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  • CEO Challenge 2011 by The Conference Board

    02 Jun 2011 08:46 | JHRS (Administrator)
    CEOs in Asia cite Talent - finding it, growing it, keeping it, and revealing it - as the 'most important' challenge they face...finding qualified managerial talent consistently ranks higher in Asia than in other regions.

    Business growth and innovation are the next two most critical challenges ranked by CEOs in Asia with these two challenges being ranked in the top five in all three regions globally.

    The Conference Board CEO Challenge 2011 report gives deeper insights into the top five challenges selected by CEOs in Asia, Europe and the United States:

    *  Business growth
    *  Talent
    *  Cost optimization
    *  Innovation
    *  Government regulation

    This report covers the strategies CEOs will deploy to address these challenges specifically highlighting the importance of talent management and innovation...in processes, business models, and organizational design.

    These strategies further demonstrate the demand for a cross-functional, enterprise-wide approach and a reliance on new technologies with improvement in leadership development programs and improved leadership succession plans ranking high to meet the Talent challenge.

    Download this report from The JHRS Knowledgebase under the "Talent & Workforce Management" sub-folder. (Requires Virtual or Premium Level access.)

  • Grow Your Own CEO by Taleo Research

    02 Jun 2011 08:41 | JHRS (Administrator)
    In a PricewaterhouseCoopers global survey, 97% of CEOs identified access to and retention of leadership talent as their number one source of competitive advantage.

    Taleo commissioned research to examine the expectations and effectiveness of current leadership development programs.  The study found 54% of all respondents have more respect for leaders who have worked their way up through the organization.

    Download this report from The JHRS Knowledgebase under the "Talent & Workforce Management" sub-folder. (Requires Virtual or Premium Level access.)

  • The Science of Fit: Using Psychology to Replicate High Performance by Josh Bersin

    29 May 2011 21:47 | JHRS (Administrator)
    The new business world has created many new, different challenges. Globalization, shortened product cycles, new technologies and the recovering economy are forcing even the most experienced business leaders to ask themselves--what is the key to creating an enduring, globalized, high-performing business and what are the keys to this people-driven success?

    Learn how to:
    • Clearly identify the top performers in a role or business function

    • Figure out what makes the top performers different

    • Incorporate the "fit characteristics" into all management practices, making it easy for managers to find and develop high performers

    • Clearly communicate your definitions of "fit" throughout the organization

    Download this report from The JHRS Knowledgebase under the "Performance Management" sub-folder. (Requires Virtual or Premium Level access.)

  • 10 Things HR Can Do to Help Align an Organization's Goals by SumTotal

    19 May 2011 12:00 | JHRS (Administrator)

    If annual goal setting feels like an arbitrary corporate process, you’re not alone. Organizations often fall short in helping employees tie their goal-setting activities to the objectives of the organization. And follow-up on goal achievement seems destined for HR-prodded quarterly or even annual conversations with the boss.

    This whitepaper provides proven best practices to get the entire organization focused on the same objectives and headed in the same direction from the get-go.

    Download this report from The JHRS Knowledgebase under the "General HR Management" sub-folder. (Requires Virtual or Premium Level access.)

  • Class of 2011: Insight from the Emerging Workforce by I Love Rewards

    14 May 2011 18:05 | JHRS (Administrator)
    Did you know that 87.5% of graduates entering the workforce in 2011 are planning to apply straight to the company they wish to work for - will that be your organization?

    In this white paper, you will learn:
    • Results from a nationwide survey distributed to over 8,000 graduating post secondary students
    • Trends and statistical data from the study and what this means to your organization
    • Where top performers from graduating classes will look for jobs
    • Five ways to recruit, retain and inspire top talent

    Download this report from The JHRS Knowledgebase under the "Recruiting/Staffing/Selection"     sub-folder. (Requires Virtual or Premium Level access.)

  • The Consumer Still Wants and Needs To Be Touched by Estee Lauder's William Lauder

    30 Apr 2011 19:32 | JHRS (Administrator)
    Estée Lauder -- the $7.8 billion cosmetics and beauty products giant founded in 1946 -- has grown to more than 25 brands in 140 countries. The company clearly knows its customers, 95% of whom are women.

    In a recent interview with Knowledge@Wharton, William Lauder, the company's executive chairman and the grandson of founder Estée Lauder, discussed the challenges of working in a family-owned business, the company's global growth aspirations and why the key to success is "getting women to put their hands together."

    Download this report from The JHRS Knowledgebase under the "Change Management" sub-folder. (Requires Virtual or Premium Level access.)

  • Should Performance Reviews Be Fired? by Knowledge@Wharton

    30 Apr 2011 19:27 | JHRS (Administrator)
    "Performance reviews."

    The words strike fear and dread in the hearts of employees everywhere. Their angst is understandable: Performance reviews typically are not done often enough and all too often are done poorly. Recently, however, the increasing number of knowledge-based companies and a new generation of employees are dramatically changing the performance review process.

    Download this report from The JHRS Knowledgebase under the "Performance Management" sub-folder. (Requires Virtual or Premium Level access.)

  • Want to Improve your Recruiting? Look to Your People, Not Your ATS by Arbita

    28 Apr 2011 20:06 | JHRS (Administrator)
    The best practices of a recruitment sourcing process should center on the social side of sourcing and recruiting, the art and craft of getting the best information to feed into the machine.
    • The process starts with having an effective, robust conversation with the hiring manager -- and truly listening
    • The process ends when you have enough valuable data to make it possible to find qualified candidates aligned with the organization's culture and style in the most efficient and cost-effective way possible.
    Although organizations often believe a bottleneck in their recruiting efforts is the result of a systems problem, more often than not it is the result of a skills deficit.  In other words, it’s a people problem.

    Download this report from The JHRS Knowledgebase under the "Recruiting/Staffing/Selection" sub-folder. (Requires Virtual or Premium Level access.)

  • Scaling Up Social Recruiting: 7 Steps to Successful Social Media Optimization

    28 Apr 2011 15:04 | JHRS (Administrator)
    Social recruiting has become an essential strategy for hiring unique talent, managing relationships with candidates and boosting employment brand recognition. Learn how to maximize your social recruiting ROI through concrete steps and best-in-class approaches used by leading brands.

    Find out how you can simply and efficiently recruit the best talent. You will learn how to:

    • Maximize referrals and hire qualified candidates on Facebook, LinkedIn and Twitter
    • Create engaging job seeker experience to make your career brand memorable
    • Enable personalization to initiate conversation and relationship with a candidate

    Download this report from The JHRS Knowledgebase under the "Recruiting/Staffing/Selection" sub-folder. (Requires Virtual or Premium Level access.)

  • The Missing Link: Driving Business Results Through Pay-for-Performance by SuccessFactors

    23 Apr 2011 10:25 | JHRS (Administrator)

    Positive reinforcement is exponentially more powerful than negative reinforcement – regardless if it applies to students, athletes, or your employees.

    In a work setting, while employees love being recognized for a job well done, they continue to stay motivated and produce even better results when rewarded appropriately (a.k.a monetarily).

    But how do you choose which employees get rewarded? How much do you reward each employee? Do you have baselines and metrics established to fairly distribute rewards and recognition?

    Download this report from The JHRS Knowledgebase under the "Compensation & Benefits" sub-folder. (Requires Virtual or Premium Level access.)

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