Many organizations treat the term employee engagement as though it’s laden with magical properties. Indeed, engaged employees put forth more discretionary effort, buoy their colleagues and coworkers, and value their own individual successes in alignment with the achievements of the organization. Yet, questions remain about the elements that make up engagement, and how such components can be fostered and grown within organizations.
To explore this topic further, HCI and Achievers conducted an original research project in Spring 2013 to better understand how employee engagement is cultivated and maintained by three key players: the organization, the managers, and the employees. When these three groups work cohesively on building and sustaining engagement, the results are profound. It is vital to recognize how these components must work together to really deliver on engagement initiatives and increased levels of involvement among employees, and this groundbreaking report provides that essential information.
Key takeaways from this report:
- Learn what opportunities and challenges face managers today in regards to supporting active employee engagement
- Find out what actions and behaviors you can begin doing at your own organization to improve engagement levels
- Discover how managers, employees and the organization, when they take ownership of employee engagement, can reap its benefits and better prepare for the future
Managing contract talent has traditionally been the responsibility of the Procurement department or individual business units at most firms. However, Human Resources has, in recent years, begun taking on or sharing this responsibility with Procurement. While these two functions ultimately have the same goal of ensuring that the business has what it needs to execute strategies and achieve goals, they may have very different ideas about which priorities or measures are most important to execute these goals. The Human Capital Institute (HCI), commissioned by Allegis Group Services and supported by the Institute for Supply Management, compiled secondary research, in-depth interviews and surveyed a group of both HR and Procurement professionals to better understand where the greatest challenges in attracting and managing contract talent lie and identify opportunities for improvement.
The Human Capital Institute (HCI) and PS Culture Matters partnered to conduct this research to gain a deeper understanding about how building and sustaining a performance culture impacts business productivity and financial performance. This research profiles exactly how culture manifests in organizations through the use of 11 key culture metrics, and provides a more comprehensive perspective on what metrics are most important for organizations to capitalize on in order to reap increased financial and performance benefits.
The topic of talent metrics always seems to generate a great deal of discussion. Part of its appeal is the hope of finding the one overarching metric, the universal panacea, or as Jack Palance in City Slickers said “the one thing you need to know” to unlock the complex field of talent management. It is rarely this simple, but the quest for better data, more thoughtful analysis and sounder decisions is absolutely essential if HR is to play a more valued role in organizations. The next step to HR becoming a Decision Science rests solidly on the foundation of more meaningful data and analytics.
One practical step in moving toward establishing the Decision Science of HR is to develop your own Talent Scorecard. A Talent Scorecard is simply a set of six to ten human capital measures that are tracked over time. Every organization should develop its own Talent Scorecard as a way of elevating the importance and visibility of Talent Management and demonstrating a strong commitment to improve and leverage the talent of the organization.
The Human Capital Institute (HCI) and Vistage International, Inc. (Vistage) partnered to conduct this research to gain a deeper understanding about the ROI of Executive Development. In an effort to determine what business areas are most influenced by executive development and how, a survey was designed and distributed to 346 respondents, and supplemented by additional primary and secondary research methods. This research profiles the key business measures affected by Executive Development, and provides a more comprehensive perspective on what methods of development an organization can use to most effectively leverage its senior leaders. As a result, the common barriers facing Executive Development, illuminated in 2011 by a report produced by HCI and Vistage, are also addressed.