Brandon Hall Group Research Published Oct. 3-16

Over the past two weeks, Brandon Hall Group published 16 new resources – 2 new proprietary research resources, 11 award-winning case studies from the 2016 Brandon Hall Group Excellence Awards, 1 webinar, and 2 blogs.

Below we make public some of these resources (click on the links) as a way for non-members to familiarize themselves with our research:

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Here is an overview of research released Oct. 3-16:

New Research Reports

Why Leadership Development Falters  

Most organizations consider Leadership Development essential or critical to the business, yet LD perennially rates poorly in effectiveness, and the level of investment — in terms of money, time, and executive commitment — belies LD’s importance. This KnowledgeGraphic, based on Brandon Hall Group’s 2016 Leadership Development research, provides some insights into the reasons.

Leading Practices for Employee Engagement Surveys

Employee engagement surveys typically are done annually, but more organizations have begun to conduct them twice or even four times a year for employees with at least one year’s tenure. Overall, 64% of organizations find engagement surveys to be highly valuable, but the percentage is much higher among high-performing organizations, according to Brandon Hall Group’s just-released 2016 Employee Engagement Study.


2016 Excellence Award-Winning Case Studies

Brandon Hall Group announced its 2016 Excellence Award winners. These case studies, featuring the award-winning organizations, were released for publication:

Simulated Defense Readiness Training by Raytheon

The U.S. Army has a requirement to maintain the highest possible levels of readiness as a deterrent. The challenge to find a cost-effective way to train today’s Army and its multinational partners in full spectrum operations with existing land resources has been met by Raytheon, in partnership with the Army and the Joint Pacific Multinational Readiness Capability Instrumentation System. The JPMRC IS provides the ability to perform Combat Training Center-“like” home station training at a significantly reduced cost than deploying to a CTC. It provides U.S. Army Pacific a “strategic readiness bridge” to ensure readiness between combat training rotations and when those rotations are not available

Re-inventing Candidate Experience at Cardinal Health  

Cardinal Health had a Careers website that was plain, lacked candidate attraction with video, and lacked the ability to have candidates apply through their mobile devices. Cardinal Health really needed a way to show candidates what it does and show its employee culture – a huge selling point. Cardinal Health partnered with NAS to create a new candidate attraction website with mobile capabilities that included employee videos, testimonials, and clearly highlighted “a day in the life” at Cardinal Health. This effort greatly increased applications and time to hire.

Virtual Assessments to Reveal ‘Merck Potential’  

Merck needed an assessment model with standardized tools for three targeted roles: Graduates and young professionals, MBA graduates with some work experience, and middle-management positions. The overarching goal was for holistic talent management, but managed from both recruiting and sourcing perspectives. Merck and Aon Hewitt partnered to truly reflect upon what a candidate’s end-to-end process should look like. This included a virtual assessment process that met the needs of both the company and its candidates.

Praxair Enhances Finance Knowledge of Emerging Female Leaders  

Praxair is a technical company, and most of its employees have a background in engineering. For women in the organization, not having finance acumen has become a roadblock for advancement into a business role. This roadblock has created a lack of gender diversity within Praxair for women in business roles. Praxair, in partnership with Skillsoft, developed the Finance for Managers Program to help emerging female leaders close the development gap.

World Bank Group’s Open Learning Campus

In 2016, World Bank Group established the Open Learning Campus as a single destination, go-to place for online development learning that simplifies and consolidates the bank’s learning programs and provides an integrated, joint learning environment. The Open Learning Campus has two key aims: (1) to provide a platform where bank staff (globally distributed) gains real-world knowledge on leadership, sectorial areas, and operations, and (2) to provide a space where bank staff, clients, partners, and other stakeholders can learn how to co-create solutions to development challenges through discussion forums, group projects, and social media channels.

OhioHealth’s EMS Simulation Outreach Program

OhioHealth is a not-for-profit organization with a commitment to providing outreach education to organizations and communities in the areas it serves. Since 2010, OhioHealth has worked with agencies in and around the capital city of Columbus to use its simulation center to develop an integrated program to train the community fire department EMS personnel, emergency medicine physicians, nurses and other staff. The intent of the program was to increase the skills of the first responders in starting immediate patient care and to strengthen the teamwork between the EMS squads and hospitals. Today, the EMS Simulation Outreach program averages 1,200 participants and more than 1,000 learner hours per year.

Managing for High-Performance at UL

UL LLC, a global safety consulting and certification company, started a leadership development program in 2006. But UL now is an entirely different company than UL then, with managers from 30 acquisitions integrated into a corporate culture that also substantially evolved. The traditional leadership program, heavily focused on traditional classroom training, was transformed to drive a high-performance culture that was critical for UL’s future success.

SAP Corporate Audit’s Talent Rotation Pool  

SAP‘s goal is to improve employee engagement and business outcomes by attracting, developing, and retaining the right talent. Corporate Audit developed SAP’s Talent Rotation Pool (TRP), a talent and leadership development program, inspired by HR’s transformation toward developing amazing talent. TRP candidates are high-performers/high-potentials that bring energy, passion, and drive for results. Once selected, team members are guided to be strong, high-potential candidates returning to the business when their journey is complete.

Leadership as a Profession at Manulife

As Canada-based global financial services company Manulife continued to evolve, leaders were expected to change in a way that would keep employees energized and engaged. Leadership as a Profession was established as a development program for leaders across the global company to provide a common framework for leadership; build leadership capabilities with a focus on performance management, coaching, feedback and recognition, career development, and change management; and increase employee engagement overall, and, specifically, with regard to engagement-related to managerial effectiveness and managerial support.

Teaching Resilience in the Face of Change at Lowe’s  

In the face of ongoing change, Lowe’s partnered with GP Strategies to create a change management curriculum for individual contributors and leaders. The goal was to help employees and leaders develop resilience and manage resistance to change. Audiences included 265,000 individual contributors and leaders of people. This involved a mix of part-time and full-time employees, a mix of high school and college education, and targeted a 10th-grade reading level.

Implementing a Single Source for HCM Data at Summa Technologies  

Summa Technologies is a digital solutions consultancy. It is in the people business, and people are ultimately its product. Yet internally, the team didn’t have enough insight into its workforce to help the organization scale efficiently. To create a single source of truth for its people data, Summa selected cloud-based FinancialForce Human Capital Management to replace all other solutions and manual processes. The selection and implementation is an excellent example of an organization knowing its needs and goals and finding a technology solution that can best meet those needs and goals.



Spread the Love – Extend Learning Beyond Your Enterprise  

To win in today’s high-speed economy, organizations are increasingly dependent on a wide network of global stakeholders to grow their bottom line and achieve their goals. If you’re not extending training beyond your employees to business partners, suppliers, resellers and customers, you are missing a major opportunity to achieve even better business performance.
David Wentworth, Principal Learning Analyst at Brandon Hall Group, and Michelle Sullivan, Marketing Director at NetDimensions, discuss the market demands and trends for leveraging Extended Enterprise Learning, including.
Research-based Blog

Employee Engagement is Not Enough!

Employee engagement is not enough to realize business success. Find out why by attending Brandon Hall Group’s webinar, sponsored by O.C. TannerHow to Influence Great Work and Create a Culture of Success, at 1pm ET on Thursday, October 20. Almost all organizations conduct employee engagement surveys, and Brandon Hall Group’s 2016 Employee Engagement Survey shows that there is a shift, especially among high-performing organizations (HiPOs), from conducting employee engagement on an annual basis to a quarterly or twice-a-year basis. But it is not enough to just conduct employee engagement surveys, even on a more frequent basis. To read Principal Talent Acquisition Analyst Daria Friedman’s full blog, click here.

HR Tech Conference Highlights through a Talent Acquisition Lens

Everyone knows the HR Technology conference is a whirlwind of activity with numerous traditional and emerging solution providers showcasing their solutions to HR Professionals. This year’s conference in Chicago was no different. Providers outdid themselves with extensive booths, presentations, and strategy. As the principal analyst for talent acquisition for Brandon Hall Group, Daria Friedman has a unique perspective of what is going on in this market. She had 30-minute sessions with 32 solution providers in the media room, plus, when she could pull myself away from the media room, she had the opportunity to speak with others in the Expo Hall. To read the complete blog, click here.

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Mike Cooke



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Mike Cooke

Chief Executive Officer of Brandon Hall Group Mike Cooke Prior to joining Brandon Hall Group, Mike Cooke was the Chief Executive Officer and co-founder of AC Growth. Mike held leadership and executive positions for the majority of his career, at which he was responsible for steering sales and marketing teams to drive results and profitability. His background includes more than 15 years of experience in sales, marketing, management, and operations in the research, consulting, software and technology industries. Mike has extensive experience in sales, marketing and management having worked for several early high-growth emerging businesses and has implemented technology systems to support various critical sales, finance, marketing and client service functions. He is especially skilled in organizing the sales and service strategy to fully support a company’s growth strategy. The concept of growth was an absolute to Mike and a motivator in starting AC Growth, in order to help organizations achieve research driven results. Most recently, Mike was the VP and General Manager of Field Operations at Bersin & Associates, a global analyst and consulting services firm focused on all areas of enterprise learning, talent management and talent acquisition. Tasked with leading the company’s global expansion, Mike led all sales operations worldwide. During Mike’s tenure, the company has grown into a multi-national firm, conducting business in over 45 countries with over 4,500 multi-national organizations. Mike started his career at MicroVideo Learning Systems in 1992, eventually holding a senior management position and leading all corporate sales before founding Dynamic Minds. Mike was CEO and Co-Founder of Dynamic Minds, a custom developer of software programs, working with clients like Goldman Sachs, Prentice Hall, McGraw Hill and Merrill Lynch. Also, Mike worked for Oddcast, a leading provider of customer experience and marketing solutions, where he held a senior management position leading the company into new markets across various industries. Mike also serves on the Advisory Board for Carbon Solutions America, an independent sustainability consulting and carbon management firm that specializes in the design and implementation of greenhouse reduction and sustainability plans as well as managing the generation of carbon and renewal energy and energy efficiency credits. Mike attended University of Phoenix, studying Business Administration and Finance. He has also completed executive training at the Chicago Graduate School of Business in Chicago, IL.

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