the transept to a place of safety. This picture, which represents the
Adoration of the Shepherds, has a fine frame of carved and gilded
wood of the Regency period.
The bombardments did little damage to the north arm of the transept
and to the intersection of the transepts. The worst injury was the
falling in of one of the vaults of the north arm, and the breaking of the
arch-band uniting two of the large pillars of the transept.

The art treasures.

In addition to the works of art preserved in the choir and transept, the
Cathedral possesses a fragment of a 16th century tapestry, all that
remains of a large piece devoted to the legend of Saint-Gervais and
Saint-Protais, which, before the War, hung in the north aisle of the
nave.
 WOODWORK IN THE SOUTHERN AISLE.

Before the War, at the entrance to the nave on each side of the main
portal, were memorial statues of two abbesses of the ancient abbey
of Notre-Dame, represented kneeling, with folded hands, in the
costume of the period: Henriette de Lorraine d’Elbeuf, abbess from
1660 to 1669, and Gabrielle-Marie de la Rochefoucauld (1683–
1693).
Photographs of these two statues are given below.
In the sacristy are preserved fragments of flamboyant style
woodwork, a 17th century chalice of finely chased gilt silver, a
magnificent Crucifix by Girardon and a fine reliquary in gilt copper
(1560), representing the plan of Soissons with its battlemented walls
and churches of the period. (See p. 3).
HENRIETTE DE LORRAINE D’ELBEUF
 GABRIELLE-MARIE DE LA ROCHEFOUCAULD
Funeral Statues to two Abbesses of the old Abbey of Notre-
Dame.
 SOUTHERN ARM OF TRANSEPT.
See the Interior, p. 25.

Side façades of the Cathedral.

The exterior of Soissons Cathedral is remarkable for the great

simplicity of its lines and its well-balanced construction.
The high vaults are supported by two super-imposed 13th century
flying-buttresses, which are supported on one side by powerful
abutments and on the other by small engaged columns, the capitals
of which are decorated with crockets. (See photos, pp. 20, 22, 24).
Against the straight wall which ends the north arm of the transept are
14th century radiating arcades (p. 30). This wall is pierced by a large
rose-window set in tierce-point arch. It ends in a gable with 14th
century ornament, and is flanked by two bell-turrets, one of which
was destroyed. (Photos, pp. 30 & 31).
To the east of the north arm of the transept, obstructing the first
window of the choir aisle, is a 14th century portal with a sharply
pointed gable, supported by two buttresses (photo opposite). The
higher finish and greater adornment of 14th century decorative art is
clearly to be seen here: sharply pointed gables ornamented with
trefoil over the portal and buttresses, and intricately carved bouquets
of foliage on the capitals, replacing the hooked crockets of the
preceding century.