Joseph B. Fuller

Mar 10, 2025 | hbr.org | Joseph B. Fuller |Matt Sigelman |Michael Fenlon

In the near future, gen AI is likely to affect some 50 million jobs, automating away elements of some jobs and augmenting workers’ abilities in others. The extent of those changes will compel companies to reshape their organizational structures and rethink their talent management strategies in profound ways, with implications that will affect not only for industries but also individuals and society. Critically, traditional learning curves for jobs will be redrawn, creating new paradigms for skill acquisition and career advancement. This shift demands a fundamental rethinking of how businesses approach talent management and how individuals navigate their careers.

Oct 28, 2024 | aei.org | Joseph B. Fuller

The 2024 American Opportunity Index measures how well America’s largest companies drive economic mobility and positive career outcomes for their employees—actions that also can help fuel business performance. It is based on independent data and is the only measure of employer quality to evaluate what really happens to workers at America’s largest employers over time. Explore profiles of every company and the data behind their performance.

Oct 10, 2024 | aei.org | Joseph B. Fuller |Manjari Raman |Francis Hintermann

ReportHidden Workers: The Case for CaregiversBy Joseph B. Fuller | Manjari Raman | Francis HintermannHarvard Business SchoolOctober 10, 2024By improving hiring practices, employers can tap into the deep talent pool of caregivers who are eager to get back into the workforce.

Oct 3, 2024 | pw.hks.harvard.edu | Joseph B. Fuller

Hidden Workers: The Case for Caregivers, by Joseph Fuller, Manjari Raman, and Francis Hintermann, is the latest in a series of reports on workers on the margins of the labor market who are seeking fuller employment.

Feb 20, 2024 | aei.org | Joseph B. Fuller |Matt Sigelman |Alex Martin

Our analysis makes clear that successful adoption of Skills-Based Hiring involves more than simply stripping language from job postings. To hire for skills, firms will need to implement robust and intentional changes in their hiring practices – and change is hard. Still, despite the limited progress to-date, our analysis shows that, for those who embrace it, skills-based hiring goes beyond corporate virtue signaling. It yields tangible, measurable value.