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Research

Benefits and Compensation 

Evaluating Worksite Wellness: Practical Applications for Employers 
Sponsored by WellPoint  

Fostering a healthier workforce can build significant competitive advantage. However it is often challenging to develop, execute and sustain an effective worksite wellness program. Demands to justify the costs of wellness programs continue to grow, and collecting and analyzing the data is often a complex and time-consuming task. This publication can help. 

Evaluating Worksite Wellness provides techniques, tools and strategies for evaluating a wellness program effectively. It covers the issues essential to any evaluation in a straightforward, step-by-step fashion that is thorough, yet easy to follow. Using these tools to develop and evaluate your wellness program will help you to offer more targeted, cost-effective interventions that yield results. Not only will you save your company money, you will also help improve the health and well-being of your employees.
Download your complimentary report (in pdf)

Business Leadership and Strategy

Employment Downsizing and Its Alternatives: Strategies for Long-Term Success  
Sponsored by Right Management

Employment downsizing has become a fact of working life as companies struggle to cut costs and adapt to changing market demands. However business leaders must always be mindful of the short- and long-term costs of layoffs. Before making a decision to downsize, managers should consider the variety of effective alternatives available. This new report, based on the latest research, helps business leaders evaluate their options and treat employees humanely and with dignity when downsizing is necessary.

Download your complimentary report (in pdf).

 

Diversity

The Aging Workforce: Leveraging the Talents of Mature Employees -New!
Underwritten by a grant from the Sloan Foundation   

In most industrialized countries the large Baby Boom generation will be reaching traditional retirement age and leaving the workforce over the next 10-20 years.  To respond to this exodus of talent, organizations must recognize the value of mature workers and develop strategies to retain and engage them. Mature workers—generally defined as workers over age 50 or 55-- have experience and skills honed during decades of employment. Retaining talented mature workers—and recruiting new ones—is simply good business for most organizations. This report helps you to understand and prepare for these demographic changes so your organization can leverage the mature workforce as a valuable competitive advantage.

Download your complimentary report (in pdf)

 

Succession Planning

Building the C-Suite Talent Pipeline 
Produced by the University of South Carolina Darla Moore School of Business

The HR@Moore Survey of Chief HR Officers probed 143 CHROs regarding their strategies for building the C-suite talent pipeline. CHROs reported that they place the greatest importance on practices aimed at developing this talent, followed by those focused on retaining this talent. Specifically, firms provide individuals in the C-suite talent pipeline with significant access to the senior leadership of the firm, so that these individuals can begin to understand C-suite roles and so firm leaders can assess individuals in the talent pipeline. CHROs also emphasize using stretch assignments/job rotation and special projects as means of both developing broader skills/perspectives and assessing those individuals in the pipeline regarding their potential to handle jobs of increasing scale and complexity. In addition, firms use formal assessments to identify skill gaps and behavioral styles that need to change in order to succeed in C-suite roles. The use of formal assessments for identifying those that should be entered into the talent pipeline and the development of internal executive development programs emerge as opportunity areas that firms can leverage to more effectively build the pipeline of C-suite talent.

Download your complimentary report (in pdf)

 

CEO Assessment and Onboarding 
Produced by the University of South Carolina Darla Moore School of Business 

This report describes the results of a survey of over 200 Chief HR Officers (CHROs) regarding the assessment practices their companies use to gather information on potential CEO successors. The survey also asked them to describe practices used to socialize/orient a new CEO into his or her role.

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CHRO Succession 
Produced by the University of South Carolina Darla Moore School of Business 

This report discusses the results of the 2014 HR@Moore Survey of Chief HR Officers, particularly focusing
on the section that explored Chief HR Officer (CHRO) succession. The results show that a vast majority
(60%) of the CHROs were hired either from outside the organization or outside the HR function, with only
32% attaining the role through a normal internal succession process. Most outside hires suggested that the
reason for the outside hire was due to a lack of sufficient internal talent. In addition, CHROs reported that
they were least prepared for dealing with the board around issues of executive compensation, and that the
prior assignment that was most valuable for preparing them for the CHRO role was serving as a business
partner to a large business.

CHROs who describe current efforts to develop an internal successor report that it requires getting the
potential successor visibility with the CEO, ELT, and the board, and this usually occurs through special
projects. It also requires developing their skills/experiences/perspectives through rotating the individual
through difficult roles.

Download your complimentary report (in pdf)


The Critical Role of CHROs in CEO Succession
Produced by the University of South Carolina Darla Moore School of Business

The 2013 HR@Moore Survey of Chief HR Officers (formerly the Cornell/CAHRS Survey of Chief HR Officers) focused on the Chief HR Officer’s (CHRO) role in the CEO succession process. The survey revealed three key internal actors to the succession process: The incumbent CEO, the potential successor candidates, and the Board of Directors (BOD).

Quantitative results revealed that over 80% of BODs design exposure for successor candidates, have a defined ownership of the succession process, conduct ongoing assessment of candidates, and schedule conversations with the CEO. However, 60% or fewer companies have developed a role profile for the future CEO based on a 5+ year strategy, provide a feedback process for candidates, have tools for talent assessment, include succession discussions in board minutes, develop role profiles for potential successors, or explore the external market for successors.

 

 

 

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