Career Development Research Summary. Exploring the career development landscape in 2014, after one of the deepest recessions in recent history

Size: px
Start display at page:

Download "Career Development Research Summary. Exploring the career development landscape in 2014, after one of the deepest recessions in recent history"

Transcription

1 Career Development Research Summary Exploring the career development landscape in 2014, after one of the deepest recessions in recent history

2 Introduction Every company wants engaged, motivated, proactive employees. It s no mystery, higher engagement leads to increased productivity, resulting in better performance for your company. It s a simple equation and getting it right will have a significant impact on your organisation and the bottom line. There are thousands of books, white papers, blogs and social media commentators presenting different approaches and evidence that supports various theories on how to increase employee engagement in organisations. The challenge is identifying where investment should be placed in order to best engage employees. It is unlikely that any one approach will be an engagement panacea for your business, as a hundred organisations will require a hundred different combinations of activities and actions to increase engagement levels, depending on their specific situation. Instead organisations should seek to understand what their people need now, and in the future, in their unique business context and take action in those areas. There is, however, a significant quantity of research which shows Career Development has a key role to play in employee engagement, helping to not only retain but also attract employees by showing them how they can develop their careers within organisations as opposed to having to look externally. Knowing the positive impact a robust and innovative approach to career development can have on engagement, we undertook our own research to better understand how organisations are approaching career development. The findings are outlined in this report and paint a picture that suggests a lack of structure around careers, succession planning and personal development is set to cause organisations the biggest talent headache this year. The findings outlined in this report paint a picture that suggests a lack of structure around careers, succession planning and personal development is set to cause organisations the biggest talent headache this year. 42% of organisations predicted an increase in learning budgets over the next 12 months No formal approach to career development Our research revealed that as the economy recovers, 42% of organisations predicted an increase in learning budgets over the next 12 months, yet almost two thirds of those surveyed indicated that their organisation did not have a formal approach to succession planning. Perhaps unsurprisingly, organisations with over 10,000 employees appear to have a more formalised approach to succession planning, yet over half still believed approaches to career development were less structured. Given that talented employees are attracted and retained through personal development opportunities, it is positive to see that organisations are making investments in this area. However, the current lack of a formalised approach may result in wasted spend and limited impact, making it potentially more difficult to secure future investment. Succession Planning Almost two thirds of those surveyed indicated that their organisation did not have a formal approach to succession planning 2

3 Lack of development opportunities top reason for leaving According to our findings, one third (33%) of those surveyed experienced an increase in resignations last year, with perceived lack of opportunity being cited as one of the main reasons (55%) for individuals leaving. With the UK and global economy showing continued signs of improvement, 2014 has been positioned as the year of the exodus. Employees who have sat tight over recent years, reluctant to explore new opportunities during the recession are now more confident about the skills they have to offer and are beginning to explore new opportunities. Conversations with the HR community reveals an element of surprise when lack of opportunity is cited as a reason for leaving at exit interviews, with many saying that opportunities do exist within their organisations, but that employees are unaware of them. This clearly supports the need for a more structured approach to career development, one that equips employees with the tools they need to plan their careers, and encourages them to explore internal options, while also ensuring that managers are not just aware of opportunities, but also know how to and do hold conversations with their employees around future opportunities. One third of those surveyed experienced an increase in resignations last year Organisations are not doing enough to support employees Two thirds of those who responded to our survey were not confident that employees knew how to plan or develop their careers within the organisation. More alarming perhaps is that less than 10% felt that their employees were actively doing this, and that only 15% of organisations believed that employees career objectives were aligned to organisational objectives. With this level of perceived or actual passivity amongst employees, organisations need to consider the impact this is having on results, for example, how engaged are employees with the organisation? or is there an element of presenteeism? We know that traditional linear or vertical career paths are being replaced by a more complex matrix structure where next moves are less obvious. We also know that the last 5 years have been tough on the UK workforce, with many experiencing involuntary changes to their roles and organisations on a regular basis. Only 7% of respondents felt that their employees were actively managing their careers As such, from an organisation s perspective, employees need more support to understand what the changes may mean for them in terms of development, as well as support to navigate and plot their career within their current company. From an employee s perspective, a flatter matrix structure means that actively managing your career becomes even more important; with potentially fewer opportunities for upward career progression, understanding how to navigate in other directions within the organisation and still experience the growth you want is vital. 3

4 Defining clear goals and responsibilities will help to avoid ambiguity, ensure clear performance objectives are set, and result in higher engagement levels as individuals are able to achieve their goals. What s more, it will also help employees to understand their skills better and how these fit in with the current and future needs of the business. By consequence, they will have more clarity on where their next move may come from, or what they may need to develop to enable it to happen. This emphasises an important point, that ownership of careers and career development has to sit with the employee and be supported by the manager and organisation. However, based on the findings of our research, it would appear that organisations are perhaps paying lip service to this. Although it is positive to see that many organisations have implemented e-learning tools that allow individuals to self-serve with their development and intend to continue investing in learning in the future, there is a stark contrast when it comes to career conversations between managers and employees. Defining clear goals and responsibilities helps to avoid ambiguity, ensure clear performance objectives are set, resulting in higher engagement levels. The enablers of career activism According to the research career conversations are happening, albeit not as frequently as they should, with only 17.5% of managers holding them on a regular basis and a quarter (25%) of companies admitting that managers are not trained in holding effective career conversations. When you consider the earlier statistic that a perceived lack of career development is the main reason people leave, it reinforces the notion that people want development, yet almost two thirds of organisations admit that employees are not proactively managing their own career development (they need help with it). This makes the statistic around career conversations highlighted above a very stark one. If more managers were having career development conversations with their teams, what impact might it have on retention figures particularly those leaving because of a lack of development? If more frequent career conversations helped an additional 1% of colleagues to redeploy would it be worth the investment? Only 17.5% of managers are helping employees with development conversations If more frequent career conversations helped an additional 1% of colleagues to redeploy would it be worth the investment? 4

5 What can companies do? Career development is a key component of attraction and retention strategies, yet our research reveals that the failure to give career development the focus and structure it deserves may actually be hampering companies ability to not only attract new talent, but more importantly to retain the talent they have fought so hard to hold on to. This is further evidenced by the gap that seems to exist between an employee s perception of development opportunities that exist within their companies and reality. Line managers are the lynchpins of engagement, yet many do not appear to be holding regular conversations with their employees around their careers. Employees have to own their careers, with the organisation and managers providing the support and tools to enable them to do so. Yet our research suggests that more could be done with the line manager population to enable this to happen. Line managers are the lynchpins of engagement, yet many do not appear to be holding regular conversations with their employees around their careers. Whether this is due to lack of clarity from the organisation on how frequently these should be taking place, or due to a lack of know-how, structured conversations are one of the most effective ways to engage and unlock talent. The research Keen to explore the career development landscape in 2014, post one of the deepest recessions in recent history, Penna conducted research to understand what organisations were doing around Career Development. The findings are based on the results of a survey responded to by 100 HR Managers and Directors in February/March HR Managers and Directors About Penna Penna is a global HR Services Group. Through effective services and unrivalled expertise, we help organisations improve their performance through their people. Our expertise spans the entire employment lifecycle from attraction and communications, managed recruitment and assessment, executive search, executive interim and assessment to coaching, learning and development, career development, redeployment and outplacement. Penna Plc 3rd Floor, 5 Fleet Place, London EC4M 7RD T: E: W: 5

America s Workforce: A Revealing Study of Corporate America s Most Neglected Employee

America s Workforce: A Revealing Study of Corporate America s Most Neglected Employee America s Workforce: A Revealing Study of Corporate America s Most Neglected Employee 2015 1 rootinc.com America s Workforce: A Revealing Study of Corporate America s Most Neglected Employee Summary Managers

More information

The digital skills gap in government. Survey findings

The digital skills gap in government. Survey findings The digital skills gap in government Survey findings December 20 Introduction: Digital skills survey Government s austerity and reform agenda means delivering the same or better with less resource. Civil

More information

Skills & Demand in Industry

Skills & Demand in Industry Engineering and Technology Skills & Demand in Industry Annual Survey www.theiet.org The Institution of Engineering and Technology As engineering and technology become increasingly interdisciplinary, global

More information

xxxxx Council Workforce Planning for the xxxxx HR Function Consultancy Proposal xxxxx

xxxxx Council Workforce Planning for the xxxxx HR Function Consultancy Proposal xxxxx Ways HR Consulting Ltd 1 Portland Street Manchester, M1 3BE T. 0870 890 9882 F. 0871 431 0655 E. enquiries@wayshrc.com Council Workforce Planning for the HR Function Consultancy Proposal Prepared for:

More information

For the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by:

For the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by: For the Public Sector The Missing Link: Improving your organisation, by linking reward to performance Presented by: Transforming people management I. Introduction An increasing number of successful, large

More information

Seven Things Employees Want Most From Their Training

Seven Things Employees Want Most From Their Training RESEARCH REPORT Seven Things Employees Want Most From Their Training Executive Summary In 2013 we set out to discover what 1,001 office workers really think about training. Commissioning Opinion Matters,

More information

Successful Succession Planning. part of our We think series

Successful Succession Planning. part of our We think series Successful Succession Planning part of our We think series Contents A definition of Succession Planning 3 The importance of Succession Planning within the Talent Management Strategy 3 Succession Planning

More information

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.

More information

Career Expectations. n-gen Generational Index Report September 2009

Career Expectations. n-gen Generational Index Report September 2009 Career Expectations n-gen Generational Index Report September 2009 Overview This report presents recent North American statistics on job tenure, including findings on why employees choose to change positions

More information

Report 015 Retention. Life Working Series 2015

Report 015 Retention. Life Working Series 2015 Report 015 Retention Life Working Series 2015 1 1. Introduction Understanding the length of time employees remain with a company and the drivers of retention. The latest report in our Life Working series

More information

SilkRoad & HRZone Onboarding Survey Results

SilkRoad & HRZone Onboarding Survey Results TalentTalk A SilkRoad TalentTalk Report SilkRoad & HRZone Onboarding Survey Results 2 // SILKROAD & HRZONE ONBOARDING SURVEY RESULTS INTRODUCTION The importance of onboarding should never be underestimated.

More information

The Success Profile for Shared Services and Centres of Expertise

The Success Profile for Shared Services and Centres of Expertise 1 The Success Profile for Shared Services and Centres of Expertise Contents Role and models 3 Great minds think alike 4 Five factors that make the difference 5 Five factors in action 7 What can we take

More information

The How, What, When and Why of On-Boarding

The How, What, When and Why of On-Boarding The How, What, When and Why of On-Boarding An ebook By Debbie Edmondson Cohesion Recruitment What is On-boarding? On-boarding is a really key part of your engagement process, and needs organisational buy-in

More information

THE VIRTUAL WORKPLACE. By david knight associate partner, kpmg in the uk

THE VIRTUAL WORKPLACE. By david knight associate partner, kpmg in the uk THE VIRTUAL WORKPLACE By david knight associate partner, kpmg in the uk 26% of HR Directors and 26% of C-suite say loss of managerial control biggest barrier to adopting virtual employee network 2014 KPMG

More information

TALENT MANAGEMENT AND SUCCESSION PLANNING

TALENT MANAGEMENT AND SUCCESSION PLANNING White Paper TALENT MANAGEMENT AND SUCCESSION PLANNING The CEO s and Chairman s role in talent management and succession planning is huge it should never be just a function of HR, because this is a top-down

More information

Loyalty. The Impact of the Economic Recession on HR 1

Loyalty. The Impact of the Economic Recession on HR 1 Loyalty The impact of the economic recession on HR The Impact of the Economic Recession on HR 1 Talent 2 and Ipsos MORI recently joined forces to survey senior HR professionals about how the global recession

More information

GLOBAL PERFORMANCE MANAGEMENT TRENDS

GLOBAL PERFORMANCE MANAGEMENT TRENDS GLOBAL PERFORMANCE MANAGEMENT TRENDS The performance management process has been an established business practice for more than 50 years, yet for many companies it remains one of the more challenging aspects

More information

Addressing the challenges of Performance Management. part of our We think series

Addressing the challenges of Performance Management. part of our We think series Addressing the challenges of Performance Management part of our We think series Contents Contents 2 The Return on Investment in Performance Management 3 The challenges of effective Performance Management

More information

Shared Parental Leave: Nine Months and Counting Understanding employee attitudes to shared parental leave

Shared Parental Leave: Nine Months and Counting Understanding employee attitudes to shared parental leave Shared Parental Leave: Nine Months and Counting Understanding employee attitudes to shared parental leave * This PDF is best viewed and printed in landscape Introduction About the survey This report is

More information

Career development in employing organisations: practices and challenges from a UK perspective

Career development in employing organisations: practices and challenges from a UK perspective Career development in employing organisations: practices and challenges from a UK perspective This paper is based on an input to the Guidance for Workforce Development Conference, held by CEDEFOP in Thessaloniki,

More information

Talent Management Framework

Talent Management Framework Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular

More information

The HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions

The HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions The HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions Fierce competition for funding and the need to differentiate from other institutions

More information

PREPARING PUBLIC SECTOR LEADERS FOR CHANGE

PREPARING PUBLIC SECTOR LEADERS FOR CHANGE PREPARING PUBLIC SECTOR LEADERS FOR CHANGE Preparing public sector leaders for change 1 ARE PUBLIC SECTOR LEADERS READY FOR CHANGE? Director of Hays Public Services Andy Robling 2010 will be a challenging

More information

Corporate Security in 2016.

Corporate Security in 2016. Corporate Security in 2016. A QA Report Study Highlights According to ThreatMetrix, businesses in the UK are at greater risk of cybercrime than any other country in the world. In a recent survey carried

More information

0845 345 3300 tellmemore@theaccessgroup.com www.theaccessgroup.com TIME, MONEY & TALENT. The Blackhole of Professional Services

0845 345 3300 tellmemore@theaccessgroup.com www.theaccessgroup.com TIME, MONEY & TALENT. The Blackhole of Professional Services 0845 345 3300 tellmemore@theaccessgroup.com www.theaccessgroup.com TIME, MONEY & TALENT The Blackhole of Professional Services Executive summary Businesses have faced an uphill battle in recent years.

More information

Contents Foreword 1 Introduction by Patrick Reeve Executive summary 1. Business confidence and growth ambitions 2. Availability of finance

Contents Foreword 1 Introduction by Patrick Reeve Executive summary 1. Business confidence and growth ambitions 2. Availability of finance 2014 Contents Foreword 1 Introduction by Patrick Reeve 3 Executive summary 4 1. Business confidence and growth ambitions 4 2. Availability of finance 6 3. Management skills 8 4. Apprenticeships 9 5. Optimists

More information

ENHANCING PERFORMANCE MANAGEMENT: THE VALUE OF STAFF APPRAISALS A BUSINESS INSIGHT REPORT BY KAPLAN

ENHANCING PERFORMANCE MANAGEMENT: THE VALUE OF STAFF APPRAISALS A BUSINESS INSIGHT REPORT BY KAPLAN ENHANCING PERFORMANCE MANAGEMENT: THE VALUE OF STAFF APPRAISALS A BUSINESS INSIGHT REPORT BY KAPLAN 1 INTRODUCTION In 2014, leading global education and training provider Kaplan carried out a survey among

More information

creating an Onboarding Process a SilkRoad technology ebook

creating an Onboarding Process a SilkRoad technology ebook creating an Onboarding Process a SilkRoad technology ebook 1 SILKROAD TECHNOLOGY CREATING AN ONBOARDING PROCESS Onboarding A systematic and comprehensive approach to integrating a new employee with a company

More information

Managing Staff Retention

Managing Staff Retention Managing Staff Retention Stephen Bevan, Institute for Employment Studies It wasn t so long ago that UK employers were worried about labour surpluses. Inevitably, as recession turns into boom, concern about

More information

The Connected CFO a company s secret silver bullet?

The Connected CFO a company s secret silver bullet? a company s secret silver bullet? Imagine if the Chief Financial Officer (CFO) had a real-time dashboard of the business that automatically alerted him or her to specific triggers about the financial performance

More information

Workforce Strategy Survey: Global Key Findings

Workforce Strategy Survey: Global Key Findings Workforce Strategy Survey: Global Key Findings A Manpower Survey Insights on Whether Organizations Workforce Strategies are Aligned to Their Business Strategies and Their People are Prepared to Execute

More information

TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY

TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY Lets talk strategy Lets talk Value Creation/ Value Drivers 2 The Key Question????? What are the key value drivers/ thematic areas in our organizations? What

More information

Author: Lydia Cillie-Schmidt Page 1

Author: Lydia Cillie-Schmidt Page 1 Talent Management: An integrated framework for implementation L Cillie-Schmidt: Talent Management: An integrated framework for implementation, Management Today, February 2009 Companies like to promote

More information

Adoption, Approaches & Attitudes

Adoption, Approaches & Attitudes Adoption, Approaches & Attitudes The Future of Cloud Computing in the Public and Private Sectors A Global Cloud Computing Study Sponsored by JUNE 2011 TABLE OF CONTENTS Executive Summary... 1 Methodology

More information

Employer guide. Follow us on: office-angels.com

Employer guide. Follow us on: office-angels.com Employer guide Page 2 of 8 Our job is about much more than simply putting the right bums on the right seats. We like to know how our candidates are faring at work along with how they re feeling which is

More information

Mobilizing Your Workforce

Mobilizing Your Workforce 2015 Talent MobiliTY Research Report Mobilizing Your Workforce Understand, Develop and Deploy Talent for Success www.lhh.com 1 Table of Contents Executive Summary...3 Introduction...4 About Our Study...4

More information

THE RECRUITMENT INDUSTRY ONLINE

THE RECRUITMENT INDUSTRY ONLINE THE RECRUITMENT INDUSTRY ONLINE AS A LEADING DIGITAL MARKETING AGENCY WITHIN THE RECRUITMENT INDUSTRY ENCENDO UNDERTOOK A STUDY IN MAY 2015 INTO THE ATTITUDES AND SPEND OF RECRUITMENT COMPANIES IN IRELAND

More information

Bridging the Global Skills Gap

Bridging the Global Skills Gap Bridging the Global Skills Gap Teachers views on how to prepare a Global Generation for the challenges ahead. About the research This report represents the findings of a survey of teachers 1 conducted

More information

Financial Services Sector: Missing Customer Expectations?

Financial Services Sector: Missing Customer Expectations? Financial Services Sector: Missing Customer Expectations? Independent Market Research Commissioned by June 01 Executive Summary: 77 global say the way they deal with companies has changed in the last 1

More information

Development at the top: Who really cares?

Development at the top: Who really cares? Development at the top: Who really cares? A survey of executive teams Erik de Haan Ashridge Business School Inge Wels Ashridge Business School Bill Lucas Talent Foundation Jonathan Winter Career Innovation

More information

Spring 2014. in partnership with. Employee Outlook

Spring 2014. in partnership with. Employee Outlook Spring 2014 in partnership with Employee Outlook WORK WORKFORCE WORKPLACE Championing better work and working lives The CIPD s purpose is to champion better work and working lives by improving practices

More information

State of Workplace Mental Health in Australia

State of Workplace Mental Health in Australia State of Workplace Mental Health in Australia L1, 181 Miller Street North Sydney 2060 www.tnsglobal.com KEY FINDINGS Mentally healthy workplaces are as important to Australian employees as physically

More information

Human capital is typically the first or second

Human capital is typically the first or second Assessing Rewards Effectiveness: A Survey of Rewards, HR and Line Executives Human capital is typically the first or second largest financial expenditure most organizations make, and senior executives

More information

HR Corporate Objectives and Strategy Action Plan January 2013

HR Corporate Objectives and Strategy Action Plan January 2013 Reference Objective / Strategy Action Responsibility Target Date (CO1) By 2016 we will be in the top 20% of Acute Trusts as measured by the NHS National Staff Survey Embed the Trust values into reward

More information

Fourth Quarter 2014 Published by HRO Today Magazine in Cooperation with Yoh Recruitment Process Outsourcing

Fourth Quarter 2014 Published by HRO Today Magazine in Cooperation with Yoh Recruitment Process Outsourcing THE EMPLOYEE WELL BEING STUDY Fourth Quarter 2014 Published by HRO Today Magazine in Cooperation with Yoh Recruitment Process Outsourcing Background The Employee Well Being Study Beginning with the Third

More information

DON T GET LOST IN THE FOG OF BIG DATA

DON T GET LOST IN THE FOG OF BIG DATA DON T GET LOST IN THE FOG OF BIG DATA MERCER S LESSONS FOR SUCCESS IN WORKFORCE ANALYTICS If 2013 has produced a breakthrough technology phrase, it is big data, a fairly vague but forceful term that features

More information

Talent Management Trends in 2013 Survey Report CORNERSTONE INSIGHTS

Talent Management Trends in 2013 Survey Report CORNERSTONE INSIGHTS Talent Management Trends in 2013 Survey Report CORNERSTONE INSIGHTS Talent Management Survey Between April and July 2013, Inbox Insight conducted and collated the results of a Talent Management Survey

More information

Make up of a Modern Day Coach. Skills, Experience & Motivations

Make up of a Modern Day Coach. Skills, Experience & Motivations Make up of a Modern Day Coach Skills, Experience & Motivations Introducing the research... As the world s largest training organisation for coaches, the coaching academy has developed a reputation for

More information

HR Trends & Priorities for 2012. McLean & Company 1

HR Trends & Priorities for 2012. McLean & Company 1 HR Trends & Priorities for 2012 McLean & Company 1 Executive Summary McLean & Company fielded its 2012 HR Priorities Survey with both HR and business respondents. Of the seven main areas in HR, Leadership

More information

Rethinking Human Resources in a Changing World

Rethinking Human Resources in a Changing World Rethinking Human Resources in a Changing World Executive summary kpmg.com KPMG INTERNATIONAL 02 Rethinking Human Resources in a Changing World The value of the Human Resources (HR) function elicits sharply

More information

Current learning trends in Europe and the United States

Current learning trends in Europe and the United States Current learning trends in Europe and the United States Addressing the challenges of the economic downturn and the development needs of today s learners A whitepaper by: Jeremy Blain Director of the Cegos

More information

Omni s 4 Simple Steps to Reduce. What You Need to Know to Cut. Recruitment Costs

Omni s 4 Simple Steps to Reduce. What You Need to Know to Cut. Recruitment Costs Omni s 4 Simple Steps to Reduce Recruitment Costs What You Need to Know to Cut Recruitment Costs 4 Simple Steps to Reducing Recruitment Costs By Stuart Jones Stuart Jones works as a Senior Consultant within

More information

2012 Allied Workforce Mobility Survey: Onboarding and Retention

2012 Allied Workforce Mobility Survey: Onboarding and Retention About the 2012 Research The 2012 Allied Workforce Mobility Survey, conducted in March 2012, captures the voice of HR professionals on critical topics relating to workforce mobility, which is defined as

More information

ACCOUNTANTS FOR BUSINESS. Talent management in a shared services world: 2012 survey

ACCOUNTANTS FOR BUSINESS. Talent management in a shared services world: 2012 survey ACCOUNTANTS FOR BUSINESS Talent management in a shared services world: 2012 survey ABOUT ACCA ACCA (the Association of Chartered Certified Accountants) is the global body for professional accountants.

More information

Workforce Analytics The Missing Link in Business Intelligence

Workforce Analytics The Missing Link in Business Intelligence Workforce Analytics The Missing Link in Business Intelligence Data A Double-edged Sword Today s business leaders face many challenges that require access to and the understanding of analytics throughout

More information

Global Talent Management and Rewards Study

Global Talent Management and Rewards Study Global Talent Management and Rewards Study At a glance Overview The 2014 Global Talent Management and Rewards Study provides an in-depth look at the practices and concerns of organisations around the globe.

More information

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup Business & Talent. Aligned. Regardless of the economic environment, your industry or geography, your size or your earnings, your most valuable asset is your workforce. How you manage this asset spells

More information

Corporate Health & Wellness Research. 2 nd April 2015

Corporate Health & Wellness Research. 2 nd April 2015 Corporate Health & Wellness Research 2 nd April 2015 Methodology 2 WHO? 53 Irish HR Leaders WHEN? 27 th February 26 th March 2015 WHERE? Republic of Ireland HOW? Online Quantitative Survey SUMMARY Key

More information

LESSONS FOR HR FROM THE PEOPLE WHO PAY FOR IT

LESSONS FOR HR FROM THE PEOPLE WHO PAY FOR IT WHITE PAPER LESSONS FOR HR FROM THE PEOPLE WHO PAY FOR IT SIMON MITCHELL GENERAL MANAGER UK, MNC & EUROPEAN MARKETING DIRECTOR DDI HR professionals have long complained about the profession s lack of a

More information

2009 Rocket-Hire Pre-Employment. Assessment Usage Survey: Complete Findings. Prepared by: Mark C. Healy and Charles A. Handler, Ph.D.

2009 Rocket-Hire Pre-Employment. Assessment Usage Survey: Complete Findings. Prepared by: Mark C. Healy and Charles A. Handler, Ph.D. 2009 Rocket-Hire Pre-Employment Assessment Usage Survey: Complete Findings Prepared by: Mark C. Healy and Charles A. Handler, Ph.D. March 2010 Table of Contents Executive Summary 3 Introduction 5 Methodology

More information

The Glass Ceiling for Women in Logistics

The Glass Ceiling for Women in Logistics The Glass Ceiling for Women in Logistics A Survey Report on the Opportunities and Challenges Faced by Women in the Logistics Industry LOGISTICS AND SUPPLY CHAIN EXECUTIVE SEARCH TRAINING CONSULTANCY OUTPLACEMENT

More information

HR Technology Trends By Wilson Ten wilson@sandfil.com. SandFil International Right Talents, Right Results

HR Technology Trends By Wilson Ten wilson@sandfil.com. SandFil International Right Talents, Right Results HR Technology Trends By Wilson Ten wilson@sandfil.com TM Right Talents, Right Results What are the new challenges in HR? They Don t Understand We Can Deliver Deloitte's Aligned at the Top study says: "there

More information

Survey report. January 2015. CIPD Market Research. Voice of the profession: Middle East

Survey report. January 2015. CIPD Market Research. Voice of the profession: Middle East Survey report January 2015 CIPD Market Research Voice of the profession: Middle East WORK WORKFORCE WORKPLACE We re the CIPD the professional body for HR and people development. We are the voice of a worldwide

More information

9Lenses: Human Resources Suite

9Lenses: Human Resources Suite 9Lenses: Human Resources Suite 9Lenses Software for HR Leaders 9Lenses Software for HR Leaders Software Overview: People are an organization s most valuable asset. With 9Lenses Software for HR Leaders,

More information

1 Executive Onboarding Reward vs. Risk

1 Executive Onboarding Reward vs. Risk 1 Executive Onboarding Reward vs. Risk Gerard F. McDonough and Becky Choi, J.D. LEADFIRST LEARNING SYSTEMS, LLC Challenging Transitions It would seem that as professionals become more advanced in their

More information

ANNUAL VIRTUAL WORK SURVEY 2014 SURVEY RESULTS VIEW THE RESULTS

ANNUAL VIRTUAL WORK SURVEY 2014 SURVEY RESULTS VIEW THE RESULTS ANNUAL VIRTUAL WORK SURVEY 2014 SURVEY RESULTS VIEW THE RESULTS WE HAVE THE STATS YOU RE LOOKING FOR Virtual Work is working its way into corporate life. Tools that offer employees, workers, managers and

More information

to selection. If you have any questions about these results or In the second half of 2014 we carried out an international

to selection. If you have any questions about these results or In the second half of 2014 we carried out an international Candidate Experience Survey RESULTS INTRODUCTION As an HR consultancy, we spend a lot of time talking We ve set out this report to focus on the findings of to our clients about how they can make their

More information

The Future of Energy: The UK Manufacturing Opportunity

The Future of Energy: The UK Manufacturing Opportunity The Future of Energy: The UK Manufacturing Opportunity A report from Siemens @SiemensUKNews www.siemens.co.uk/energy-challenges Contents 3 4 Introduction Key findings commentary Results from the sectors

More information

Talent Management in a new area

Talent Management in a new area Talent Management in a new area Tom Pfeiffer Partner Audit Deloitte Sacha Thill Senior Consultant Operations Excellence & Human Capital Deloitte In recent decades, organizations have increased their efforts

More information

Blended Learning Current Use, Challenges and Best Practices

Blended Learning Current Use, Challenges and Best Practices Blended Learning Current Use, Challenges and Best Practices Report 2013 Contents Background and Methodology... 3 Executive Summary... 3 Survey Results in detail... 5 How is blended learning used?... 5

More information

Manager briefing. Gender pay equity guide for managers GENDER P Y EQUITY

Manager briefing. Gender pay equity guide for managers GENDER P Y EQUITY Manager briefing Gender pay equity guide for managers GENDER P Y EQUITY Manager briefing Gender pay equity guide for managers Managers play a vital role in addressing pay equity as they are responsible

More information

MOVING OUT HOW LONDON S HOUSING SHORTAGE IS THREATENING THE CAPITAL S COMPETITVENESS

MOVING OUT HOW LONDON S HOUSING SHORTAGE IS THREATENING THE CAPITAL S COMPETITVENESS MOVING OUT HOW LONDON S HOUSING SHORTAGE IS THREATENING THE CAPITAL S COMPETITVENESS Background This report outlines the findings of four surveys commissioned by Turner & Townsend and London First on the

More information

GLOBAL TREND REPORT IT PROJECT MANAGEMENT OFFICE 2015 OUTLOOK

GLOBAL TREND REPORT IT PROJECT MANAGEMENT OFFICE 2015 OUTLOOK GLOBAL TREND REPORT IT PROJECT MANAGEMENT OFFICE 015 2015 OUTLOOK A FAST-CHANGING GLOBAL RECRUITMENT MARKET REQUIRING TOUGH CHOICES In line with our commitment to keep professionals working in the IT Project

More information

Test your talent How does your approach to talent strategy measure up?

Test your talent How does your approach to talent strategy measure up? 1 Test your talent How does your approach to talent strategy measure up? Talent strategy or struggle? Each year at Head Heart + Brain we carry out research projects to help understand best practice in

More information

PROJECT MANAGEMENT SURVEY

PROJECT MANAGEMENT SURVEY INDUSTRY TRENDS PROJECT MANAGEMENT SURVEY JANUARY 2015 Introduction 2015 will continue to see organisations across all sectors facing one of the most competitive, challenging and changing corporate environments

More information

Building and implementing an effective local workforce strategy

Building and implementing an effective local workforce strategy Inspiring leaders to improve children s lives Building and implementing an effective local workforce strategy Module 4: project managing the workforce strategy development process August 2010 Resource

More information

IS A STAFFING COMPANY REALLY WORTH IT?

IS A STAFFING COMPANY REALLY WORTH IT? IS A STAFFING COMPANY REALLY WORTH IT? What you may not know about the value of using a staffing company could be hurting your productivity, stifling innovation, and impacting your bottom line. THE VALUE

More information

Evaluation of Careers Provision in Schools and Colleges in England

Evaluation of Careers Provision in Schools and Colleges in England Evaluation of Careers Provision in Schools and Colleges in England Introduction This report provides insight into how state funded, mainstream 11 to 19 education providers in England evaluate the careers

More information

UNC Leadership Survey 2014: How to Accelerate Leadership Development

UNC Leadership Survey 2014: How to Accelerate Leadership Development UNC Leadership Survey 2014: How to Accelerate Leadership Development By: UNC Executive Development & Human Capital Institute Website: www.execdev.unc.edu Phone: 1.800.862.3932 Email: unc_exec@unc.edu Executive

More information

TACKLING DRIVER TURNOVER WITH FLEET MANAGER TRAINING

TACKLING DRIVER TURNOVER WITH FLEET MANAGER TRAINING TACKLING DRIVER TURNOVER WITH FLEET MANAGER TRAINING Headquartered in Rocky Mount, North Carolina, Eagle Transport Corporation began operating in 1969 with four trucks. They now own more than 440 power

More information

Department of Human Resources. Performance Management An introduction

Department of Human Resources. Performance Management An introduction Department of Human Resources Performance Management An introduction 1 Contents 1. What is Performance Management 3 2. Key principles 5 3. Tools and Resources 7 4. Performance Management 8 Health Check

More information

Dr JULIA PHILIPPOU. Managing careers as a strategy for developing a dynamic workforce

Dr JULIA PHILIPPOU. Managing careers as a strategy for developing a dynamic workforce Inaugural Commonwealth Nurses Conference Our health: our common wealth 10-11 March 2012 London UK Dr JULIA PHILIPPOU Managing careers as a strategy for developing a dynamic workforce In collaboration with

More information

business and education

business and education Final Report Carried out by Sponsored by Contents 1 Introduction 2 Our approach 1 3 Executive summary 3 4 Involvement in corporate citizenship 5 5 Involvement in volunteering 11 6 Impact of volunteering

More information

The Role of Front Line Managers in Bringing Policies to Life Sue Hutchinson, CESR

The Role of Front Line Managers in Bringing Policies to Life Sue Hutchinson, CESR The Role of Front Line Managers in Bringing Policies to Life Sue Hutchinson, CESR Front line managers play a critical role in influencing employee attitudes and behaviours by the way in which they translate

More information

Thought Leadership THE 5 STAGES TO A SUSTAINABLE BUSINESS

Thought Leadership THE 5 STAGES TO A SUSTAINABLE BUSINESS Six Degree People Thought Leadership THE 5 STAGES TO A SUSTAINABLE BUSINESS Six Degree People - Thought Leadership The 5 Stages to a Sustainable Business Six Degree People is a leading executive search

More information

SEEK INTELLIGENCE 2006 EMPLOYEE SATISFACTION & MOTIVATION

SEEK INTELLIGENCE 2006 EMPLOYEE SATISFACTION & MOTIVATION SEEK INTELLIGENCE 2006 EMPLOYEE SATISFACTION & MOTIVATION SEEK INTELLIGENCE: 2006 SURVEY OF EMPLOYEE SATISFACTION AND MOTIVATION IN New Zealand Have you ever wondered what New Zealand employees really

More information

Job description HR Advisor

Job description HR Advisor Job description HR Advisor Main purpose of job To work closely with colleagues in the HR Business Partner team along with the wider PDO directorate to ensure delivery of a first class, professional and

More information

Careers in Research Online Survey (CROS) 2011 Newcastle University CROS 2011 Summary Report

Careers in Research Online Survey (CROS) 2011 Newcastle University CROS 2011 Summary Report Careers in Research Online Survey (CROS) 2011 Newcastle University CROS 2011 Summary Report Introduction CROS has been important in capturing the anonymous views and experiences of Newcastle research staff

More information

Ethiopia Human Capital Trends 2015 Leading in the new world of work

Ethiopia Human Capital Trends 2015 Leading in the new world of work Ethiopia Human Capital Trends 2015 Leading in the new world of work Introduction Leading in the new world of work Organizations today must navigate a new world of work one that requires a dramatic change

More information

Flexible Working Practices in Travel and Tourism

Flexible Working Practices in Travel and Tourism Flexible Working Practices in Travel and Tourism Rhodri Thomas ITT RESEARCH REPORT SERIES REPORT 3 INTRODUCTION Flexible working practices have been the subject of growing attention over recent years.

More information

Executive Summary. Process or Communicate? Agency or Direct? Efficiency or Effectiveness?

Executive Summary. Process or Communicate? Agency or Direct? Efficiency or Effectiveness? 01-01 02-02 03-03 04-04 05-07 08-10 11-15 16-17 18-18 Introduction Background Methodology Executive Summary Demographics Process or Communicate? Agency or Direct? Efficiency or Effectiveness? Summary CANDIDATE

More information

Quarterly Sales Index. Firms forced to compromise as vacancy growth threatens revenues

Quarterly Sales Index. Firms forced to compromise as vacancy growth threatens revenues Quarterly Sales Index Firms forced to compromise as vacancy growth threatens revenues Firms forced to compromise as vacancy growth threatens revenues As the growth in sales vacancies accelerates revenue

More information

Competence management Your key to success. it begins. with people

Competence management Your key to success. it begins. with people Competence management Your key to success it begins with people Introduction Change is the only permanent feature of today s telecommunications industry. What was traditionally a highly regulated industry

More information

Information Security Awareness Survey 2008. Prepared by SAI Global

Information Security Awareness Survey 2008. Prepared by SAI Global Information Security Awareness Survey 2008 Prepared by SAI Global Security Awareness: Measuring Attitudes, Knowledge and Behaviour Results of The SAI Global Benchmarking Survey 2008 Current Security Awareness

More information

with franchises A real estate edge About HomeVestors MISSION

with franchises A real estate edge About HomeVestors MISSION A real estate edge with franchises MISSION HomeVestors of America, Inc., also known as the We Buy Ugly Houses people, is an all-cash home buying franchise founded in 1996. Seeking to identify and prove

More information

Performance Management Consultancy

Performance Management Consultancy Performance Management Consultancy Facilitating performance improvements through an effective performance management process What are the challenges? While every organisation has performance management

More information

Aon Risk Solutions Global Risk Consulting Captive & Insurance Management. Cyber risk and the captive market - a match made in the cloud?

Aon Risk Solutions Global Risk Consulting Captive & Insurance Management. Cyber risk and the captive market - a match made in the cloud? Aon Risk Solutions Global Risk Consulting Captive & Insurance Management Cyber risk and the captive market - a match made in the cloud? With increasing news coverage of cyber-attacks and despite indications

More information

5 Key Talent Acquisition Strategies for a New Decade Best Practices for Effective Talent Acquisition during a New Era in Talent Management

5 Key Talent Acquisition Strategies for a New Decade Best Practices for Effective Talent Acquisition during a New Era in Talent Management 5 Key Talent Acquisition Strategies for a New Decade Best Practices for Effective Talent Acquisition during a New Era in Talent Management An icims White Paper In many ways the coming decade will redefine

More information

In good health. Public health teams in local authorities Year 2. February 2015

In good health. Public health teams in local authorities Year 2. February 2015 In good health Public health teams in local authorities Year 2 February 2015 Foreword The public health workforce is at the heart of both improving and protecting the public s health and as such the views

More information

Relationship Manager (Banking) Assessment Plan

Relationship Manager (Banking) Assessment Plan 1. Introduction and Overview Relationship Manager (Banking) Assessment Plan The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It forms a key

More information