IRC® ARCHIVE
John D. Rockefeller, Jr. founded Industrial Relations Counselors, Inc., or IRC, in 1926. In 2015, the organization rebranded as Innovation Resources Center for Human Resources, or IRC4HR. (Read more about our history.)
This section of our website presents a collection of IRC® white papers, research, and opinion pieces. While much of the research was conducted prior to 2010, the topics and issues have proven to be incredibly resilient and relevant to the workplace challenges that continue to confront employers, workers, and society in the current decade. [A limited number of documents are currently featured below; check back periodically as we continue to make the IRC® archives — dating back to 1926 — available.]
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Work-Life Balance: The Impact of Policy and Practice on the Human Resource Function
Originally published in IRConcepts Newsletter in Summer 2005, the following IRC® Research was conducted in 2004 to explore the impact of flexible working conditions on individual and organization performance. The topics of stress, wellbeing, and the role of technology suggest that the study findings might further inform post-pandemic conversations about remote
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The Immigration Controversy
The United States is a land of immigrants. The liberal principles embodied in the Declaration of Independence and the Constitution have enabled it to make Americans out of people from widely diverse places and cultures. Yet, from the nation’s founding, immigration has been a contentious issue, particularly when the newcomers
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Talent Management Processes for a Diverse Leadership Team
An IRC® Study Conducted by ORC Worldwide Global Equality, Diversity and Inclusion Practice The goal of Industrial Relations Counselors, Inc.’s study, Talent Management Processes for a Diverse Leadership Team, which was completed by ORC Worldwide, was to understand which talent management practices work best for uncovering high potential talent from
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Local-National Pay Governance Survey
An IRC® study conducted by ORC Worldwide. Tighter fiscal control and more-limited compensation budgets are forcing HQ to increase its oversight, if not the outright control of local pay practices. However, there is no clear understanding of the specific local-national pay management approaches currently employed across an array of companies
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A Study Conducted by ORC Worldwide Global Equality, Diversity and Inclusion Practice for Industrial Relations Counselors, Inc.
The goal of the IRC® study, Talent Management Processes for a Diverse Leadership Team, which was completed by ORC Worldwide, was to understand which talent management practices work best for uncovering high potential talent from non-traditional populations and making sure that talent is able to penetrate the senior leadership levels in
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The Impact of Senior Leadership Commitment on Diversity and Inclusion
Ask any practitioner what is the sine qua non for successful diversity and inclusion programs— and, indeed, for almost any human resources-related intervention—and almost invariably the answer will be “commitment from top leadership”. This assumption has become enshrined in best practices studies and “best place to work” lists1 and is