The Global Association for Strategic Talent Management
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Research Directory
Talent Management 2011: Perceptions and Realities
White Paper:
Nearly every company, regardless of size, practices some form of Talent Management. It may be a loose policy backed up by a few papers and forms or it may be a fully integrated strategy automated by commercial solutions. In either case, companies are striving to get the most out of their employees while retaining those employees who are most valuable to driving the success of the organization. When it comes to Talent Management, these companies are doing the best with what they have and many feel they are doing a good job. Some of these companies really are managing their talent well. But others are not and they are unwilling to admit where their practices fall short.
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How Can Organizations Develop Their Leadership Capability?
White Paper:Even in ancient Greek mythology, the desire for individual learning and the need for leadership, guidance and direction were apparent. Today, the ongoing challenge of leadership capability is described as the War for Talent, Leadership Capability, Emotional Intelligence and Talent Management. Whatever you call it, this challenge still remains difficult to achieve. Many organizations do whatever it takes to attract, develop and retain those people who demonstrate talent and leadership. Yet organizations may not be sure that they have the right people, the ability to acquire them, or to grow their own.
GLOBAL RECRUITMENT: UNITY WITH LOCAL COLOR
White Paper:
Increasing numbers of Kenexa® clients are asking us to work with them to implement a global approach to recruitment, assessment and selection. This is extremely exciting and offers a range of benefits—but what is driving this trend?
SELECTION INNOVATIONS: ‘HIRING FOR FIT’
White Paper:
Over the last 10 years, assessment and selection techniques have become increasingly high- tech, transferring much of the work online and automating the sifting/testing components. This has increased the success rate in identifying talented individuals and has enabled scarce resources to be focused on the high-touch, latter stages of assessment.
Straight to Video: Talent Acquisition Strategies Innovate the Casting Call
White Paper:
Montage helped to underwrite a research report from The Aberdeen Group on how companies leverage video interviewing to extend the scope of traditional talent acquisition strategies. Organizations now have power and reach in a way they never have before through the effective use of video interviewing.
Aberdeen reinforces the growing belief that video interviewing, when effectively deployed, changes the playing field for those deploying it.
Onboarding: Best Practices to Combat an Increasingly Expensive Turnover Rate
White Paper:
What is Onboarding?
Onboarding is the initial process of assimilating new-hires into an organization. In addition to equipping new-hires with the tools
necessary to succeed in their new position, a successful Onboarding Program provides new-hires with the resources to become
fully engaged and culturally aware members of a productive workforce.
Driving Success Through Performance Excellence and Employee Engagement
White Paper:
Kenexa is introducing a new model of organizational effectiveness, the High Performance-Engagement Model (HPEM). The model is based on years of research linking organizational values and practices, and leader and manager behaviors, to organizational outcomes (see Figure 1). It asserts that having a high performance organization and an engaged workforce are complementary goals, and both are necessary for maximizing success. However, achieving performance excellence and employee engagement involve different leadership practices and behaviors.
Through surveys of employees, leaders are able to measure these practices and behaviors. By measuring the extent to which these practices and behaviors are felt and experienced by employees, leaders know where to intervene to strengthen performance excellence and employee engagement.
Disciplined Action Planning Drives Employee Engagement
White Paper:
Human Resource departments can maximize the value of an employee survey by designing survey instruments that align with business goals and paying careful attention to follow-up action plans. The experience of Arbitron, an international media and marketing information firm, demonstrates the measurable business impact of effectively managed employee surveys. In 2003, Arbitron surveyed its part-time call center population during a period of significant internal growth and external competition for top talent. The survey results showed a decline in favorable responses among part-time staff across several key measures. The call center leadership responded by working with employees to identify priorities and commit to specific follow-up actions. The outcome? Unprecedented improvement in employee engagement as measured by the subsequent survey and improved retention of high performance employees.
Developing and Validating a Global Model of Employee Engagement
White Paper:Most organizations today conducting employee surveys refer to their programs as “engagement surveys,” or they measure employee engagement as one of their survey topics. We estimate 90 percent of our current global survey clients conduct employee engagement surveys. As others note (Macey & Schneider, 2008; Wefald & Downey, 2009), employee engagement, while a relatively new construct, has grown in popularity and acceptance, in large part because organizations believe they can leverage employee engagement for positive organizational outcomes, such as higher employee retention, greater customer satisfaction and improved financial performance (Harter et al., 2002).
Associate Engagement in Asia: Does One Size Fit All?
White Paper:
The 2008 Olympic Games in Beijing have been described by observers as a coming-out party for mainland China. As nearly anyone knows today, China is just one of many Asian countries that are rapidly reshaping the global economy.
For organizations seeking to optimize their return on revenue, the topic of employee engagement and its impact on organizational performance is well known. With roots in organizational climate research (Schneider, 1985) and reinforced by service profit chain articles in Harvard Business Review (Heskett, Jones, Loveman, Sasser, & Schlesinger, 1994; Rucci, Kirn, & Quinn, 1998), the topic of employee engagement has captured the hearts and minds of senior executives and organizational psychologists alike because of its important role in promoting organizational effectiveness.
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