People & Strategy Summer 2017 Vol. 40 Issue 3 - 57
CALL FOR PAPERS
People + Strategy Journal 41.1 (Winter 2018)
Maximizing Potential in the Workplace
Guest Editors: Allan Church, Ph.D., and Jay Conger, Ph.D.: Executive Editor: Marc Sokol, Ph.D.; Managing Editor: Mary Barnes
Theme of the Upcoming Issue
Assessment and development of potential continues to be a key priority of almost all organizations.
Early identification of potential is nearly an industry
in itself. Those designated as having high potential
receive even greater attention, although what that
means can vary widely across organizations and
executives. As business models transform, and
as careers and the very design of work evolves,
we need to also understand where and how the
application of potential assessment and development is also changing.
Topics to Consider
This issue of People + Strategy will showcase
research, practice, and experience from those at the
front lines of assessing and developing potential in
others. Every company has some stake in knowing
who has potential and, just as important, clarifying
potential for what. We invite authors to submit overviews of feature articles or case studies including,
but not limited to the following:
* When does potential matter most (which might
focus on the role fit discussion, or succession vs.
* Nature vs. nurture: Can we really coach and
* Are high-potential women different?
* Critical factors for managing your career
* Potential vs. performance (and the practice of
* Is the idea of a high-potential senior executive an
* When is potential ever realized if ever?
* How do boards weigh potential vs. performance
in making succession choices?
* When high potentials undermine the
effectiveness of the business and what to do
We are looking for articles that have the following
Strategic importance: Have a link to business
decisions and do not rehash well-known information; should be the type of article an HR partner
might pass on to business leaders to educate them
about a concept, provide the basis for a decision or
influence their thinking.
Impact: Have a "so what" for the HR executive as
well as a business leader, for example, does not
just present research findings but also discusses
applications and impact.
Actionable: Focus on solutions, not just descriptions of issues.
Grounded: Based on research, theory (with examples), or proven practice to provide a "proof of
concept," not just armchair observations; provides
frameworks that can be applied in a variety of
Point of view: Make a case for thinking about a
Readable: Non-academic prose; uses active verbs
and minimal jargon.
The typical reader of People + Strategy is an
internal human resource executive or consultant
seeking actionable and practical advice based in
sound evidence. Our reader wants to be challenged by new practices, approaches, and models.
Our readers are experienced, knowledgeable and
work in and for a variety of organizations across
the globe. They turn to People + Strategy for clear,
actionable, and thought-provoking articles on
Types of Submissions
Articles can take a number of forms, including
frameworks for understanding and taking action
on a topic, presentation of research findings
with interpretation, case studies illustrating best
practices or essays advocating new ways of
thinking about an issue. Articles from consultants
are especially interesting when they are written
collaboratively with practitioners from a client
We encourage submissions of one-page proposals
and article ideas first to the editors prior to
submitting the completed article. All proposals
will be reviewed by the editors and returned to the
authors with comments and recommendations. If
accepted, we will then guide you on the development of your article. Final submissions will be
reviewed by members of the journal's editorial
review board. Criteria for evaluation include
significance of contribution to the field of human
resource management; usefulness of knowledge;
timeliness of content; originality; provocative
nature of content; quality of the data supporting
the points; logical; and well-written. The reviewers'
comments will be sent to authors.
Writing Style and Guidelines
Articles should range from 2,500 to 3,500 words.
Perspectives articles range from 500 to 700 words.
When applicable or available, include high resolution graphics or charts with submissions to help
present any complex information in a visual format.
Please limit these to one per every 700 words in an
article. See examples of articles published in the
journal under "Quick Links" at http://www.hrps.
Time Table and Submission
All proposals should be sent to editor@hrps.
org. Please designate in your subject line that the
submission is for the winter 2018 issue: Maximizing
Potential in the Workplace. Please indicate if your
article is based on any prior publication or is also
currently submitted to another publication for
Aug. 14, 2017: Proposals due. Submit a one-page
overview of article concept and author's bio.
Aug. 21, 2017: Feedback provided. We will
provide feedback and direction on your concept.
Sept. 7, 2017: Articles due. Submit a well-written
draft ready to be edited.
Sept. 14, 2017: Feedback provided. We will
indicate if the article is accepted, and, if so, what
revisions are needed. If your article is accepted, we
will work closely with you to shape and revise it to
meet the final submission deadline.
Oct.14, 2017: Final articles due. All articles are
due in final edited form.
Contributions will be reviewed by a committee,
and each paper will get at least two independent
reviews, based on criteria including relevance,
clarity, soundness and power of the arguments,
generality of results/claims, and novelty. Papers
will be accepted based on this criteria and space
availability. Accepted papers will be published in
the winter 2018 issue of People + Strategy.
HR People + Strategy retains the copyright to all
material published in the People + Strategy journal.
VOLUME 40 | ISSUE 3 | Summer 2017