In this signature research, conducted in partnership between the Human Capital Institute and the University of North Carolina Kenan-Flagler Business School, we investigate ways organizations are accelerating the development of their leaders. From a sample of HR professionals, we can understand the current climate of leadership development, including budgets, leadership competencies and anticipated changes for the future.
Talent Pulse from the Human Capital Institute (HCI) is a quarterly research e-book that explores the latest trends and challenges in managing talent. Each quarter, a new report is released in conjunction with one of the four HCI Communities. Topics for each quarter’s analysis are determined by survey responses of HR and business professionals. This report focuses on recruiting passive candidates, social media recruitment, and employment branding.
Key Takeaways:
As technology continues to advance and accessibility to electronic applications, email, and websites increases, combined with traditional factors like co-worker conversations, poorly designed workspaces or personal issues, employees today have more distractions than ever. And while some distractions can actually have a positive effect, giving employees the opportunity to pause from their responsibilities and refresh, too many can cause a lack of focus and have a drastic impact on both individual and organizational productivity. As the prevalence of workplace distractions continues to grow, employers must identify the policies, strategies and training programs that can help steer their employees through the distractions of their daily lives.
In the research, HCI explores how organizations are managing distractions and distracted employees in the workplace. The findings are based on surveys of nearly 900 individuals, representing both individual contributors and those in managerial or leadership roles. In addition to the survey responses, HCI conducted in-depth interviews with a number of experts and drew upon several secondary sources on the subject of workplace distractions.
Performance appraisals are generally disliked by both employers and employees. The practice, which aims to evaluate the performance and productivity of a company’s employees, has received widespread negative attention and it seems these reports have proliferated in recent memory. Even amidst the negative feedback, most organizations still have a formal performance appraisal process. Performance appraisals, which usually occur on an annual or bi-annual basis, are essential for effective talent management and are viewed as one of the top two most essential human resource operations.
How can organizations reinvigorate their performance appraisal programs for the contemporary workforce? In this study, we explore the most important factors for creating a successful performance appraisal system. We analyze the impact of rewards, recognition, and recurring conversations between manager and employee on sustaining employee performance. The report is a valuable guide for managers and HR leaders when implementing (or revising) their performance appraisal system.
This signature research, conducted in partnership between Workday and the Human Capital Institute (HCI), explores the in-depth challenges facing organizations as they seek to adopt an effective strategic workforce planning (SWP) process as well as the best practices that can help them achieve success, based on the survey responses of nearly 400 professionals involved with SWP at their organizations.
