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Research Directory

Driving Performance and Business Results with Collaborative Executive Development

Research: January 16, 2012

This report is the result of an original research study conducted by the Human Capital Institute in partnership with Vistage International Inc. Organizations continue to look for effective ways to make their organizations leaner and more productive, and recent research has suggested that a key ingredient in achieving this kind of success lies in the development of a collaborative and cohesive senior leadership team. In response, this research sought to determine the ways in which C-level executives are developed and understand more about the methods being used today. This research profiles the current state of Executive Development and the impact effective Executive Development has on an organization, including satisfaction with senior leaders.

More than 450 respondents that represent organizations from Fortune 500 companies to small and medium-sized enterprises participated in the 29-item survey. Supplementing that data are several interviews with subject matter experts, who supported the need for collaborative executive development in the C-suite and discussed its effect on business productivity and overall success.
Don't miss these key findings:

  • Learn what top performing organizations are doing to ensure effective development in the C-suite and discover what benefits they have seen
  • Read how and why industry leaders and subject matter experts have increased the breadth and depth of Executive Development
  • Discover what types of executive development methods are most effective at building and sustaining a collaborative leadership model
January 23, 2012 by Aubrey Krekeler Wiete | comments (2) | permalink | Bookmark and Share

Quality in Talent Selection: Finding the Perfect Fit

Research: October 6, 2011

Despite contract talent (CT) comprising between 5-25% of an organization’s workforce,1 few approach CT search and selection with the same rigor as permanent talent. As CT fills increasingly important roles and functions, it is imperative that employers hold CT up to standards comparable to that of their permanent employees.
 
Aerotek, a leader in the recruiting and staffing industry, and the Human Capital Institute (HCI) examined how pre- and post-hire assessments, rigor in candidate selection, and quality of posthire evaluations differ between permanent staff and contract talent. 
 
The research identified several differentiating aspects of “great” talent quality organizations: standard operating procedures that go beyond a basic checklist of pre-assessment activities, allocating the time and resources to fully define positions including the skills, experience and education required, and considering the culture of the department, and the fit of the potential employee.
 
A majority of employers demonstrate more rigor in selecting and measuring quality of permanent talent than CT. A much smaller minority have equally stringent selection, and these organizations realize the benefit of establishing pre- and post-hire procedures.

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Video Interviewing: Close the Talent Gap & Win the War for Talent

Research: September 27, 2011

Today's talent pool is the largest ever. Unfortunately, the fact does nothing to alleviate the reality that there's a serious shortage of skilled talent. According to ManpowerGroup's 2011 Talent Shortage Survey, 52 percent of U.S. employers are increasingly challenged to fill mission-critical positions within their organizations. That is a dramatic increase from only 14 percent in 2010, and the highest U.S. percentage reported in the annual survey's six-year history. 
This recruiting crisis has escalated competition for the skilled worker, who is all too often already employed and not actively seeking a new job. Reaching and engaging these passive candidates in traditional ways is obviously not working. However, recent advances in candidate sourcing and employee selection offer recruiters the ability to expand candidate reach and dramatically improve recruiting results. Savvy organizations are already winning the talent acquisition game by effectively deploying the latest innovative talent acquisition technology: video interviewing. 

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Acquiring Top Talent Through On-Demand Pipelines

Research: September 22, 2011

With the significant reduction in resources and staffing that were made during the recession, many organizations were not able to adopt, grow and maintain talent pipelines. With an improved hiring landscape particularly for high skilled positions, those companies with a robust talent pipeline strategy are poised to realize the benefit of utilizing this critical talent acquisition tool.

The Human Capital Institute (HCI) examines the talent pipeline practices of employers and offers insight into how the best continue to attract and select top talent.

The results of this research clearly indicate that organizations that have a talent pipeline and a talent pipeline plan are realizing significant advantages in regards to meeting the talent acquisition and deployment needs of their organizations.

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Connecting the Dots: Comprehensive Career Development as a Catalyst for Employee Engagement

Research: September 21, 2011

This report is the result of an original research study conducted by the Human Capital Institute in partnership with Lee Hecht Harrison. As the economic tide continues to turn toward prosperity, firms are becoming aware that their top talent may start to look elsewhere for career growth and development, and they are recognizing the need to address this issue before it results in weaker talent pipelines and higher employee turnover rates. A key ingredient to employee satisfaction and performance is employee engagement and career development, but understanding exactly what these terms refer to, and how they are understood by employees and managers alike are areas less explored.
In response, this original research dove headfirst into these topics through a nationwide survey of more than 430 respondents that represent organizations from Fortune 500 companies to small and medium-sized enterprises. Supplementing that data are nearly a dozen interviews with subject matter experts, who uncovered even more information about what career development structures look like at their organizations and how such structures and programs influence employee engagement scores and overall performance. Don't miss these key findings:

  • Learn what top performing organizations are doing to capitalize on the opportunity before them by leveraging different and diverse career trajectories
  • Read how industry leaders and subject matter experts have successfully implemented employee engagement initiatives and career development plans
  • Discover what career development opportunities employees are looking for and what they value most about them
October 10, 2011 by Aubrey Krekeler Wiete | comments (2) | permalink | Bookmark and Share

What Influences Contract Talent Usage?

Research: June 21, 2011

As the economic recovery continues to take hold, The Human Capital Institute (HCI) is continuing its research in the Contract Talent (CT) field to further develop their scope of knowledge regarding this growing segment of the workforce.

CT Use and Management is explored in this latest HCI research study to evaluate whether there has been sustained post-recession CT utilization; has Management of CT changed in the past year; and what have been the benefits realized by organizations utilizing CT management systems and tools.

Results from this research study are compared to a HCI’s previous CT survey to identify whether CT use and management has changed appreciably. According to the prior study, "The use of CT continues to grow in 2010....In order for organizations to truly reap the benefits that CT can provide to their organization (e.g., access to expertise- heavy skills and flexibility of workforce), they must consider the management of CT much more strategically and as a talent management imperative for the new normal."

 

 

June 23, 2011 by Amy Lewis | comments (2) | permalink | Bookmark and Share

Is Your Talent Pipeline at Risk? Engaging High Potentials

Research: April 15, 2011

Organizations that effectively engage employees realize a significant advantage over competitors — including performance gains that lead directly to improved financial results. Without a strategic approach to talent that includes a focus on employee engagement, many companies fail to ensure employees are satisfied in their roles and committed to achieving key strategic goals — risking turnover of key players and the inability to meet overall business objectives. Adding to this challenge is the fact that many disengaged workers are actively seeking new opportunities as the economy grows, while competitors are looking for ways to gain an edge by actively pursuing your high performers.

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The Advantages of Unified Human Capital Software

Research: Author: Alan Mellish, Content Analyst | March 11, 2011

Since McKinsey & Co.'s 1998 study "The War for Talent" was first released, its predictions have, in large part, come true over the last twelve years.  The demand for talent has increased while the supply has decreased and these disturbing trends seem to show no sign of changing in the near future.  According to Bloomberg Businessweek, the U.S., Canada, U.K., and Japan (among many others) will be facing various degrees of talent shortages in virtually every industry in the years 2020 to 2030.

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Contract Talent: Are Contractors Included in Strategic Talent Management Initiatives?

Research: Author: Alan Mellish, Content Analyst, Strategy and Acquisition Practice, HCI | November 15, 2010

This research was conducted between September and October 2010. A survey of 32 items was open to all members of the Human Capital Institute, over 170,000 world-wide. 354 completed surveys were received. The results of the survey form the basis of this research and are summarized in this paper. In addition, in-depth interviews were conducted with corporate practitioners with contract talent management responsibilities. To supplement the primary research methods described above, HCI researchers also reviewed relevant information from a variety of secondary sources, including white papers, articles, books, interviews, and case studies. Many of these are cited in the report and all are referenced in HCI’s Contract Talent Research Practice Area, to which interested readers are encouraged to visit for additional reading and online events.

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Leaders Developing Leaders: Capitalizing on the Demographic Gift to Revive Your Leadership Development Program

Research: Author: Katherine Ratkiewicz, Practice Leader, OD/Leadership | November 15, 2010

This original research report explores the topic of “Leaders Developing Leaders”, a critical component of any leadership development strategy in today’s modern organizations, especially in light of the recession.  “Leaders Developing Leaders” refers to the strategy by which organizations leverage the use of seasoned leaders as in-house coaches and teachers, with programs built on the theory that senior leaders are uniquely positioned to espouse and teach the leadership values and skills of organizations. Programs are aimed at building the talent leadership pipeline by compelling senior leaders to become the teachers, coaches, and/or mentors for the organization’s future leaders.
HCI and Lee Hecht Harrsion find that the benefits of incorporating a “Leaders Developing Leaders” program are the inexpensiveness, scalability, and efficiency it offers. When senior leaders are actively incorporated into the development of emerging leaders, companies reap the benefits. Profitability increases, productivity improves, and employee engagement and organizational culture grow considerably.

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