Library

Research Directory

Aligning Leadership Behavior to Drive Business Results

White Paper: Source: Human Capital Institute | Published: March 28, 2011

Significant shifts in market needs have created swift and complex changes in
organizational business models, strategies and goals, driving a need for new
leadership behaviors. However, many leaders are not prepared to meet current
challenges and are unable to bridge the skills gap on their own.

What’s at risk for organizations? Nothing less than their ability to effectively execute
the strategy and achieve performance goals. How do you ensure leaders have the
behaviors, skills and competencies needed to drive real business results? In this
article, you will have an opportunity to learn how Cisco Systems, Inc. successfully
addressed major change and complexity and transformed talent development into a
tool that drives organizational sustainability and accelerates business outcomes.

From Engagement to Employee Work Passion

White Paper: Author: The Ken Blanchard Companies | Source: The Ken Blanchard Companies | Published: February 9, 2011

Maximizing the productivity and profitability of organizational workforces continues
to be a key focus for organizations. In light of this, since 2006, The Ken Blanchard
Companies has been exploring the relationships between leadership, employee
satisfaction, customer satisfaction, and organizational performance.  

How to Assess Your Company's Culture

White Paper: Author: Susan M. Heathfield | Source: Ultimate Software | Published: February 2, 2011

Are you happy with your current organizational culture, the environment you provide for employees in your workplace? Does your culture support your employees in producing results for your business or does it impede your business progress? Is your culture yielding the results you desire from your workforce, or is it limiting your success?
You can answer these questions by assessing the status of your current culture for employees. Your assessment will lead you to the steps necessary to define the culture most appropriate to accomplish your organization's goals.

How CEOs Look to Manage Talent

White Paper: Source: Human Capital Institute | Published: May 10, 2010

Over the years, companies have taken many avenues to become faster, more efficient and more profitable. Whether it is process improvement, waste reduction, shorter cycle times and greater productivity, implementation and execution of any significant strategy begins with people. At first glance it might seem simple, but CEOs would do well to remember “It’s the people, stupid.”

Follow the Money to Achieve Performance

White Paper: Source: Human Capital Institute | Published: April 30, 2010

Maintaining and improving talent inside organizations is a large part of human resource (HR) departments. One way HR executives can motivate employees and increase productivity is through a strategy called “pay for performance.” Pay for performance includes providing employees with rewards and incentives and requires a high level of planning and focus from HR leaders.

Building the Case for an Alumni Network: How Swiss Re Sold the Idea Internally

White Paper: Source: Human Capital Institute | Published: April 15, 2010

Social networking is redefining the way we interact with colleagues, corporate alumni and business partners. Forward-thinking employers, such as Swiss Re, a global leader in reinsurance, recognize that investing in life-long relationships through comprehensive alumni programs carries measurable value in recruitment, employment branding and new business development. Stephanie Oesch, of Swiss Re, recently explained how the company became the first in their industry to launch an alumni network.

Talent Management Lessons from the Great Recession of 2009

White Paper: Published: December 9, 2009

What changes occurred in talent management because of the 2009 economic downturn? Or, more importantly, how can organizations mitigate the negative effects of the economy on their talent management, workforce performance, and business bottomline? To answer these questions, Taleo and the Human Capital Institute partnered on a global study of almost 700 business professionals from organizations of various sizes and industries. The study explored how the global recession is affecting talent management not just in the US, but in other economies as well. While the focus is on four countries-Australia, France, the United Kingdom, and the United States-data was also collected from respondents in other countries for comparison.

Employer Branding in the E-World

White Paper: Published: November 30, 2009

The e-world presents new opportunities for employer branding previously unimaginable with traditional recruitment methods of print and onsite visits. Online employer branding now offers candidates dynamic, spontaneous, 24/7, two-way communication instead of the previous fl at, time-delayed, 9-to-5, one-way communication. Innovative, multimedia tools, such as video clips or social networks, are adding a touch-and-feel reality and authenticity to employers' brands. Moreover, due to worldwide online connectivity, both employment career sites and employer feedback are now widely available and very rapidly disseminated.

Employer Branding: Using it to Increase Employee Loyalty

White Paper: Published: November 30, 2009

Employer Branding campaigns that catch headlines often have hot slogans to attract young talent, and emphasize a "cool" culture, but employer branding goes much deeper than the ink on the page. It should be built to last, and not only attract new employees, but help retain the precious resources you already have in place. It's about the people in your organization and creating the kind of authentic relationship with your employees that spawns loyalty to propel your business forward in a tough recruiting and retention environment.

Introduction to Services Procurement Management Bringing Structure, Efficiencies, and Cost Savings to the Procurement of Outsourced Projects & Services

White Paper: Author: TAPFIN | Published: October 21, 2009

If the subtitle caught your eye, there is a good chance you are already in the mode of engaging vendors to outsource projects and services under some form of a contract or statement of work (SOW). There is also a good chance that your organization, like most, has little or no standardization for managing the entire procurement lifecycle of outsourced projects and services. For many organizations, the absence of a structured framework to engage vendors allows business managers to devise their own methods for vendor management. While this can sometimes be effective, results are usually far from optimal. It is not unusual to have limited methodology around the vendor selection process or over the administration of the engagement - how requests for proposals (RFPs) are written, how vendors are selected to receive the RFP, how business is awarded, how milestones and deliverables are documented, tracked, and invoiced.