People & Strategy Winter 2018 Vol. 41 No. 1 - 37

CALL FOR PAPERS
People + Strategy Journal 41.3 (Summer 2018)

Start-ups and the Role of HR

Guest Editor: Marc Maltz, M.B.A.: Executive Editor: Marc Sokol, Ph.D.; Managing Editor: Jeffrey Lyles

Theme of the Upcoming Issue
In times of uncertainty, we often hear companies
advocate going "back to the garage," hoping to
reclaim their start-up spirit. Is that even possible? Is it
desirable? Is it the recognition of something missing,
or simply a fantasy about what might be?
Every business was once in start-up mode. As the
dream of every entrepreneur, a start-up can offer the
promise of fulfilling a vision or bringing independence, wealth, or to change the world. The reality
of integrating people and strategy within a start-up,
however, may be far different from the world of large
companies. Attending to these dynamics can help us
examine our fundamental assumptions about how
we work, in new companies and established ones.

Topics to Consider
At the early stages of a new organization, the
founder and leadership team jointly own people and
strategy as an integrated reality of daily life. People
in young organizations are engaged in intense
learning, taking enormous risks, being hyper-productive, and working long hours. Most leaders focus on
product and financing as the keys to success, with
few thinking of themselves in the business of leading
people. This issue of People + Strategy focuses on
organizational life within start-ups, how they evolve,
and the lessons that can be applied. Topics may
include, but are not limited to, the following:
* How are the dynamics of start-up life a potent
metaphor for other organizations?
* How do boards and investors shape the life of
start-ups, and what lessons do they offer for the
boards of larger firms?
* Start-ups and nonprofit companies are each highly
mission driven. How can the two learn from each
other to foster productive workplace cultures?
* Most start-ups go through cycles of restructuring.
What are the lessons and practices that best permit
agile evolution of a young firm?
* What can seasoned HR professionals bring to
start-ups, and where does the expertise from
larger firms fail to support HR people as they move
into start-ups?
* How are traditional HR functions-recruiting,
selection, and leadership development-radically
different within start-ups?
* How do start-ups hire for expertise, yet ensure
specialists can adapt to the evolving needs of the
business?
* How are attraction and retention strategies
different for start-ups? What strategies might help
start-ups compete with larger, better funded
companies to get the talent they need?
* Are there substantive differences in the role of HR
professionals at start-ups compared to HR's role in
larger firms? What HR skills are most transferable

between start-ups and larger firms?
* What personality dynamics among founders and
leadership teams foster healthy, engaged growth
and which tear at the fabric of the business?
We are looking for articles that have the following
attributes:
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. That is, 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;" provides frameworks that can be applied
in a variety of situations.
Point of view: Make a case for thinking about a topic
differently.
Readable: Non-academic prose; uses active verbs
and minimal jargon.

Our Audience
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 current topics.

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.org/PSJ.

Time Table and Submission Information
All proposals should be sent to editor@hrps.org.
Please designate in your subject line that the submission is for the Summer 2018 issue: Start-ups and the
Role of HR. Please indicate if your article is based on
any prior publication or is also currently submitted to
another publication for consideration.
Feb. 9, 2018: Proposals due. Submit a one-page
overview of the article concept with the author's bio.
Feb. 16, 2018: Feedback provided. We will provide
feedback and direction on your concept.
March 2, 2018: Articles due. Submit a well-written
draft ready to be edited.
March 9, 2018: Feedback provided. We will indicate
if the article is accepted, and, if so, what revisions are
needed. We will work closely with you to shape and
revise your article to meet the final deadline.
April 10, 2018: Final articles due. All articles are
due in final edited form.

Review Process

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.

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
Summer 2018 issue of People + Strategy.

Submission Process

Copyright Policy

Types of Submissions

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

HR People + Strategy retains the copyright to all
material published in the People + Strategy journal.

VOLUME 41 | ISSUE 1 | WINTER 2018

37


http://www.hrps.org/PSJ

Table of Contents for the Digital Edition of People & Strategy Winter 2018 Vol. 41 No. 1

From The Executive Editor
From The Guest Editors
Perspectives
So You Want to Be a High-Potential?
How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
Getting the Right People in the Hi-Po Pool
Wherefore Art Thou All Our Women High-Potentials?
Are Your HiPos Overrated?
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover1
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover2
People & Strategy Winter 2018 Vol. 41 No. 1 - 1
People & Strategy Winter 2018 Vol. 41 No. 1 - 2
People & Strategy Winter 2018 Vol. 41 No. 1 - 3
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Executive Editor
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Guest Editors
People & Strategy Winter 2018 Vol. 41 No. 1 - 6
People & Strategy Winter 2018 Vol. 41 No. 1 - 7
People & Strategy Winter 2018 Vol. 41 No. 1 - Perspectives
People & Strategy Winter 2018 Vol. 41 No. 1 - 9
People & Strategy Winter 2018 Vol. 41 No. 1 - 10
People & Strategy Winter 2018 Vol. 41 No. 1 - 11
People & Strategy Winter 2018 Vol. 41 No. 1 - 12
People & Strategy Winter 2018 Vol. 41 No. 1 - 13
People & Strategy Winter 2018 Vol. 41 No. 1 - 14
People & Strategy Winter 2018 Vol. 41 No. 1 - 15
People & Strategy Winter 2018 Vol. 41 No. 1 - 16
People & Strategy Winter 2018 Vol. 41 No. 1 - So You Want to Be a High-Potential?
People & Strategy Winter 2018 Vol. 41 No. 1 - 18
People & Strategy Winter 2018 Vol. 41 No. 1 - 19
People & Strategy Winter 2018 Vol. 41 No. 1 - 20
People & Strategy Winter 2018 Vol. 41 No. 1 - 21
People & Strategy Winter 2018 Vol. 41 No. 1 - How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
People & Strategy Winter 2018 Vol. 41 No. 1 - 23
People & Strategy Winter 2018 Vol. 41 No. 1 - 24
People & Strategy Winter 2018 Vol. 41 No. 1 - 25
People & Strategy Winter 2018 Vol. 41 No. 1 - 26
People & Strategy Winter 2018 Vol. 41 No. 1 - 27
People & Strategy Winter 2018 Vol. 41 No. 1 - Getting the Right People in the Hi-Po Pool
People & Strategy Winter 2018 Vol. 41 No. 1 - 29
People & Strategy Winter 2018 Vol. 41 No. 1 - 30
People & Strategy Winter 2018 Vol. 41 No. 1 - 31
People & Strategy Winter 2018 Vol. 41 No. 1 - Wherefore Art Thou All Our Women High-Potentials?
People & Strategy Winter 2018 Vol. 41 No. 1 - 33
People & Strategy Winter 2018 Vol. 41 No. 1 - 34
People & Strategy Winter 2018 Vol. 41 No. 1 - 35
People & Strategy Winter 2018 Vol. 41 No. 1 - 36
People & Strategy Winter 2018 Vol. 41 No. 1 - 37
People & Strategy Winter 2018 Vol. 41 No. 1 - Are Your HiPos Overrated?
People & Strategy Winter 2018 Vol. 41 No. 1 - 39
People & Strategy Winter 2018 Vol. 41 No. 1 - 40
People & Strategy Winter 2018 Vol. 41 No. 1 - 41
People & Strategy Winter 2018 Vol. 41 No. 1 - Executive Roundtable
People & Strategy Winter 2018 Vol. 41 No. 1 - 43
People & Strategy Winter 2018 Vol. 41 No. 1 - 44
People & Strategy Winter 2018 Vol. 41 No. 1 - 45
People & Strategy Winter 2018 Vol. 41 No. 1 - 46
People & Strategy Winter 2018 Vol. 41 No. 1 - 47
People & Strategy Winter 2018 Vol. 41 No. 1 - In First Person
People & Strategy Winter 2018 Vol. 41 No. 1 - 49
People & Strategy Winter 2018 Vol. 41 No. 1 - Linking Theory + Practice
People & Strategy Winter 2018 Vol. 41 No. 1 - 51
People & Strategy Winter 2018 Vol. 41 No. 1 - 52
People & Strategy Winter 2018 Vol. 41 No. 1 - 53
People & Strategy Winter 2018 Vol. 41 No. 1 - Insight into Action
People & Strategy Winter 2018 Vol. 41 No. 1 - 55
People & Strategy Winter 2018 Vol. 41 No. 1 - Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - 57
People & Strategy Winter 2018 Vol. 41 No. 1 - 58
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover3
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover4
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