Surveys

Leadership Competencies: Readying for the Future

Wed, 08 Feb 2012 01:50:35 GMT

When the Institute for Corporate Productivity (i4cp) surveyed organizations in 2011 about the leadership competencies their development programs emphasize, questions explored expectations about future challenges and the degree to which executives - current and prospective - might be ready to meet those challenges.

Respondents confirmed that they anticipate plenty of challenges lurking ahead, and they asserted that their leadership development efforts have equipped emerging leaders to handle a variety of potential happenings. However, i4cp found significant gaps between the challenges organizations predict and the ones for which they declare their leaders prepared.

Strategic Workforce Planning: Practitioner Insights - Interactive Data

Tue, 31 Jan 2012 19:43:59 GMT

This report offers a sample of the unique, from-the-front-lines perspectives that fuel discussions and development of knowledge and new insights at the Institute for Corporate Productivity (i4cp) every day. Comments from practitioners in this report include responses to i4cp's 2011 Strategic Workforce Planning Survey, discussions among members of i4cp's Strategic Workforce Planning Exchange working group, and interviews with workforce planning thought leaders and team members representing some of the world's top companies.

Strategic Workforce Planning: Practitioner Insights

Tue, 31 Jan 2012 18:58:00 GMT

The Best Get Better: Critical Human Capital Issues of 2012 - Interactive Data

Wed, 18 Jan 2012 18:56:00 GMT

Workforce management issues touch on nearly every element that drives overall organizational success - it's no stretch to assert that insight into the issues most critical to human capital management is essential for business. Viewing those issues through the filter of market performance, this report identifies the issues most important to organizations and the level of effectiveness they have in managing those issues.

This report provides analysis of the results for i4cp's 2012 Critical Human Capital Issues Survey, which was conducted in December 2010. Previous iterations of this publication - formerly titled the Major Issues Survey - have been conducted by i4cp over the past three decades, and provide rich longitudinal perspective that informs our research and, in turn, aids our members in setting organizational priorities. For this survey, the 2010 iteration is referenced to provide context and to show movement over time. A total of 506 respondents participated in 2012; 632 participated in 2010. Although not specifically referenced in the study, results from the 2011 iteration were used to identify "blips" in the results that might not necessarily indicate reliable trends. That survey had a total of 417 respondents.

Data for this study have been filtered for organizations with 1,000 or more employees. Breakouts by organization size, industry and other demographic factors are available in the interactive data workbook for this study, which is available to all member organizations through the i4cp website.

The Best Get Better: Critical Human Capital Issues of 2012

Wed, 18 Jan 2012 18:05:00 GMT

Metrics and Success: How Top Companies Measure Diversity and Critical Human Capital Functions

Fri, 09 Dec 2011 00:52:32 GMT

Download the slides from the December 8, 2011 session Metrics and Success: How Top Companies Measure Diversity and Critical Human Capital Functions, which was presented by Kevin Oakes, CEO of i4cp, at the SHRM Seattle Diversity, Inclusion and Engagement Conference.

Effective Internal Communications Interactive Data

Wed, 07 Dec 2011 18:26:00 GMT

Download the Interactive Data for the Effective Internal Communications report, which is based on a 2011 study that was fielded to identifying organizational practices in internal communications, specifically noting differences between higher- and lower-performing organizations.

Effective Internal Communications

Wed, 07 Dec 2011 18:18:31 GMT

This report is based on a survey that was fielded to identifying organizational practices in internal communications, specifically noting differences between higher- and lower-performing organizations.

Strategic Workforce Planning - Presentation Slides

Fri, 11 Nov 2011 16:50:00 GMT

Download the slides from this customized presentation on strategic workforce planning, designed for one of i4cp's member organizations. The presentation was conducted in November 2011 by Amit Mohindra, Director of Research, i4cp.

Developing High-Performing Leaders: Emphasizing the Competencies That Pay Off - Interactive Data

Tue, 18 Oct 2011 23:25:00 GMT

The most commonly emphasized competencies are not necessarily the ones that ultimately impact the performance of leaders and organizations.

Download the Interactive Data for i4cp's 2011 Leadership Competencies Survey, which queried respondents representing organizations of varying sizes and industries, and all 512 respondents had some responsibility for leadership development at their organizations. The leadership competencies included in the 2011 survey repeated those examined in a 2009 survey. For this survey, 36 competencies were grouped into two categories: business competencies and relationship and communication competencies.

Developing High-Performing Leaders: Emphasizing the Competencies That Pay Off

Tue, 18 Oct 2011 23:23:00 GMT

The most commonly emphasized competencies are not necessarily the ones that ultimately impact the performance of leaders and organizations.

i4cp's 2011 Leadership Competencies Survey queried respondents representing organizations of varying sizes and industries, and all 512 respondents had some responsibility for leadership development at their organizations. The leadership competencies included in the 2011 survey repeated those examined in a 2009 survey. For this survey, 36 competencies were grouped into two categories: business competencies and relationship and communication competencies.

Strategic Onboarding: Driving Productivity, Engagement and Retention - Presentation Slides

Mon, 17 Oct 2011 11:40:00 GMT

New hire onboarding can be defined as the strategic process of engaging new employees to assume roles within a company and providing them with information, tools and resources to accelerate their transitions and speed time to productivity.

Research indicates the most important differentiator of performance of new hires is the experiences they go through during their first few weeks and months on the job. Consider the following:

Employee turnover costs 120-200% of an employee's salary and most turnover occurs during the first two years of employment.
One-third of the workforce begins job hunting on the first day of their new job.
Engaged employees are 43% more productive.
It takes on average, one year for a new hire to assimilate into the company's culture and become fully productive.
New employees who complete a structured onboarding program are 58% more likely to be with the organization after three years.

This slide deck is from session presented by Jay Jamrog, i4cp's SVP of Research, in October 2011 at the Training & Development Innovations for Financial Services fall summit in Chicago, IL. It presents the business case for a strategic onboarding process, the essential elements to a structured program with corporate examples, and tools and techniques for measuring the effectiveness of onboarding.

Web 3.0 Predictions for Learning - Presentation

Thu, 29 Sep 2011 12:11:00 GMT

Is Web 3.0 Fact of Fiction?

Semantic web, predictive web, augmented reality. It goes by different names. What is it and how will it impact enterprise learning? In this session presented in September 2011 at the Enterprise Learning! Conference & Expo, Kevin Oakes, CEO of i4cp, and David Coleman of Collaborative Strategies, shared findings from two key HR and Learning Technology audiences. Download the slides for this presentation to see what executives say about Web 3.0.

Learning's Critical Role in Integrated Talent Management - Presentation

Thu, 29 Sep 2011 11:58:00 GMT

In this slide deck from a presentation given at the Enterprise Learning! Conference & Expo (ELCE) in September 2011, you will learn a combination of information from Kevin Oakes' latest book, The Executive Guide to Integrated Talent Management, as well as the latest research and best and next practices from leading organizations on the role the learning & development staff is increasingly playing in the Integrated Talent Management movement.

The presentation discussed the top-level findings from i4cp's research on learning's critical role in integrated talent management, including information on how high-performing and low-performing organizations use talent management differently. It also provided information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning.

Tying Pay to Performance Interactive Data

Tue, 06 Sep 2011 23:22:00 GMT

This Interactive Data workbook provides a customizable look at the data behind i4cp's Tying Pay to Performance report, for which a select group of senior HR professionals were polled. A total of 299 respondents participated in the survey, responding to questions about the practices used in their organizations to tie pay to performance and the types of rewards used.

The report covers pay for performance topics including:

The effectiveness of pay-for-performance for a variety of business and individual outcomes
Trends in forced ranking and forced distribution models
The importance of managers and training in the execution of the strategy
Pay trends and benchmarks