eCornell Keynote Many apparel companies source from suppliers in countries such as Bangladesh, Cambodia, Pakistan, and Vietnam, which together house around 10,000 apparel and footwear factories. Analyses by the Global Labor Institute at the ILR School and Schroders reveal that extreme heat and flooding are threats to key apparel production hubs. Join the ILR School’s Global Labor Institute Executive Director Jason Judd and PT. Pan Brothers Vice CEO Anne Patricia Sutanto as they discuss the new report that examines climate breakdown and its impact upon apparel production. WHAT YOU'LL LEARN Analyses by the Global Labor Institute at the ILR School and Schroders on extreme heat and flooding as threats to key apparel production hubsRisks and losses in major fashion production marketsRegions identified as the most climate-vulnerable production centersInvestors’ perspectives on adaptation and mitigation in risk plansDiscussion on redistributing costs and risks away from apparel workersSPEAKERS Anne Patricia Sutanto VICE CEO, PT. Pan Brothers Tbk Jason Judd EXECUTIVE DIRECTOR, GLOBAL LABOR INSTITUTE Cornell ILR School

eCornell Keynote The majority of jobs today are filled by hiring internal candidates — either through “posting,” where a manager posts an open job and candidates apply, or “slotting,” where a manager personally identifies a preferred candidate and “slots” them into the job. Outcomes for posted employees versus slotted employees vary greatly, particularly in quality of hire and compensation. Compared with slotted employees, posted employees have much higher performance ratings, earn higher salaries, and are less likely to exit the firm. Slotted employees measure below in all categories. Why is that? There’s also the shifty dynamic known as “talent hoarding,” where high-performing employees are held back in a position to benefit the department, to the detriment of the employee and the organization as a whole. In this fast-paced, interactive discussion, we’ll look at recent research on internal hiring practices and how best to manage the process. Join Cornell’s JR Keller and Harvard Business Review’s Angela Cheng-Cimini for a look at what’s happening in hiring and how you can improve practices at your organization through talent mobility. WHAT YOU'LL LEARN How different hiring processes influence employee performance, salary, and retention outcomesWhy relational processes like slotting tend to deliver less-than-optimal outcomesHow more rigid, market-based processes bring about better resultsSPEAKERS Angela Cheng-Cimini ‘92 CHIEF HUMAN RESOURCES OFFICER Harvard Business Publishing JR Keller ASSISTANT PROFESSOR Cornell ILR School

Elmer Zongyang Li (Cornell) Optimal Skill Mixing Under Technological Advancements Abstract: Using worker surveys and online job posting data, I document that the U.S. economy has seen a substantial increase in the mixing of skill requirements from 2005-2018, both for incumbent jobs and newly posted vacancies. American workers increasingly work in occupations that demand mixtures of analytical, computer, and interpersonal skills rather than specializing in one of them, even within granular occupations. This change occurred primarily in low- to medium-wage occupations, and the return to working in occupations or studying college majors with more mixed skills also has increased. To understand the sources of these shifts, I build a directed search model with multi-dimensional skills in which firms optimally choose occupations’ skill intensities before producing with a worker, delivering endogenous specialization in skill demand. Counterfactual analysis shows that the rise in the complementarity of skills in production and in the cost of skills for occupation operation are the main drivers of skill mixing shifts and corresponding wage and employment dynamics in this period.