Our Research Team takes a rigorous approach that is constantly evolving and up-to-date, providing your organization with personalized insights on current and future trends.
We publish more quality research – including at least two new releases each week – than any research and analyst firm in the industry.
Our elite group of analysts centers its research on understanding how business performance can be improved. This results in practical, actionable research that empowers executives to make the best strategic decisions about implementing effective strategies, efficient processes, and leading technologies across the following functions – Learning and Development, Talent Management, Diversity, Equity and Inclusion, Leadership Development, Talent Acquisition and Human Resources.
Our proprietary research methodology allows us to envision future-state human capital practices in the context of a complex, evolving and global business landscape. Based on 30 years of translating data into action, the success of our five-phase methodology lies in analytics-based benchmarks, models, frameworks, documents, tools and other pragmatic, actionable research assets.
Learning & Development
Learning represents a huge investment for most companies and is ideally tied directly to the business strategy. However, organizations struggle to develop clear, business-focused strategies that make the most of the learning budget. The changing demographic face of the workforce and a seemingly endless stream of new technologies make the challenge that much more complex.
A talent management strategy is second only to a business strategy in importance at any organization. But, many organizations still lack a detailed strategy for talent decisions and actions. Their approach to attracting, developing, engaging, and retaining talent is disparate and targets only select talent processes.
Diversity, Equity & Inclusion
Shared leadership can’t occur without real inclusion, meaning that everyone with the capabilities to lead in some capacity has the opportunity to succeed. Fewer hold leaders accountable for diversity and inclusion. This does not mean punishing people for lack of inclusivity. It means incentivizing everyone to change the behaviors that block real inclusion. The intent is there, in most cases. Biases and habits often get in the way.
Leadership development is a top priority for all organizations year over year. The highest performing organizations are planning to broaden, deepen and accelerate their leader development initiatives. Why? Because these organizations know that their future is in the hands of their leaders.
While high performing organizations continue to build up their talent acquisition capabilities, many organizations are not. To win the war on talent and be competitive in the marketplace, these organizations need to quickly rethink the way they identify, attract and hire talent.
Human Resources is no longer “just” about tracking time, making schedules, and delivering payroll. It is at the very core of an organization’s ability to enable workforce analytics and understand the key drivers of productivity and performance. Modern workforce management technology is helping organizations has become a strategic force to enable data driven business and talent decisions, and improve the employee experience.
We study current trends to hypothesize about how they might influence future events and what effect those events is likely to have on your business. We then prepare a project outline and circulate to executives and practitioners in the particular field for feedback and insights before our research survey is developed.
To test our hypothesis, we gather empirical insights through formal and informal surveys. To check assumptions generated from surveys and to add context to the empirical survey data, we talk to Executives, Chief Human Resources Officers, VPs of Talent and other business leaders as well as HR, Learning and Talent Leaders and empoyees.
We study and analyze renowned academic research comparing and contrasting their findings to our own and again engage in rapid debate to ensure our findings and analysis stand the tests of business usability. New perspectives are shaped and added as appropiate. Our quantitative and qualitative findings are also shared within our interanl research communit and rapidly debated in peer review sessions to test validity and practicality.
We fortify and validate our initial findings, leading practices and high impact processes within the analyst environment, our own Advisory Board and select other clients and prospects that offer fair assessment of the practicality and usability of our findings, practices, and processes, After stutying and analyzing all collected data, we see and document patterns emerging within high-performin companies.
After verifying our position internally, in alignment with scholarly research, and the market and completing rigorous peer reviews, our findings, leading practices and high impact processes are documented and published, made available yo our members, in the form of reports, tools and online searchable databases.
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