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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

Five years of research on trust and leadership have provided important insights into workplace trust, and what drives it - as well as the link between trust and financial success. Interaction Associates' Trust research, conducted in partnership with the Human Capital Institute, shows a dramatic shift in behaviors and attitudes around trust.

• What do 400 leaders at nearly 300 global companies say about trust, leadership, and collaboration?
• What specific leadership behaviors can be used to improve trust?
• What is the data telling us about the link between trust and financial results?
• What is the state of employee engagement today, and how can it be improved?

In the global competition for talent, organizations often distinguish themselves by offering attractive family-friendly or work-life benefits and policies, such as flexible work arrangements and on-site childcare and fitness centers.

The Family-Friendly Workplace and Benefits report summarizes the results of a national study conducted by HCI and commissioned by Knowledge Universe, U.S. This study explores how benefits and policies that help employees better manage and integrate their work and personal lives are used to support an employer’s talent management strategy.

Leading organizations are devoting more attention than ever before to Talent Mobility. This strategic focus encompasses the readiness for talent movement and the management process of shifting talent across an organization’s projects, roles, teams, departments, and locations. It embraces and plans for increased lateral and vertical movement among employees, domestic and global moves, and even transitions outside of the organization.

This original research report, conducted by HCI in partnership with Lee Hecht Harrison, explores the presence and practice of Talent Mobility, while also offering readers a roadmap for success. 

Employees today need direction to help them understand their role, accomplish objectives, and set goals for the future. And yet, too much direction can be just as detrimental as too little and organizations risk losing key talent and high-potential employees as a result. Smart leaders and organizations recognize that there must be a balance between managerial control and Career Empowerment – an employee’s ability to influence their own career path and pursue their own interests within the business.

In this original research report from the Human Capital Institute and RiseSmart, we will explore the role Career Empowerment plays in employee engagement and retention and how it is best created, practiced, and assessed. 

Don't miss these key takeaways:

• Learn how Career Empowerment is defined and practiced in organizations today
• Explore some of the tangible, bottom-line benefits of an empowered workforce
• Discover innovative ways you can support employee empowerment in your own business
• Find out the primary challenges facing Career Empowerment are, and how to best address them

As organizations are increasingly reliant on managers and executives who can do more with less, critical questions are being raised about what steps are necessary to develop such leaders. The domino effect of great leadership has repercussions in an organization’s ability to attract and retain key talent, increases productivity and supports more robust talent management.

This groundbreaking research conducted in the spring of 2013 by MHS and HCI, further explores how Emotional Intelligence is a crucial differentiator between good leaders and great ones and positively influences the bottom line. The changing leadership competencies required for success today demand that we better understand how Emotional Intelligence manifests in leaders, and whether those skills affect performance through consistent and focused assessments and evaluations.

Don’t miss these takeaways:

• Determine how Emotional Intelligence is defined by organizations and the impact it has on leadership development
• Find out which leadership behaviors and skills that are most tied to financial performance
• Learn the most effective ways to integrate Emotional Intelligence in your organization

This original research report, conducted by HCI in partnership with Knightsbridge Human Capital Solutions, explores the relationship between Career Management and employee engagement in an effort to find more effective ways to drive the level of employee engagement in the workforce. In particular, this research looks more closely at the link between engagement and the implementation of Career Coaching Conversations between leaders and employees.

Teams are essential for accomplishing business goals in today’s work environment. Businesses are becoming increasingly reliant upon teams for solution finding and production. Additionally, virtual teams are increasing in acceptance and popularity, as five million employees are projected to work remotely by 2016. Based on these trends, research is warranted in exploring teams. What are the characteristics of effective work teams? What challenges are teams faced with today? Are there uniquely important aspects which distinguish effective virtual teams from effective face-to-face teams?

We explored the current state of teams in today’s organizations. HCI surveyed more than 250 professionals, ranging from individual contributors to C-level executives at mid-sized to large organizations, of which 86 percent are located in North America.

Talent Pulse from the Human Capital Institute (HCI) is a quarterly research e-book that explores the latest trends and challenges in managing talent. Talent Pulse is designed to provide practitioners and decision makers with prescriptive methods to rehabilitate the health and wellness of human capital, and empower employees and leaders to effectively address future challenges. This report focuses on the Patient Protection and Affordable Care Act, HR data analytics and workplace agility.