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• Article | Industrial & Labor Relations Review | 2020

  Determinants of Gender Differences in Change in Pay among Job-Switching Executives

  Boris Groysberg, Paul M. Healy and Eric Lin

  The authors investigate what determines differences in change in pay between men and women executives who move to new employers. Using proprietary data of 2,034 executive placements from a global search firm, the authors observe narrower pay differences between men and women after job moves. The unconditional gap shrinks from 21.5% in the prior employer to 15% in the new employer. After controlling for typical explanatory factors, the residual gap falls by almost 30%, from 8.5% at the prior employer to 6.1% in the new placement. This change reflects a relative increase in performance-based compensation for women and a lower level of unexplained pay inequality generally in external placements. Controlling for individual fixed effects, observed women have higher pay raises than do men. Finally, the authors find suggestive evidence that pay differences may also be moderated by differences in the supply and demand for women executives.

  Citation:

  Groysberg, Boris, Paul M. Healy, and Eric Lin. "Determinants of Gender Differences in Change in Pay among Job-Switching Executives." Industrial & Labor Relations Review (2020).  View Details

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• Case | HBS Case Collection | September 2020

  Lojas Americanas: Project DNA and the 'People Machine'

  Boris Groysberg, Eric Lin and Sarah L. Abbott

  Lojas Americanas (“Americanas”) was one of the largest retailers in Brazil. Via its stores, digital platform and Innovation Engine, the company served more than 38 million people. In recent years Americanas had enjoyed rapid growth; growing from 98 stores in 2001 to 1,700 stores in 2019. As each store had its own manager, and there was a growing need for district and regional managers, meeting these human resource needs had become an increasingly large challenge. Compounding this, one of the company’s core talent management principles was that store managers should be hired from inside the company. This challenge was the genesis for what became known as Project DNA. Via Project DNA Americans executives aimed to: determine empirically the extent to which store managers impacted store performance; identify those characteristics that differentiated a good manager from an average one; and create a leadership training program to develop and reinforce those characteristics. To date, approximately 1,500 managers had participated in the training to date, and while it was still early days, initial results had been impressive. The question for Americanas’s management was: what could be done to improve and update the project? And, could the learnings of Project DNA be applied elsewhere?

  Keywords: retail; Brazil; Data Analytics; training; growth and development; Data and Data Sets; Analysis; Training; Performance; Employees; Management; Retail Industry; Brazil;

  Citation:

  Groysberg, Boris, Eric Lin, and Sarah L. Abbott. "Lojas Americanas: Project DNA and the 'People Machine'." Harvard Business School Case 421-038, September 2020.  View Details

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• Case | HBS Case Collection | September 2020

  Tech with a Side of Pizza: How Dominos Rose to the Top

  Boris Groysberg and Susan Seligson

  Citation:

  Groysberg, Boris, and Susan Seligson. "Tech with a Side of Pizza: How Dominos Rose to the Top." Harvard Business School Case 421-035, September 2020.  View Details

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