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Talent Intelligence (TI) could be a key lever in today’s hyper-competitive world. As ‘business intelligence’ captures, extracts and analyzes key data on an organization’s traditional hard assets, ‘talent intelligence’ centers on key data on its people assets to generate insights that can drive improved decision-making and performance.

In conjunction with research partner and TI innovator Taleo Corporation (Taleo), the Human Capital Institute (HCI) launched a new study into the economics of TI to examine connections between financial performance and the use of talent intelligence.

The results reveal heightened importance and greater access to workforce data among organizations that do satisfy leaders' needs via proficient analysis of workforce data (Data Proficient Organizations — DPOs) versus those organizations whose business leaders are not satisfied with the workforce data provided to them (Data Deficient Organizations — DDOs). The research findings identify the distinct differences between talent intelligence practices of both types of organizations.

The Human Capital Institute (HCI) and OpenText Corporation (OpenText) partnered to develop an original research report examining the use of technology-based content management and its effect on HR shared service delivery. Despite the evidence, many firms have not recognized the need for a more comprehensive content management system and continue to rely on information that is incomplete, difficult to access, and regularly comes from many different channels.

This research profiles the current state of document content management in organizations today, and underscores how the adoption of electronic content management can improve business productivity and increase employee satisfaction.

Building Trust in Business is research exploring the overlap of leadership, trust, and collaboration — and has been conducted annually since 2009 by Interaction Associates. This report was developed in June 2012 by Interaction Associates and the Human Capital Institute (HCI). More than 300 organizations worldwide were surveyed, with 440 participants completing a survey of 82 questions. The surveys were distributed to a combined target list of HCI members and business leaders from Interaction Associates’ database.

The results of the survey form the basis of this research and are summarized in this report. In addition, several in-depth interviews were conducted with a group of thought leaders, analysts, and practitioners.

HR leaders strive every day to convert the activities of their function into tangible value and to create real business advantages through people. As with any strategic initiative, the ability to access, analyze and report on success or failure is paramount. Human capital management (HCM) analytics are, at their most basic level, a reporting of specific operational activities or workforce demographics. At their most strategic level, however, they are a highly effective mechanism to aid corporate agility. Backed up by predictive HCM analytics, the right pivot in strategy can enable an organization to execute critical goals without any talent-related disruption along the way.

How is HCM data collected, analyzed and shared? What are the potential benefits of investing in analytical skills and/or technology within the HR function? This report seeks to provide HR and talent management leaders with answers to these questions and recommend how to increase their ability to inform and execute business strategy.

The Human Capital Institute (HCI) and Lee Hecht Harrison (LHH) partnered to conduct this research to gain a deeper understanding about the practice of coaching in organizations, and the results of such programs. This report profiles the key business measures affected by organizational coaching, and provides a more comprehensive perspective on how coaching is practiced in business today, including the barriers facing this practice. The result is a clearer perspective on the current coaching environment, including how coaching is different for multinational companies and recommended ways that organizations can better leverage coaching and its ability to help achieve both individual talent development and organizational goals.

This is a summary of the findings from the 2012 ICF Global Coaching Study. The study was commissioned in 2011 by the International Coach Federation (ICF) and undertaken by PricewaterhouseCoopers.

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.

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 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. 

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.