| New York University | New York |
| Columbia University | New York |
| University of Amsterdam | Amsterdam |
| Rotterdam School of Management | Rotterdam |
Two in New York, two in the Netherlands, which is roughly how my working life has been arranged since 2006.
Why I keep doing it
The students arriving now will spend their careers in a version of HR that does not exist yet. They will be expected to answer questions the field has never been able to answer, with tools their managers have not used. Teaching them is the most direct way I know to move the thing I care about, and it keeps me honest: a room of graduate students will find the weak part of an argument faster than a boardroom will.
It also runs the other way. Most of what I understand about where this field is going, I learned from being asked something I could not answer.
What I cover
The through line is the same one I have been arguing since 2006: HR should be able to prove what it is worth, and here is what becomes possible once it can. Around that I teach what the specific course needs, usually some combination of how people data gets built, what can and cannot be inferred from it, how to model a workforce decision before committing to it, and how to put the answer in front of an executive in a form they can act on.
I adapt to the programme rather than arriving with a fixed module.
If you run a programme
I take on a limited number of guest sessions each year, and I say yes more often than is strictly sensible. If you teach people analytics, HR, or organisational behaviour and want a session, get in touch. There is a bio and photo here if you need one for a course listing.