UNC Leadership Survey 2012: Women in Business

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "UNC Leadership Survey 2012: Women in Business"

Transcription

1 UNC Leadership Survey 2012: Women in Business Quantitative Report UNC Kenan-Flagler Business School Executive Development 2013

2 Table of Contents Introduction 3 How to Read This Report 4 Key Findings 5 Section A: Current Organizational Climate 8 Section B: Development of Women Leaders 14 Section C: Demographics 27 UNC Kenan-Flagler Business School 36 UNC Executive Development 37 Contact Information 38 2

3 Objectives This study was conducted to gain feedback from senior business leaders on: The development, career progress, work/life balance, mentoring, and organizational support for women in the workplace; The current presence of women in leadership roles; The effectiveness of recruiting, retaining, and developing women executives; The importance of key performance metrics and how women leaders perform in these areas; and Perceived barriers to the advancement of women into leadership roles. Introduction Methodology The questionnaire was developed by Percept Research and the University of North Carolina Kenan-Flagler Business School. The survey was administered via a web survey hosted by Percept Research. Percept Research processed all completed questionnaires, tabulated data, and developed graphical presentation of results. Segmentation This report provides comparative analysis of the following segments of interest. All questions displayed in this report were mandatory with the following number (N) of completed interviews. *Response Rate calculation does not take into account s returned as undeliverable or out of office Fielding Overview Fielding Started: 02/07/2012 Fielding Completed: 02/24/2012 3

4 How to Read this Report Bar Charts Overall ratings and data are presented in bar charts as means. Unless otherwise noted, all responses are based on a 0-5 scale. Typically 0-1 is considered a poor rating while 4-5 is considered a high rating based on a 0-5 scale. Response options are displayed in order of decreasing mean rating for easier interpretation in the bar charts. Verbatim Document The Verbatim Document displays all other (specify) questions and openended questions. The qualitative responses are presented without spelling or grammatical correction to preserve original intent. Graphical Report Segmentation is based on results to survey questions: Male vs. Female: categorization based on response to question C1 What is your gender? Talent Development Managers vs. Non Talent Development Managers: categorization based on response to question C5 Are you in a talent development function (e.g., HR, leadership development, human capital) in your organization? Title: categorization based on response to question C4 Which of the following best describes your title in your company? 4

5 Key Findings Respondents perceive a positive trend in the number of women holding senior leadership positions (see slide 9). Approximately half (48%) stated the number has increased over the past five years while believe it has decreased. There is a correlation between level in organization and perception of the increase of women in leadership positions. Sixty percent of C-Suite Executives reported an increase over the last five years compared to 38% of Managers. When asked how the number of women holding senior leadership positions will change in the next five years the answers become less clear. While 4 of respondents believe the number will increase, 28% believe it will stay the same, and 3 don t know if it will decrease, increase, or stay the same (slide 10). Men have a more positive outlook than their female counterparts. Nearly two-thirds (65%) of male respondents believe the number of women in leadership positions has increased over the past 5 years and 57% believe the number will continue to increase over the next 5 years. This is significantly higher than the 44% and 36%, respectively, reported by female respondents. 5

6 Key Findings Only eleven percent of respondents believe their organizations are extremely effective in recruiting women executives while fourteen percent stated their companies were not at all effective (slide 11). The more senior the respondent the more positive the view on their company s recruiting efforts. Over half (53%) of C-Suite Executives selected extremely or moderately effective compared to 28% of Managers. It should be noted that the majority of C-Suite Executives in this study were female (69%), so the gender and title comparisons can be viewed separately. Once women achieve these senior levels, companies are doing an effective job with retention. Fifty-seven percent of respondents believe their companies are extremely effective or moderately effective in retaining women executives (slide 12). Men believe their companies are more effective in retaining woman than women. While 73% of men believe their company is extremely or moderately effective only 52% of women feel similarly. 6

7 Key Findings Companies continue to create an organizational climate that is doing a moderate job in its support of the development of women s leaders. Over one-third (38%) of the respondents indicated the organizational climate at their companies moderately encourage the development of women leaders (slide14). This is similar to the 2010 Study by Mercer that found 43% of their respondents stating the same level of support (from their 2010 Women s Leadership Development Survey ). Slightly more respondents in the current study selected to a small extent (28%) than to a great extent (22%). As with the previous findings, men and C-Suite Executives have a more positive opinion of the support systems available to women executives. Comparative analysis of public to private companies and company size did not yield any actionable statistical differences. 7

8 Section A: Current Organizational Climate How has the number of women holding senior leadership positions in your company changed in the past 5 years? (A1) Males Females Total Talent Dev Non Talent Dev % 7% Decreased 36% 34% 27% Stayed the same 65% 48% 44% Increased 1% 3% 2% Don t know Overall, respondents indicated the number of women holding senior leadership positions within their company has increased over the past five years. Gender: Significantly more men (65%) than women (44%) indicated an increase in the number of women holding leadership positions within a company in the past five years. Title: Slightly more C-Suite Executives (6) felt senior leadership positions held by women has increased over the past five years compared to respondents holding other titles % 14% 17% 17% 13% Decreased 35% 34% Stayed the same 48% 5 Increased 6 52% 48% 48% 39% 34% 37% 38% 29% 32% 3% 2% Don t know C-Suite Exec VP Director Manager Other Decreased Stayed the same Increased Don t know 3% 5% 2%

9 Section A: Current Organizational Climate How will the number of women holding senior leadership positions in your company change in the next 5 years? (A2) 10 Males Females Total 10 Public Private % % 33% 29% 28% 3 22% 1% 2% 2% Decrease Stay the same Increase Don t know 4 41% 4 31% 33% 25% 27% 1% 3% Decrease Stay the same Increase Don t know Overall, respondents predict positive changes with the number of women holding senior leadership positions increasing within the next 5 years. Gender: Men (57%) had a significantly stronger outlook on the future of women holding leadership positions within a company compared to women (36%). Title: Vice Presidents felt the most optimistic in terms of women holding senior leadership positions within their company in the next 5 years. Results are similar for respondents working in publicly owned and privately owned companies % C-Suite Exec VP Director Manager Other 51% 42% 36% 37% 38% 39% 33% 33% 33% 26% 28% 24% 27% 21% 22% 2% 2% 1% Decrease Stay the same Increase Don t know 9

10 Section A: Current Organizational Climate Extremely effective 17% 9% 11% Moderately effective 36% 24% 26% 24% Somewhat effective 26% 26% 11% Males Slightly effective 18% Females Not at all effective 7% 16% 14% Total Don t know 5% 5% 5% How effective is your company in recruiting women executives? (A3) Extremely effective 1 11% Moderately effective Somewhat effective Slightly effective Not at all effective Don t know 5% 5% 27% 24% 25% 26% Talent Dev 18% Non Talent Dev 13% Overall, these findings indicate that there remains a significant need for more effective recruitment strategies for women executives. Gender: Males believe their companies are more effective in recruiting woman than females. While 53% of men believe their company is extremely or moderately effective only 33% of women feel similar. Title: There is a correlation between management level and belief in effectiveness of recruiting. Over half (53%) of C-Suite Executives stated extremely or moderately effective compared to 28% among managers. C-Suite Exec VP Director Manager Other Extremely effective 18% 12% 8% 6% 13% Moderately effective 35% 22% 28% 22% 21% Somewhat effective 23% 26% 28% 27% Slightly effective 11% 22% 24% 23% Not at all effective 6% 14% 16% 22% 8% Don t know 6% 4% 4% 6% 7% 10

11 Section A: Current Organizational Climate How effective is your company in retaining women executives? (A4) Extremely effective Moderately effective Somewhat effective Slightly effective Not at all effective Don t know 7% 1% 6% 5% 4% 3% 3% 35% 22% 25% 38% 3 32% 23% 22% 13% Males Females Total Extremely effective Moderately effective Somewhat effective Slightly effective Not at all effective Don t know 26% 22% 33% 29% 23% 11% 18% 5% 6% 2% 5% Talent Dev Non Talent Dev Overall, these findings indicate that companies are doing an effective job in retaining women executives. Gender: Males believe their companies are more effective in retaining woman than females. While 73% of men believe their company is extremely or moderately effective only 52% of women feel similar. Title: As with recruiting, there is a correlation between management level and belief in effectiveness of retention. Over two-thirds (68%) of C-Suite Executives stated extremely or moderately effective compared to 44% among managers. C-Suite Exec VP Director Manager Other Extremely effective 39% 3 23% 14% 25% Moderately effective 29% 32% 33% 3 3 Somewhat effective 18% 21% 22% 23% 24% Slightly effective 1 12% 14% 18% 11% Not at all effective 2% 3% 5% 11% 4% Don t know 2% 2% 3% 4% 7% 11

12 Section A: Current Organizational Climate How effective is your company in the development of women executives? (A5) Extremely effective 6% 8% Moderately effective 37% 27% 29% 25% Somewhat effective 24% 24% Males Slightly effective 22% Females Not at all effective 4% 19% 16% Total Don t know 3% 2% 2% Extremely effective 8% 7% Moderately effective 3 27% Somewhat effective 25% 23% Talent Dev Slightly effective 21% 19% Non Talent Dev Not at all effective 14% Don t know 1% 4% Men (52%) and C-Suite Executives (49%) feel their company has been extremely or moderately effective in the development of women executives. Note that Managers (26%), Non Talent Development respondents (), and a significant portion of women (19%) rated their company as not at all effective in developing women executives compared to other groups. C-Suite Exec VP Director Manager Other Extremely effective 11% 7% 7% 7% 8% Moderately effective 38% 31% 27% 23% 31% Somewhat effective 22% 26% 28% 18% 24% Slightly effective 18% 19% 21% 23% Not at all effective 8% 14% 26% 18% Don t know 3% 2% 2% 2% 4% 12

13 Section A: Current Organizational Climate How well does the organizational climate at your company encourage the development of women leaders? (A6) 12% 1 2% Not at all 12% 32% 28% To a small extent Males Females Total 45% 37% 38% To a moderate extent 39% 22% 19% To a great extent Overall, these findings indicate that companies are doing a moderate job at creating an organizational climate that encourages the development of women leaders. Gender: Not surprisingly, women have a more tempered outlook on the development of women executives compared to men. Women are more likely to select to a small extent than to a great extent. Title: Individuals within the higher levels organization are more likely to give their company higher marks in the development of women leaders. 3% 1% 1% Don t know % 11% Not at all C-Suite Talent Dev 27% 31% To a small extent Non Talent Dev 4 34% To a moderate extent 23% 21% To a great extent 1% 3% Don t know Exec VP Director Manager Other Not at all 6% 1 9% 14% 7% To a small extent 17% 29% 3 34% 26% To a moderate extent 41% 37% 38% 37% 39% To a great extent 35% 23% 22% 13% 25% Don t know 2% 1% 3% 2% 13

14 Section B: Development of Women Leaders How important is the development of women leaders on your company s strategic agenda? (B1) % 1% 2% Top 3 strategic agenda item 25% 27% 23% 23% 16% 18% Top 10 strategic agenda item Males Females Total On the strategic agenda, but not near the top 31% 52% 48% Not on the strategic agenda Overall, nearly half (48%) of respondents indicated that the development of women leaders within their company was not on the strategic agenda. Very few respondents rated the development of women leaders as a top 3 strategic agenda item. Gender: A significantly higher percentage of women (52%) felt the development of women leaders was not a part of their organization s strategic agenda compared to men (31%). 1 8% 9% Don t Know % 1% Top 3 strategic agenda item Top 3 strategic agenda item Top 10 strategic agenda item On the strategic agenda, but not near the top Not on the strategic agenda Don t Know 19% Talent Dev Top 10 strategic agenda item 5% 2% 2% 1% 1% 1% 4% 9% 11% 22% 19% 16% 17% 14% 21% 27% 24% 23% 19% 23% 25% On the strategic agenda, but not near the top Non Talent Dev 46% 51% 48% 49% 49% 43% 53% Not on the strategic agenda 7% 12% Don t Know C-Suite Exec VP Manager Director Other 14

15 Section B: Development of Women Leaders Which of the following best describes your company s approach to the development of women leaders? (B2) Total Males Females Talent Dev Non Talent Dev C-Suite Exec VP Director Manager Other No initiatives or programs targeted to the needs of women leaders 46% % 48% 42% 45% % Offer some initiatives or programs 29% 37% 27% 3 26% 29% 33% 27% 23% 36% Offer a specific leadership program for women 1 17% 8% 1 8% 8% 9% 1 1 8% Plan to offer some activities or programs within the next 12 months 6% 4% 6% 6% 5% 5% 7% 7% 6% 4% Don t know 4% 7% 4% 3% 9% 5% 1% 2% 8% 8% Other (please specify) 5% 4% 5% 5% 4% 1 5% 4% 3% 5% Overall, the majority of respondents across all groups felt their organization had no initiatives in place to aid in developing women leaders and few plans in developing activities within the next 12 months. Significantly more women (5) than men (3) indicated there were no initiatives or programs to develop women. Of the 39% of respondents that stated there were initiatives or programs for women, a significantly lower percentage believe there is a specific leadership program (1) versus some initiatives or programs (29%). This takeaway box refers to findings from question B3 on the next slide. One half (5) of respondent companies have deployed flexible work arrangements within the last three years to identify, assess, retain and development women leaders. Other highlyselected options include programs to encourage female networking and role models, mentoring of junior women, and CEO & senior executive oversight of gender diversity efforts. Conversely, approximately one quarter of companies (23%) have not undertaken any efforts for women leaders. 15

16 Section B: Development of Women Leaders In the past 3 years, which efforts, if any, has your company undertaken to identify, assess, retain, and develop women leaders? Please select all that apply. (B3) Total Males Females Talent Dev Talent Dev C-Suite Exec VP Director Manager Other Flexible working arrangements 5 55% 49% 52% 47% 61% 49% 5 42% 51% Non Programs to encourage female networking and role models Encouragement for senior executives to mentor junior women Oversight by CEO and the executive team of gender diversity efforts Assessing indicators of the company s performance in hiring, retaining, promoting, and developing women Support programs and facilities to help reconcile work and family life Performance evaluation systems that neutralize the impact of parental leaves or flexible work 38% 51% 35% 4 33% 42% 4 38% 33% 4 31% 46% 27% 33% 27% 45% 33% 3 24% 25% 25% 32% 24% 28% 19% 29% 32% 23% 22% 18% 24% 33% 22% 28% 17% 28% 25% 23% 24% 23% 34% 23% 23% 31% 23% 22% 16% 29% 18% 3 14% 25% 21% 16% 14% 21% Skill-building programs developed specifically at women 13% 22% 11% 14% 12% 13% 11% 1 Programs to smooth transitions before, during, and after parental leaves Inclusion of gender diversity indicators in executives performance reviews 11% 22% 8% 12% 8% 19% 1 7% 8% 17% 11% 8% 11% 1 12% 13% 7% 13% 12% Gender-specific coaching programs 6% 12% 5% 7% 4% 11% 5% 6% 3% 4% Gender quotas in hiring, retaining, promoting, or developing women Systematic requirement that at least one female candidate be in each promotion pool 6% 11% 5% 6% 5% 4% 6% 5% 6% 8% 5% 8% 4% 5% 5% 5% 4% 5% 2% 6% Other 4% 4% 4% 4% 3% 5% 4% 4% 4% 5% No efforts undertaken for women leaders 23% 14% 25% 22% 27% 18% 23% 22% 29% 23% 16

17 Section B: Development of Women Leaders 10 If you have leadership programs for women in your organization, how effective are they? (B4) Males Females Total 10 Talent Dev Non Talent Dev % 1% Not at all effective 7% 1 9% Slightly effective 21% 23% 16% 17% 11% 13% Somewhat effective Moderately effective 5% 3% 3% Extremely effective 45% 6 57% Do not have leadership programs for women 6 4 3% Not at all effective 1 7% Slightly effective 22% 14% 13% 13% Somewhat effective Moderately effective 3% 3% Extremely effective 59% 52% Do not have leadership programs for women Overall, the majority of respondents stated that their organizations do not have leadership programs for women. This was a consistent trend across all segments. Of those that do have programs, they are most likely to be considered somewhat effective. C-Suite Exec VP Director Manager Other Not at all effective 1% 1% 2% 3% Slightly effective 8% 1 11% 7% 8% Somewhat effective 17% 18% 16% 16% Moderately effective 17% 14% % Extremely effective 5% 4% 3% 2% 3% Do not have leadership programs for women 52% 56% 59% 62% 47% 17

18 Section B: Development of Women Leaders What are the biggest perceived barriers, if any, preventing women from advancing to the top management of your company? Please select up to 3 barriers. (B5) Total Males Females Talent Dev Non Talent Dev C-Suite Exec VP Director Manager Other Lack of executive sponsor or mentor 37% 22% 41% 37% 37% 42% 39% 41% 36% Absence of women role models 29% 21% 31% 3 27% 16% 3 26% 39% 3 Women not being in the pipeline long enough 27% 29% 26% 28% 24% 3 28% 27% 28% 18% Lack of significant general management/line experience 25% 23% 26% 25% 25% 25% 3 24% 24% 23% Exclusion from informal communication networks 21% 8% 24% 23% 9% 28% 21% 22% 19% Requirement of a high level of availability for top management Lack of pro-family policies or support services (e.g., childcare, telecommuting) 7% 17% 14% 16% 13% 14% 17% 13% 14% 11% 5% 13% 13% 9% 4% 9% 12% 17% 13% Other (please specify) 13% 13% 13% 12% 12% 14% 11% 14% No barriers exist at my company 16% 31% 13% 16% 16% 27% 13% 16% 11% 21% Only 16% of respondents believe there are no barriers at their company. Significantly more men (31%) than women (13%) believe there are no barriers preventing women from advancing. Significantly more C-Suite Executives (27%) than lower level respondents (VP 13%, Director 16%, Manager 11%) perceive no barriers to advancement. 18

19 Section B: Development of Women Leaders Please rate the current state of your organization s talent pool for the following women leadership roles. (B6) (Poor [1] = very small pool of women available for leadership roles, Excellent [5] = large pool of women available for leadership roles) 5 Males Females Total 5 Talent Dev Non Talent Dev Manager Senior Leader (VP, Director) C-Suite Exec 0 Manager Senior Leader (VP, Director) C-Suite Exec Respondents rated the talent pool for women managers within their organization the highest across the roles (Senior Leader and C-Suite). These ratings, however, are still only slightly above the midpoint. Overall, respondents gave poor ratings for having a small pool of women available for C- Suite roles within the company. Respondents of both public and private companies gave significantly higher ratings for having a larger manager talent pool compared to other leadership roles. C-Suite Exec Senior leader (VP, Director) Manager Private Public 19

20 Section B: Development of Women Leaders How would you rate your company s performance on the following efforts to develop women leaders? (B7) [5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent] Total Males Females Talent Dev Non Talent Dev C-Suite Exec VP Director Manager Other Retaining women once they reach leadership levels Retaining women so that they reach leadership levels Having enough women in the leadership pipeline Having work-life programs that attract and retain women Accelerating the development of women with earlycareer high potential Having women develop the full range of skills necessary for a senior leadership position All attributes are rated below the midpoint. Respondents do not believe their company is doing an effective job on any of these attributes. Title: The higher the level in the company, the higher the rating of company performance on these attributes. Gender: Men give significantly higher ratings than women. 20

21 Section B: Development of Women Leaders How important are the following personal leadership competencies to business success? (B9) [5-Point Scale Rating: 1=Very Unimportant, 2=Unimportant, 3=Neither Important or Unimportant, 4=Important, 5=Very Important] Total Males Females Talent Dev Non Talent Dev C-Suite Exec VP Director Manager Other Communicating effectively Creating a culture of accountability and performance Building effective teams Being adaptive Developing others Leveraging diversity Communicating effectively, creating a culture of accountability and performance, building effective teams, and being adaptive are all rated as very important across all segments. The remaining two attributes, developing others and leveraging diversity, are rated as important. Men and women ranked the attributes in the same order of importance. Talent Development Managers ranked the attributes in the same order of importance as respondents not in Talent Development roles. 21

22 Section B: Development of Women Leaders How do women leaders in your organization perform on the following personal leadership competencies? (B10) [5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent] Total Males Females Talent Dev Non Talent Dev C-Suite Exec VP Director Manager Other Communicating effectively Being adaptive Creating a culture of accountability and performance Building effective teams Developing others Leveraging diversity Leveraging diversity, developing others, being adaptive, communicating effectively and building effective teams are all rated as excellent across all segments. The remaining attribute, creating a culture of accountability and performance, are rated as very good. Men gave women leaders in their organizations similar or slightly higher ratings than women on all attributes. Talent Development Managers gave women leaders similar or slightly higher ratings than non Talent Development Managers on all attributes. 22

23 Section B: Development of Women Leaders How important are the following organizational leadership competencies to business success? (B11) [5-Point Scale Rating: 1=Very Unimportant, 2=Unimportant, 3=Neither Important or Unimportant, 4=Important, 5=Very Important] Executing a strategy Making decisions Managing change Solving problems Formulating a strategy Leading innovation Males Females Total Executing a strategy Making decisions Managing change Solving problems Formulating a strategy Leading innovation Talent Dev Non Talent Dev All attributes were rated as very important by respondents. There are no significant difference between segments. C-Suite Exec VP Director Manager Other Executing a strategy Making decisions Managing change Solving problems Formulating a strategy Leading innovation

24 Section B: Development of Women Leaders How do women leaders in your organization perform on the following organizational leadership competencies?(b12) [5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent] Solving problems Making decisions Executing a strategy Managing change Formulating a strategy Leading innovation Males Females Total Solving problems Making decisions Executing a strategy Managing change Formulating a strategy Leading innovation Talent Dev Non Talent Dev Only one attribute, Solving problems, received a rating of very good or excellent. Title: The higher the level of the individual, the higher the ratings on the performance of women leaders. While the differences are not significant, the trend is present. C-Suite Exec VP Director Manager Other Solving problems Making decisions Executing a strategy Managing change Formulating a strategy Leading innovation

25 Section B: Development of Women Leaders What is the percentage of women in the C-suite officers of your company (i.e., CEO, CFO, COO, CLO, CIO, CTO, CMO, etc.)? (B13) What is the percentage of women in the upper management of your company (i.e. vice-presidents, managers, directors, etc.)? (B14) % Percentage of women in the C-suite officers of your company Talent Dev Males Females Total 27% 26% 26% Percentage of women in the upper management of your company Non Talent Dev 10 The general consensus of respondents is that there is a small percentage of women in C-Suite positions in their company. The percentage of women is upper management is significantly higher, but still around 1 in 4. Title: As expected, C-Suite Executives indicated significantly higher management levels of women in the C-Suite. There is a weak correlation between level in the company and percentage of women in upper management. C-Suite Exec VP Director Manager Other % Percentage of women in the C-suite officers of your company 27% 24% Percentage of women in the upper management of your company 4 29% 14% 13% 9% 17% Percentage of women in the C-suite officers of your company 33% 26% 26% 19% 31% Percentage of women in the upper management of your company 25

26 Section B: Development of Women Leaders How would you rate the current economic performance of your company? (B15) [5-Point Scale Rating: 1=Poor, 2=Fair, 3=Good, 4=Very Good, 5=Excellent] 10 Males Females Total 10 8 Talent Dev Non Talent Dev % 26% 26% 35% 33% 28% 28% 24% 24% 14% 13% 13% 2% 3% 2% Poor Fair Good Very good Excellent 4 36% 3 25% 28% 27% 23% 13% 13% 2% 3% Poor Fair Good Very good Excellent Overall, the findings suggest that the current economic performance of respondent companies is very positive. Vice Presidents gave the highest rating for the current economic performance of their organization. 26

27 Section C: Demographics What is your gender? (C1) Male Female % 77% % 23% Talent Dev Non Talent Dev Male Female % 79% 84% 86% 81% % 21% 16% 14% 19% C-Suite Exec VP Director Manager Other 27

28 Section C: Demographics What is your age? (C2) 50.4 Age (Years) Males Females Total Age (Years) Talent Dev Non Talent Dev Age (Years) C-Suite Exec VP Director Manager Other

29 Section C: Demographics What is the highest level of education you have achieved? (C3) 10 Males Females Total 10 Talent Dev Non Talent Dev % 35% 29% 52% 48% 49% % 38% 52% 43% 3% 3% 3% 3% 2% 2% Some college Assoc. or technical degree Bachelor s degree Master s degree 11% 1 1 Doctorate / PHD 3% 2% 1% 4% Some college Assoc. or technical degree Bachelor s degree Master s degree 9% 12% Doctorate / PHD 10 8 C-Suite Exec VP Director Manager Other % 48% 5 51% 39% 4 43% 37% 32% 32% 4% 2% 4% 2% 2% 1% 1% 4% 5% Some college Assoc. or technical degree 14% 8% 7% 3% Bachelor s degree Master s degree Doctorate / PHD 29

30 Section C: Demographics Which of the following best describes your title in your company? (C4) 10 8 Males Females Total % 32% 23% 25% 28% 22% 22% 12% 14% 22% 9% 9% 9% C-Suite Exec Vice President Director Manager Other 10 Talent Dev Non Talent Dev % 16% 36% 22% 25% 27% 22% 18% 7% C-Suite Exec Vice President Director Manager Other 30

31 Section C: Demographics Are you in a talent development function (e.g., HR, leadership development, human capital) in your organization? (C5) 38% No 3 32% Males Yes 62% 7 Females Total 68% No Yes 26% 28% 35% 35% % 65% 74% 72% C-Suite Exec VP Director Manager Other

32 Section C: Demographics What is the estimated the annual gross revenue for your company? Please indicate in U.S. dollars and include sales for the entire company/organization. (C6) Don t know/not sure 6% 9% 8% 19% More than $5 billion 21% 21% 33% $1-$5 billion 29% 3 23% $101-$999 million 23% 23% 8% Males $11-$100 million 8% 8% 3% Females $5-$10 million 2% 3% Total 4% Less than $5 million 2% 3% 3% Non-profit or not-for-profit 6% 5% More than $5 billion 21% $1-$5 billion 3 28% $101-$999 million 23% 22% $11-$100 million 8% Talent Dev 9% Non Talent Dev $5-$10 million 3% 2% Less than $5 million 2% 4% Non-profit or not-for-profit 6% 4% C-Suite Exec VP Director Manager Other Non-profit or not-for-profit 3% 3% 8% 4% 5% Less than $5 million 9% 3% 2% 1% $5-$10 million 2% 2% 2% 5% 1% $11-$100 million 9% 4% 7% 9% 14% $101-$999 million 3 25% 23% 16% $1-$5 billion 36% 35% 3 21% 3 More than $5 billion 7% 27% 21% 25% 14% 32

33 Section C: Demographics How many employees work for your company? (C7) 10,000 employees or more 31% 31% 31% 5,001 to 9,999 employees 14% 2,501 to 5,000 employees 13% 16% 1,001 to 2,500 employees Males 16% 16% Females 501 to 1,000 employees 9% 9% 9% Total Less than 500 employees 16% 13% 13% ,000 employees or more 3 32% 5,001 to 9,999 employees 13% 2,501 to 5,000 employees 12% 17% 1,001 to 2,500 employees 501 to 1,000 employees Non Talent Dev 16% 11% Talent Dev 8% Less than 500 employees 17% 11% % 39% 10,000 employees or more 31% 28% 31% 12% 5,001 to 9,999 employees 17% 12% C-Suite Exec 17% 2,501 to 5,000 employees 13% 17% VP 18% 13% Director 1,001 to 2,500 employees 18% 13% Manager 7% 6% 501 to 1,000 employees 9% 11% Other 14% 24% 11% Less than 500 employees 12% 11% 13%

34 What type of company? (C8) Section C: Demographics Private 45% 42% 43% Private 42% 43% Public 55% 58% 57% Males Females Total Public 58% 57% Talent Dev Non Talent Dev Private 32% 42% 42% 44% 58% Other Manager Public 42% 58% 58% 56% 68% Director VP C-Suite Exec

35 Section C: Demographics What is your country of residence (C9) [Top 5 mentions] Total Males Females Talent Dev Non Talent Dev C-Suite Exec VP Director Manager Other United States 92% 82% 94% 93% 91% 9 93% 94% 92% 87% India 2% 7% 1% 2% 2% 5% 1% 2% 2% 2% Canada 2% 2% 2% 1% 1% 4% 2% 1% 2% Brazil 1% 4% 1% 1% 2% 1% 1% 1% China 1% 1% 1% 1% 1% 2% 2% 35

36 UNC Kenan-Flagler Business School The University of North Carolina at Chapel Hill, the nation s first state university, is a leader in educational excellence, consistently ranking among the top five best public universities. UNC s Kenan-Flagler Business School is ranked among the top 20 in the United States for executive and full-time MBA programs and provides: Research with business impact from renowned faculty whose work is shaping the future of business Teaching from professors devoted to the growth of knowledge and analytical skills of students and executives Experience and leadership skills gained in a challenging and supportive setting that helps people take career and company success to new levels The University of North Carolina s Kenan-Flagler Business School has delivered customized and open enrollment executive education programs with excellent results for over fifty years to a wide range of organizations. 36

37 UNC Executive Development UNC Executive Development has provided unique learning experiences to create solutions for the business challenges facing our partners and participants. Our approach to program design and delivery teaches the way executives learn most effectively by drawing upon the power of real-world, applicable experiences from our faculty and staff, and integrating the knowledge our participants share about the issues they face with new concepts and business strategies in programs designed to produce practical skills. Clients consistently rank UNC Executive Education in the top 20, citing our partnership approach to program design, teaching effectiveness and customer service. 37

38 Contact Us Any media questions and requests should be directed to Allison Adams: Allison Adams Media Relations Director University of North Carolina's Kenan-Flagler Business School CB 3490 Chapel Hill, NC K e n a n - F l a g l e r B u s i n e s s S c h o o l The University of North Carolina at Chapel Hill C h a p e l Hill, NC www. k e n a n - f l a g l e r. unc. e d u

UNC Leadership Survey 2016: Diversity Competencies for Leadership Development

UNC Leadership Survey 2016: Diversity Competencies for Leadership Development UNC Leadership Survey 2016: Diversity Competencies for Leadership Development 2016 Research Framework The growth of a truly global labor market and the rise of international organizations create an increased

More information

Women s Leadership Development Survey

Women s Leadership Development Survey Europe survey report Women s Leadership Development Survey Most employers in Europe lack a strategy for developing women leaders, Mercer survey shows Despite efforts among organisations in Europe to achieve

More information

The nine dimensions of organizational performance are stronger for companies with three or more women in top management

The nine dimensions of organizational performance are stronger for companies with three or more women in top management The nine dimensions of organizational performance are stronger for companies with three or more women in top management +6 pts +1 pts +5 pts +3 pts +4 pts +3 pts +1 pts +1 pts +7 pts 1 High-performing

More information

Gender and academic promotion

Gender and academic promotion Gender and academic promotion A case study of Massey University Executive summary Stephanie Doyle, Cathy Wylie & Edith Hodgen, with Anne Else NZCER 2005 1 NZCER Introduction In 2004, the Association of

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

HOW TO BUILD A SUCCESSFUL MENTORING PROGRAM

HOW TO BUILD A SUCCESSFUL MENTORING PROGRAM HOW TO BUILD A SUCCESSFUL MENTORING PROGRAM A Framework for a Successful Mentoring Program It is often said that the most important work of a manager is the development of his or her employees. In addition

More information

2010 Study on the State of Performance Management. research. A report by WorldatWork and Sibson Consulting October 2010

2010 Study on the State of Performance Management. research. A report by WorldatWork and Sibson Consulting October 2010 2010 Study on the State of research A report by WorldatWork and Sibson Consulting October 2010 About WorldatWork Media Contact: Marcia Rhodes 14040 N. Northsight Blvd. Scottsdale, Arizona USA 852-31 480-304-6885

More information

WORKFORCE ENGAGEMENT IN SAUDI ARABIA WHAT S WORKING FOR SAUDI NATIONALS AND WHAT EMPLOYERS NEED TO KNOW

WORKFORCE ENGAGEMENT IN SAUDI ARABIA WHAT S WORKING FOR SAUDI NATIONALS AND WHAT EMPLOYERS NEED TO KNOW WORKFORCE ENGAGEMENT IN SAUDI ARABIA WHAT S WORKING FOR SAUDI NATIONALS AND WHAT EMPLOYERS NEED TO KNOW Forget the old cliché of a comfortable secure job with a corner desk in a government office. Saudi

More information

The Leader s Edge. How Best Practices Programs Can Be Used Most Effectively to Support the Growth of Women Leaders

The Leader s Edge. How Best Practices Programs Can Be Used Most Effectively to Support the Growth of Women Leaders The Leader s Edge How Best Practices Programs Can Be Used Most Effectively to Support the Growth of Women Leaders The Leaders Edge research study completed in February, 2004 demonstrates the need for companies

More information

Enabling the Remote Workforce in Canada. Research Results

Enabling the Remote Workforce in Canada. Research Results Enabling the Remote Workforce in Canada Research Results METHODOLOGY INSTRUMENT An online survey with 300 IT decision makers conducted between February 22 to March 6, 2016 using Leger s online panel Legerweb.

More information

Women Matter 2010. Women at the top of corporations: Making it happen

Women Matter 2010. Women at the top of corporations: Making it happen Women Matter 2010 Women at the top of corporations: Making it happen Contents 1 Introduction 2 Too few women in corporations top management: a persistent reality in 2010 2 In 2010, women are still underrepresented

More information

Share the Report. The BlueSteps. Global Executive Outlook

Share the Report. The BlueSteps. Global Executive Outlook Share the Report The 2014 BlueSteps Global Executive Outlook About BlueSteps.com BlueSteps.com is an online career management service for global senior executives. As an exclusive service of the Association

More information

The Path Forward. International Women s Day 2012 Global Research Results

The Path Forward. International Women s Day 2012 Global Research Results The Path Forward International Women s Day 2012 Global Research Results Research objectives Accenture conducted its global research study, The Path Forward for release on International Women s Day to gain

More information

Bethpage Federal Credit Union. Long Island Small Business Survey

Bethpage Federal Credit Union. Long Island Small Business Survey Bethpage Federal Credit Union Long Island Small Business Survey Report Prepared by STONY BROOK UNIVERSITY CENTER FOR SURVEY RESEARCH December 2012 [1] INTRODUCTION Bethpage Federal Credit Union, New York

More information

DEMOGRAPHIC DATA COLLECTION GUIDE

DEMOGRAPHIC DATA COLLECTION GUIDE Practice Resource DEMOGRAPHIC DATA COLLECTION GUIDE These materials are based on the Law Society of Upper Canada s Justicia materials, and are used with permission from the Law Society of Upper Canada.

More information

Impact of Talent Management Practices on Hospital Clinical, Financial, & Workforce Metrics

Impact of Talent Management Practices on Hospital Clinical, Financial, & Workforce Metrics Impact of Talent Management Practices on Hospital Clinical, Financial, & Workforce Metrics Healthcare Talent Management Survey 2012 Issued October 2012 Supported by Witt/Kieffer Kevin S. Groves, Ph.D.

More information

2014 CAREER PERSPECIVES OF LOGISTICS AND SUPPLY CHAIN MANAGEMENT PROFESSIONALS

2014 CAREER PERSPECIVES OF LOGISTICS AND SUPPLY CHAIN MANAGEMENT PROFESSIONALS 2014 CAREER PERSPECIVES OF LOGISTICS AND SUPPLY CHAIN MANAGEMENT PROFESSIONALS Martha C. Cooper, Professor of Logistics, The Ohio State University Max M. Fisher College of Business, 2100 Neil Avenue, Columbus,

More information

James D. Emery, PhD Management Instructor & Research Director, Center on Leadership and Ethics The Fuqua School of Business, Duke University

James D. Emery, PhD Management Instructor & Research Director, Center on Leadership and Ethics The Fuqua School of Business, Duke University Fuqua/Coach K Center on Leadership & Ethics (COLE) Mission: Executive Survey Purpose and Objectives: Administration: Participants: Researchers: To prepare academics, students, and practitioners to address

More information

Measuring your most important Asset: Human Capital

Measuring your most important Asset: Human Capital Measuring your most important Asset: Human Capital Workforce Analytics Training We are all familiar with the conventional HR metrics that are frequently used in organizations today Turnover rate, time

More information

STATE OF THE LEGAL FIELD SURVEY

STATE OF THE LEGAL FIELD SURVEY STATE OF THE LEGAL FIELD SURVEY Insights from BARBRI s first annual survey of law students, law school faculty and attorneys. 2015 BARBRI, INC 1 BACKGROUND Widely regarded as the defacto choice for bar

More information

Optimizing Rewards and Employee Engagement

Optimizing Rewards and Employee Engagement Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin

More information

AICPA Work/Life and Women's Initiatives 2004 Research. A Decade of Changes in The Accounting Profession: Workforce Trends and Human Capital Practices

AICPA Work/Life and Women's Initiatives 2004 Research. A Decade of Changes in The Accounting Profession: Workforce Trends and Human Capital Practices AICPA Work/Life and Women's Initiatives 2004 Research A Decade of Changes in The Accounting Profession: Workforce Trends and Human Capital Practices TABLE OF CONTENTS LIST OF TABLES 2 EXECUTIVE SUMMARY

More information

Best Practices in Diversity Management

Best Practices in Diversity Management United Nations Expert Group Meeting on Managing Diversity in the Civil Service United Nations Headquarters, New York, 3-4 May 2001 Best Practices in Diversity Management Neil E. Reichenberg Executive Director

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

Tapping into the Recruiting Power. Employees. Tapping into the Recruiting. of Existing. Employees. a Recruiting Trends white paper, sponsored by

Tapping into the Recruiting Power. Employees. Tapping into the Recruiting. of Existing. Employees. a Recruiting Trends white paper, sponsored by Tapping into the Recruiting Power of Existing Power Employees Tapping into the Recruiting of Existing Employees a Recruiting Trends white paper, sponsored by Tapping into the Recruiting Power of Existing

More information

Controlling Leadership Talent Risk: An Enterprise Imperative. By Seymour Adler, Senior Vice President and Amy Mills, Vice President

Controlling Leadership Talent Risk: An Enterprise Imperative. By Seymour Adler, Senior Vice President and Amy Mills, Vice President Volume 1, Issue 1 November 2008 By Seymour Adler, Senior Vice President and Amy Mills, Vice President Leadership Shortage Imminent Grooming leaders is one of the most critical business needs in the modern

More information

gender roles & equality IN AGRIBUSINESS 2015 SURVEY HIGHLIGHTS WWW.AGCAREERS.COM AGCAREERS@AGCAREERS.COM

gender roles & equality IN AGRIBUSINESS 2015 SURVEY HIGHLIGHTS WWW.AGCAREERS.COM AGCAREERS@AGCAREERS.COM gender roles & equality IN AGRIBUSINESS 2015 SURVEY HIGHLIGHTS WWW.AGCAREERS.COM AGCAREERS@AGCAREERS.COM About this survey demographics AgCareers.com conducted the Gender Roles & Equality in Agribusiness

More information

of various obstacles that will get in their way, like the organizational culture or their own work-life priorities

of various obstacles that will get in their way, like the organizational culture or their own work-life priorities Some would believe that it s simply not possible to be successful because of various obstacles that will get in their way, like the organizational culture or their own work-life priorities The fact that

More information

2015 Women in manufacturing study Exploring the gender gap Women in Manufacturing Study 1

2015 Women in manufacturing study Exploring the gender gap Women in Manufacturing Study 1 2015 Women in manufacturing study Exploring the gender gap Women in Manufacturing Study 1 Through STEP Ahead, hundreds of women from all levels of manufacturing have been recognized for excellence and

More information

The 2014. Executive Search Industry Global Outlook Report

The 2014. Executive Search Industry Global Outlook Report The 2014 Executive Search Industry Global Outlook Report About The Association of Executive Search Consultants The Association of Executive Search Consultants (AESC) is the worldwide professional association

More information

Critical Skills Needs and Resources for the Changing Workforce. Keeping Skills Competitive

Critical Skills Needs and Resources for the Changing Workforce. Keeping Skills Competitive A study by the Society for Human Resource Management and WSJ.com/ Careers Critical Skills Needs and Resources for the Changing Workforce Keeping Skills Competitive Critical Skills Needs and Resources for

More information

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire

More information

2014 Best Companies for Leadership survey

2014 Best Companies for Leadership survey 2014 Best Companies for Leadership survey Survey introduction We invite you to participate in the 2014 Best Companies for Leadership study. With constant change now a feature of the global marketplace,

More information

The Work Environment for Tenure-Track/Tenured Faculty at the University of Maryland. ADVANCE Research and Evaluation Report for CMNS

The Work Environment for Tenure-Track/Tenured Faculty at the University of Maryland. ADVANCE Research and Evaluation Report for CMNS The Work Environment for Tenure-Track/Tenured Faculty at the University of Maryland ADVANCE Research and Evaluation Report for by KerryAnn O Meara, Associate Professor, Higher Education Co-PI for Research

More information

Executive Summary A Racial/Ethnic Comparison of Career Attainments in Healthcare Management Summary Report 2008

Executive Summary A Racial/Ethnic Comparison of Career Attainments in Healthcare Management Summary Report 2008 Executive Summary A Racial/Ethnic Comparison of Career Attainments in Healthcare Management Summary Report 2008 Background....1 Methods.. 1 Major Findings..2 Conclusions...7 Recommendations...8 Background

More information

Executive Coaching Fee Survey

Executive Coaching Fee Survey The Executive Coaching Fee Survey An analysis of fee structures used by executive coaches research report R-143-8-RR Trusted Insights for Business Worldwide The Conference Board Mission The Conference

More information

The Promise and Performance of Enterprise Systems in Higher Education

The Promise and Performance of Enterprise Systems in Higher Education ECAR Respondent Summary October 2002 Respondent Summary The Promise and Performance of Enterprise Systems in Higher Education Paula King Enterprise system implementations are among the single largest investments

More information

Qualities of Leadership Excellence at Sodexo. Competencies of an Operations Vice President

Qualities of Leadership Excellence at Sodexo. Competencies of an Operations Vice President Qualities of Leadership Excellence at Sodexo Competencies of an Operations Vice President Helping You Reach Your Full Potential! This brochure is for you, the Sodexo operations vice president. It will

More information

6. Chief human resources officer

6. Chief human resources officer 6. Chief human resources officer A Chief Human Resources Officer (CHRO) is a corporate officer who oversees all human resource management and industrial relations operations for an organization. Similar

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

1. To begin, which of the following skill sets do you think are most important for recent college graduates to possess?

1. To begin, which of the following skill sets do you think are most important for recent college graduates to possess? NORTHEASTERN UNIVERSITY PREPARING GRADUATES FOR GLOBAL SUCCESS TOPLINES REPORT National Public Opinion Poll of American Adults 18+ (N=1,000) National Sample Conducted August 16 28, 2013 via Landline and

More information

TATech Job Board Doctor

TATech Job Board Doctor 2016 TATech Job Board Doctor Global Job Board Survey SPONSOR Table of Contents Introduction... 1 Survey Methodology... 2 Executive Summary... 2 Key Findings... 2 Survey Responses... 3 Selected Participant

More information

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage

More information

BPM Salary Survey. Examining the profile, skills. and compensation of. BPM professionals. around the. world. MEMBERS ONLY RESEARCH REPORT

BPM Salary Survey. Examining the profile, skills. and compensation of. BPM professionals. around the. world. MEMBERS ONLY RESEARCH REPORT MEMBERS ONLY RESEARCH REPORT 2015 BPM Salary Survey Examining the profile, skills and compensation of BPM professionals around the world. 2015 BPM Salary, Roles & Responsibilities Report Table of Contents

More information

GOALS AND OBJECTIVES HUMAN RESOURCES DEPARTMENT OF 2015-2018. February 3, 2015 UPDATE AS OF 4:30 PM

GOALS AND OBJECTIVES HUMAN RESOURCES DEPARTMENT OF 2015-2018. February 3, 2015 UPDATE AS OF 4:30 PM GOALS AND DEPARTMENT OF OBJECTIVES HUMAN RESOURCES 2015-2018 February 3, 2015 UPDATE AS OF 4:30 PM HR MISSION AND VISION Human Resources Mission We provide a positive HR service experience for applicants,

More information

2016 Survey on Leadership Development. Copyright Borderless - http://borderless.net

2016 Survey on Leadership Development. Copyright Borderless - http://borderless.net 2016 Survey on Leadership Development Table of Contents 3 9 Executive Summary About Survey Respondents 15 Leadership Development definition & scope Leadership Development inside organizations 24 36 Leadership

More information

What specific talent groups will be necessary to achieving strategic business goals?

What specific talent groups will be necessary to achieving strategic business goals? NORTH AMERICAN CRITICAL TALENT FEB 2014 INTRODUCTION In August 2013, Mercer surveyed Canadian and US organizations regarding their critical talent practices. As the economy cautiously rebounds, global

More information

Corporate Executives Views on Leadership, Employee Performance & Innovation A Survey Research Project

Corporate Executives Views on Leadership, Employee Performance & Innovation A Survey Research Project Corporate Executives Views on Leadership, Employee Performance & Innovation A Survey Research Project Table of Contents Background & Methodology 3 Overview 4 Summary of Results 7 1. Productivity & Performance

More information

PI WorldWIde recruitment and retention trends survey Q2 2015

PI WorldWIde recruitment and retention trends survey Q2 2015 PI Worldwide Recruitment and Retention Trends Survey Q2 2015 Respondent Details Industries Variety of industries, with the majority of respondents from Business Support and Logistics, Education, Finance

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

job seeker pulse Q3 2015 United States

job seeker pulse Q3 2015 United States job seeker pulse Q3 2015 United States 1 WELCOME TO HUDSON S JOB SEEKER PULSE Fourth Edition CONTENTS: Forward p. 02 Snapshot p. 03 Overall Observation p. 04 Results by Generation p. 06 Results by Seniority

More information

About The CMO Survey. Mission. Survey Operation. Sponsoring Organizations

About The CMO Survey. Mission. Survey Operation. Sponsoring Organizations About The CMO Survey Mission - To collect and disseminate the opinions of top marketers in order to predict the future of markets, track marketing excellence, and improve the value of marketing in firms

More information

It s no secret that women have historically faced greater barriers than men when it comes to fully participating in the economy. Across geographies

It s no secret that women have historically faced greater barriers than men when it comes to fully participating in the economy. Across geographies Women in Leadership: Why It Matters It s no secret that women have historically faced greater barriers than men when it comes to fully participating in the economy. Across geographies and income levels,

More information

THE EMPLOYER OF CHOICE. The Strategic Way to Attract, Engage and Retain Talent in Your Community

THE EMPLOYER OF CHOICE. The Strategic Way to Attract, Engage and Retain Talent in Your Community THE EMPLOYER OF CHOICE The Strategic Way to Attract, Engage and Retain Talent in Your Community OUR APPROACH OUR APPROACH Phases of Research: Phase 1: Secondary research Phase 2: Survey CEOs and HR Leaders

More information

2012 Allied Workforce Mobility Survey: Recruiting and Relocation

2012 Allied Workforce Mobility Survey: Recruiting and Relocation www.alliedhr.com 04/2012 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,

More information

KESSLER FOUNDATION/NOD SURVEY OF EMPLOYMENT OF AMERICANS WITH DISABILITIES

KESSLER FOUNDATION/NOD SURVEY OF EMPLOYMENT OF AMERICANS WITH DISABILITIES Final Report KESSLER FOUNDATION/NOD SURVEY OF EMPLOYMENT OF AMERICANS WITH DISABILITIES CONDUCTED BY: HARRIS INTERACTIVE OCTOBER 2010 Conducted for: Kessler Foundation and National Organization on Disability

More information

Innovation Leadership Study

Innovation Leadership Study Innovation Leadership Study Managing Innovation: An Insider Perspective April 2012 Transform to the power of digital Table of Contents Introduction Results Implications 2 This Innovation Leadership Study

More information

Women academics in France today Riding the waves of change

Women academics in France today Riding the waves of change Women academics in France today Riding the waves of change Cordula Barzantny (TBS) Betty Beeler (EM Lyon) HR OB Seminar March 11, 2016 Interview questions (1) Do you as a woman have equal access to: 1.

More information

IR Report. Non-returner Survey: Why Students Leave. Laura Ariovich and W. Allen Richman. Prince George s Community College

IR Report. Non-returner Survey: Why Students Leave. Laura Ariovich and W. Allen Richman. Prince George s Community College 1 IR Report Non-returner Survey: Why Students Leave Laura Ariovich and W. Allen Richman Prince George s Community College 310 Largo Rd Largo, MD 20774 Abstract Prince George s Community College has regularly

More information

2014 Dental Applicant Survey Report. Results and analysis of the 2014 Dental Applicant Survey and Match. May 1, National Matching Services Inc.

2014 Dental Applicant Survey Report. Results and analysis of the 2014 Dental Applicant Survey and Match. May 1, National Matching Services Inc. National Matching Services Inc. 2014 Dental Applicant Survey Report Results and analysis of the 2014 Dental Applicant Survey and Match May 1, 2014 Contents 1 Introduction 2 2 Survey Respondents 4 2.1 Demographics.............................................

More information

Impact of Talent Management Practices on Hospital Performance Metrics

Impact of Talent Management Practices on Hospital Performance Metrics Impact of Talent Management Practices on Hospital Performance Metrics Kevin S. Groves, Ph.D. Associate Professor, Pepperdine University President, Groves Consulting Group Healthcare Human Resources Management

More information

INSPIRING THE NEXT GENERATION WORKFORCE THE 2014 MILLENNIAL IMPACT REPORT EXECUTIVE SUMMARY

INSPIRING THE NEXT GENERATION WORKFORCE THE 2014 MILLENNIAL IMPACT REPORT EXECUTIVE SUMMARY INSPIRING THE NEXT GENERATION WORKFORCE THE 2014 MILLENNIAL IMPACT REPORT EXECUTIVE SUMMARY ABOUT THE RESEARCH For the 2014 Millennial Impact Report, Achieve gathered information from two different sources:

More information

Mark Angott Angott Search Group

Mark Angott Angott Search Group Mark Angott Angott Search Group 1. Define Succession Planning 2. What are the key steps of Succession Planning? 3. How to implement a plan at your organization & tools that you can take with you 4. What

More information

20% and No More: Barriers to Women s Advancement in Higher Education Administration

20% and No More: Barriers to Women s Advancement in Higher Education Administration 20% and No More: Barriers to Women s Advancement in Higher Education Administration Dr. Terrie Smith Director of Faculty Affairs, University of South Carolina President Elect, South Carolina Women in Higher

More information

STRATEGIC DIVERSITY PLAN

STRATEGIC DIVERSITY PLAN COLLEGE OF BUSINESS ADMINISTRATION STRATEGIC DIVERSITY PLAN AUGUST 2004 DIVERSITY COMMITTEE Chair: Jerry Koehler Steve Bolten Susan Cox Ed Ford Jim Hensel Joni Jones Sharon Lane TABLE OF CONTENTS I. Introduction.

More information

Christopher R. Groscurth, Ph.D., ACC 1933 S. State St. Unit 4 Mobile:

Christopher R. Groscurth, Ph.D., ACC 1933 S. State St. Unit 4 Mobile: Christopher R. Groscurth, Ph.D., ACC 1933 S. State St. Unit 4 Mobile: 248-860-5331 Chicago, IL 60616 Email: c.groscurth@gmail.com SUMMARY Senior HR/organizational effectiveness consultant, coach, and subject

More information

The Impact of Successful Employee Referral Programs

The Impact of Successful Employee Referral Programs Hiring! Know any candidates? Bill is a good fit! Thanks for the referral! HR Rep HIRED Bill The Impact of Successful Employee Referral Programs 2015 icims Inc. All Rights Reserved. Table of Contents Executive

More information

You re Responsible for Physician Recruitment Now What?

You re Responsible for Physician Recruitment Now What? You re Responsible for Physician Recruitment Now What? September 27, 2016 Rebecca Hinrichs, Vice President HR, Riverside Healthcare Allison B. McCarthy, Principal, Barlow/McCarthy Who We Are With a focus

More information

Project Portfolio Management (PPM) Services

Project Portfolio Management (PPM) Services Project Portfolio (PPM) Services Research Report 1 Project Portfolio (PPM) Services Research Report Thought Leadership Series: The Case for Workforce Mobility By Andy Jordan, PMP, ProjectsAtWork Research

More information

Administrative Residencies and Postgraduate Fellowships in Healthcare Administration SUMMARY REPORT 05/12/2010

Administrative Residencies and Postgraduate Fellowships in Healthcare Administration SUMMARY REPORT 05/12/2010 Administrative Residencies and Postgraduate Fellowships in Healthcare Administration SUMMARY REPORT 05/12/2010 Prepared by Strategic Communications for the American College of Healthcare Executives Residencies

More information

Jane Coleborn is Chief Pharmacist at the Great Western Hospitals NHS Foundation Trust in Swindon. This year she was awarded an MSc in Leadership

Jane Coleborn is Chief Pharmacist at the Great Western Hospitals NHS Foundation Trust in Swindon. This year she was awarded an MSc in Leadership The Representation of Women in the Role of Chief Pharmacist in Acute Trusts in England Jane Coleborn, Chief Pharmacist Great Western Hospitals NHS Foundation Trust jdcoleborn@aol.com Jane Coleborn is Chief

More information

Changes in Career and Practice of Pharmacy after Obtaining a Degree through an External Doctor of Pharmacy Program

Changes in Career and Practice of Pharmacy after Obtaining a Degree through an External Doctor of Pharmacy Program Notes Changes in Career and Practice of Pharmacy after Obtaining a Degree through an External Doctor of Pharmacy Program Pamela U. Joyner, Tracy E. Thomason and Scott R. Smith School of Pharmacy, University

More information

Table of contents. Executive summary 4. Building a coaching culture 5. The resources for coaching 13. Coaching and employee engagement 19

Table of contents. Executive summary 4. Building a coaching culture 5. The resources for coaching 13. Coaching and employee engagement 19 About the Research Table of contents Executive summary 4 Building a coaching culture 5 The resources for coaching 13 Coaching and employee engagement 19 Conclusions and recommendations 25 Appendix 27 From

More information

Questionnaire Survey Report on the University Gender Equality Action Plan

Questionnaire Survey Report on the University Gender Equality Action Plan Questionnaire Survey Report on the University Gender Equality Action Plan June 2010 University of Tsukuba Office of Gender Equality Introduction This survey report summarizes the responses of 2,004 members

More information

Best Practices Dialogue: Faculty Recruitment and Retention

Best Practices Dialogue: Faculty Recruitment and Retention Best Practices Dialogue: Faculty Recruitment and Retention University of New Mexico Office of Institutional Diversity Dr. Rita Martinez-Purson Interim Vice President for Institutional Diversity March 4,

More information

Human Resources Division Cornell University. Strategic Plan

Human Resources Division Cornell University. Strategic Plan Human Resources Division Cornell University Strategic Plan Executive Summary The HR function continues to provide critically important services to Cornell. However, we must continue to evolve in order

More information

Meet the Speakers Gary Strack Michael Helm Jon Lehman

Meet the Speakers Gary Strack Michael Helm Jon Lehman Slide 1 Meet the Speakers Gary Strack is President and Chief Executive Officer of Boca Raton Community Hospital. He has a very clear professional goal: to lead the team that will build upon the hospital's

More information

Women Fortune 500. Held to Higher Standards. Jeremey Donovan

Women Fortune 500. Held to Higher Standards. Jeremey Donovan Women Fortune 500 CEOs Held to Higher Standards Jeremey Donovan This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the

More information

Personal Branding. Our survey reveals the performance drivers for Brand YOU. June 2012

Personal Branding. Our survey reveals the performance drivers for Brand YOU. June 2012 Personal Branding Our survey reveals the performance drivers for Brand YOU. June 2012 Views of all management levels, professional and technical employees and team members. Methodology Branding can be

More information

HR and Recruiting Statistics for 2016 A STATISTICAL REFERENCE GUIDE FOR SAVVY RECRUITERS

HR and Recruiting Statistics for 2016 A STATISTICAL REFERENCE GUIDE FOR SAVVY RECRUITERS 50 HR and Recruiting Statistics for 2016 A STATISTICAL REFERENCE GUIDE FOR SAVVY RECRUITERS Introduction With more access to information than ever before, job seekers are now carefully considering their

More information

Example: Virginia Tech ~ Human Resources Strategic Plan,

Example: Virginia Tech ~ Human Resources Strategic Plan, Example: Virginia Tech ~ Human Resources Strategic Plan, 2011-2014 Human Resources Mission We provide a positive HR service experience for applicants, employees, and retirees and collaborate with departments

More information

2014 Gender and Race Benchmark Trends: Recruitment. Opportunity Now and Race for Opportunity

2014 Gender and Race Benchmark Trends: Recruitment. Opportunity Now and Race for Opportunity 2014 Gender and Race Benchmark Trends: Recruitment Opportunity Now and Race for Opportunity Key Findings Unconscious bias continues to play a role during all the stages of recruitment of BAME candidates,

More information

Sales Compensation Programs and Practices. research. A report by WorldatWork October 2010

Sales Compensation Programs and Practices. research. A report by WorldatWork October 2010 Sales Compensation Programs and Practices research A report by WorldatWork October 2010 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601 Toll free: 877-951-9191

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

Diversity and Inclusion in the Talent Mobility Landscape

Diversity and Inclusion in the Talent Mobility Landscape Diversity and Inclusion in the Talent Mobility Landscape What is Diversity and Inclusion? Diversity and Inclusion are not longer simply a nice corporate photo opportunity Leading organizations have this

More information

2015 NAMIC and WICT Cable Telecommunications Industry Workforce Diversity Survey

2015 NAMIC and WICT Cable Telecommunications Industry Workforce Diversity Survey 2015 NAMIC and WICT Cable Telecommunications Industry Workforce Diversity Survey in Collaboration with Mercer EXECUTIVE SUMMARY 1 About The Survey The National Association for Multi- Ethnicity in Communications

More information

Jobs Trends & Demand for Business School in China & Hong Kong 2012

Jobs Trends & Demand for Business School in China & Hong Kong 2012 Jobs Trends & Demand for Business School in China & Hong Kong 2012 This Data-to-Go report highlights 2012 hiring outcomes for MBA and graduate management degree holders in mainland China and Hong Kong

More information

AdvanceVT Leadership Development Programs Final Assessment November 2010

AdvanceVT Leadership Development Programs Final Assessment November 2010 AdvanceVT Leadership Development Programs Final Assessment November 2010 Each academic year from 2004-05 through 2007-08, AdvanceVT offered faculty women opportunities to develop leadership skills and

More information

Supporting Women in Leadership

Supporting Women in Leadership June 2011 Supporting Women in Leadership Gender diversity at work Why be concerned with gender diversity in your workplace? Organizations that attract, retain, and advance women are: accessing talent from

More information

job seeker pulse Q1 2015 United States

job seeker pulse Q1 2015 United States job seeker pulse Q1 2015 United States 1 WELCOME TO HUDSON S JOB SEEKER PULSE Second Edition CONTENTS: Forward... p. 02 Overall Observation p. 03 Fortune 100 vs Middle Market p. 04 Results by Generation

More information

Global Trends in Metrics and Analytics

Global Trends in Metrics and Analytics Global Trends in Metrics and Analytics 8 Important Trends that are Shaping the Evaluation of L&D Jack J. Phillips, Ph.D. After attending this Webcast, participants should be able to: 1. Identify the issues

More information

Student Quality Perceptions and Preferences for MBA Delivery Formats: Implications for Graduate Programs in Business and Economics

Student Quality Perceptions and Preferences for MBA Delivery Formats: Implications for Graduate Programs in Business and Economics International Journal of Economics and Management Sciences Vol. 2, No. 6, 2013, pp. 61-66 MANAGEMENT JOURNALS managementjournals.org Student Quality Perceptions and Preferences for MBA Delivery Formats:

More information

PREPARING FOR THE FUTURE: FACULTY DEVELOPMENT FOR LEADERSHIP SUCCESSION. Julie Adams Wheeler North

PREPARING FOR THE FUTURE: FACULTY DEVELOPMENT FOR LEADERSHIP SUCCESSION. Julie Adams Wheeler North PREPARING FOR THE FUTURE: FACULTY DEVELOPMENT FOR LEADERSHIP SUCCESSION 1 Julie Adams Wheeler North AGENDA The problem Need for leadership Research on local senate leadership Recommendations Questions

More information

G L O B A L O N L I N E S H A P I N G L E A D E R S

G L O B A L O N L I N E S H A P I N G L E A D E R S S H A P I N G G L O B A L L E A D E R S O N L I N E mba@unc U N C K E N A N - F L A G L E R M B A @ U N C 01 A history of innovation and leadership. A steadfast commitment to expanding access to quality

More information

CORPORATE SOCIAL RESPONSIBILITY AND SUSTAINABILITY POLICIES AND PRACTICES 2013 MIDDLE EAST AND TURKEY SURVEY REPORT

CORPORATE SOCIAL RESPONSIBILITY AND SUSTAINABILITY POLICIES AND PRACTICES 2013 MIDDLE EAST AND TURKEY SURVEY REPORT CORPORATE SOCIAL RESPONSIBILITY AND SUSTAINABILITY POLICIES AND PRACTICES 2013 MIDDLE EAST AND TURKEY SURVEY REPORT CONTENTS INTRODUCTION 3 ABOUT THE SURVEY 4 KEY FINDINGS 6 SURVEY RESULTS 7 Policy 7 Strategy

More information

HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM. 1 HR CERTIFICATION INSTITUTE hrci.org

HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM. 1 HR CERTIFICATION INSTITUTE hrci.org HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM 1 HR CERTIFICATION INSTITUTE hrci.org 16% 32% 23% 29% ABOUT THE HRMP SM CREDENTIAL Human Resource Management Professional

More information

Mentoring Guide. Get Started

Mentoring Guide. Get Started Mentoring Guide This guide provides a roadmap for any company, no matter the size of the business or the industry whether you re just getting started or you already have a mentoring program that you want

More information

Do Strategies That Organizations Use to Promote Gender Diversity Make A Difference?

Do Strategies That Organizations Use to Promote Gender Diversity Make A Difference? Do Strategies That Organizations Use to Promote Gender Diversity Make A Difference? Division of Member Services, Research American College of Healthcare Executives CEO Circle White Paper Fall 2013 Abstract

More information

Association of Executive Search Consultants The Worldwide Association for Retained Executive Search Consulting Firms

Association of Executive Search Consultants The Worldwide Association for Retained Executive Search Consulting Firms Association of Executive Search Consultants The Worldwide Association for Retained Executive Search Consulting Firms 2009 AESC Executive Recruiting and Talent Management Report The Association of Executive

More information

CUPA HR Strengthen Leadership Development and Succession Planning Practices

CUPA HR Strengthen Leadership Development and Succession Planning Practices CUPA HR Strengthen Leadership Development and Succession Planning Practices April 11, 2013 Prepared by Consulting Performance, Reward & Talent The Higher Ed Leadership Development Challenge Strength Board

More information