Learn five key employment stats that can help inform you about the current hiring climate and increase your chances of landing the talent you need to grow your business.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
A survey of state and local government employees to identify the top challenges facing their organizations. Launched in conjunction with Route Fifty and the Government Business Council.
The Economic Impact of Female EntrepreneursKyle Lacy
In 1999, Babson College’s Diana Project published its seminal report on the state of venture capital investments in female entrepreneurs. This report set out to examine why fewer than 5% of all ventures receiving equity financing had women on their executive teams. While antiquated logic might have left you to quickly surmise that female entrepreneurs were neither prepared nor motivated to found high-potential businesses and as a result, were not good candidates for venture capital investors, the Diana Project report actually found stark evidence to the contrary.
Women indeed had the skills, expertise and experience required to lead high-growth ventures, yet, despite their preparedness and qualifications, were consistently left behind.
Fast forward to the second iteration of the report published last year. Unlike the bleak picture the original report drew, time shifted the landscape in the favor of female leaders. While there is still much progress to be made, the 2014 report uncovered immense growth. In fact, data from the report showed that between 2011 and 2013 more than 15% of the companies receiving venture capital investment had a woman on the executive team, compared with just 5% in 1999, proving that given the chance and access to the right networks, women can command equity financing to grow their businesses. And, to further show that women can and will succeed when given the opportunity, First Round Capital discovered just this week that their investments with a female founder performed 63% better than those with all-male founding teams.
By David F. Larcker, Nicholas E. Donatiello, Brian Tayan
CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance at Stanford University, February 2017
In summer 2016, the Rock Center for Corporate Governance at Stanford University conducted a nationwide survey of 1,554 individuals to understand how the American public views CEOs who engage in potentially unethical behavior, and the public’s determination of “fair punishment” for these actions.
The study reveals that almost half of Americans believe CEOs should be fired (or worse) for unethical behavior. Violations of trust between company and customer are considered the most egregious. And, the public is surprisingly critical of CEOs who engage in “immoral” personal actions. Key takeaways include:
Almost half of Americans believe CEOs should be fired (or worse) for unethical behavior.
Violations of trust between company and customer are considered most egregious.
The public is surprisingly critical of CEOs who engage in “immoral” personal actions.
“We find that the public is highly critical of—and very willing to fire—CEOs who engage in behaviors that are morally or ethically questionable, even if these actions are not illegal and in some cases even if they cause no obvious harm to shareholders, employees, or the public,” says Professor David F. Larcker, Stanford Graduate School of Business. “This reflects, in part, the public’s lingering distrust of large corporations and CEOs in general.”
KEY FINDINGS INCLUDE THE FOLLOWING:
1. MEMBERS OF THE PUBLIC ARE EXTREMELY CRITICAL OF CEOS WHO ENGAGE IN QUESTIONABLE BEHAVIOR.
2. THE PUBLIC BELIEVES A VIOLATION OF TRUST BETWEEN A COMPANY AND ITS CUSTOMERS IS THE MOST EGREGIOUS ETHICAL VIOLATION A CEO CAN MAKE.
3. BOARDS OF DIRECTORS ARE STRICTER THAN THE PUBLIC IN ADMINISTERING PUNISHMENT.
4. AMERICANS ARE SURPRISINGLY CRITICAL OF POTENTIALLY IMMORAL BEHAVIOR.
5. MALE AND FEMALE CEOS ARE HEL
The Robert Half Salary Guides track compensation levels for more than 500 positions in Canada. Find out which positions are expected to see the biggest gains in 2016 and what trends will affect the employment landscape.
Workforce Trends: The Importance of Diversity–The Old Minority Will Become th...Centerfor HCI
The fact that the United States is transitioning from a nation whose majority population is white to a nation in which the majority of the population will soon be people of color.
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
A survey of state and local government employees to identify the top challenges facing their organizations. Launched in conjunction with Route Fifty and the Government Business Council.
The Economic Impact of Female EntrepreneursKyle Lacy
In 1999, Babson College’s Diana Project published its seminal report on the state of venture capital investments in female entrepreneurs. This report set out to examine why fewer than 5% of all ventures receiving equity financing had women on their executive teams. While antiquated logic might have left you to quickly surmise that female entrepreneurs were neither prepared nor motivated to found high-potential businesses and as a result, were not good candidates for venture capital investors, the Diana Project report actually found stark evidence to the contrary.
Women indeed had the skills, expertise and experience required to lead high-growth ventures, yet, despite their preparedness and qualifications, were consistently left behind.
Fast forward to the second iteration of the report published last year. Unlike the bleak picture the original report drew, time shifted the landscape in the favor of female leaders. While there is still much progress to be made, the 2014 report uncovered immense growth. In fact, data from the report showed that between 2011 and 2013 more than 15% of the companies receiving venture capital investment had a woman on the executive team, compared with just 5% in 1999, proving that given the chance and access to the right networks, women can command equity financing to grow their businesses. And, to further show that women can and will succeed when given the opportunity, First Round Capital discovered just this week that their investments with a female founder performed 63% better than those with all-male founding teams.
By David F. Larcker, Nicholas E. Donatiello, Brian Tayan
CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance at Stanford University, February 2017
In summer 2016, the Rock Center for Corporate Governance at Stanford University conducted a nationwide survey of 1,554 individuals to understand how the American public views CEOs who engage in potentially unethical behavior, and the public’s determination of “fair punishment” for these actions.
The study reveals that almost half of Americans believe CEOs should be fired (or worse) for unethical behavior. Violations of trust between company and customer are considered the most egregious. And, the public is surprisingly critical of CEOs who engage in “immoral” personal actions. Key takeaways include:
Almost half of Americans believe CEOs should be fired (or worse) for unethical behavior.
Violations of trust between company and customer are considered most egregious.
The public is surprisingly critical of CEOs who engage in “immoral” personal actions.
“We find that the public is highly critical of—and very willing to fire—CEOs who engage in behaviors that are morally or ethically questionable, even if these actions are not illegal and in some cases even if they cause no obvious harm to shareholders, employees, or the public,” says Professor David F. Larcker, Stanford Graduate School of Business. “This reflects, in part, the public’s lingering distrust of large corporations and CEOs in general.”
KEY FINDINGS INCLUDE THE FOLLOWING:
1. MEMBERS OF THE PUBLIC ARE EXTREMELY CRITICAL OF CEOS WHO ENGAGE IN QUESTIONABLE BEHAVIOR.
2. THE PUBLIC BELIEVES A VIOLATION OF TRUST BETWEEN A COMPANY AND ITS CUSTOMERS IS THE MOST EGREGIOUS ETHICAL VIOLATION A CEO CAN MAKE.
3. BOARDS OF DIRECTORS ARE STRICTER THAN THE PUBLIC IN ADMINISTERING PUNISHMENT.
4. AMERICANS ARE SURPRISINGLY CRITICAL OF POTENTIALLY IMMORAL BEHAVIOR.
5. MALE AND FEMALE CEOS ARE HEL
The Robert Half Salary Guides track compensation levels for more than 500 positions in Canada. Find out which positions are expected to see the biggest gains in 2016 and what trends will affect the employment landscape.
Workforce Trends: The Importance of Diversity–The Old Minority Will Become th...Centerfor HCI
The fact that the United States is transitioning from a nation whose majority population is white to a nation in which the majority of the population will soon be people of color.
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
In the fifth annual Millennial Survey, Deloitte uncovers what tomorrow’s leaders think of business today. With two-thirds of Millennials expressing a desire to leave their organization by 2020, businesses must adjust how they nurture loyalty among these young leaders. http://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html
Seventy-four percent of Americans believe CEOs are not paid the
correct amount relative to the average worker. Only 16 percent
believe they are. While responses vary across demographic
groups (e.g., political affiliation and household income), overall
sentiment regarding CEO pay remains highly negative.
Recently, the Rock Center for Corporate Governance at Stanford
University conducted a nationwide survey of 1,202 individuals—
representative by gender, race, age, political affiliation,
household income, and state residence—to understand public
perception of CEO pay levels among the 500 largest publicly
traded corporations....
Resourcefulness, creativity can help further your nonprofit's missionGrant Thornton LLP
If there’s one lesson that nonprofit organizations have learned in recent years, it’s that resources are finite and must be allocated prudently. How not-for-profits must quickly adapt to find new and creative ways to respond. See more in our State of not-for-profit industry 2014: http://gt-us.co/StateofNFP2014
"Freelancing in America: 2016" is the most comprehensive measure of the U.S. independent workforce. How many Americans are freelancing? Why? What is their potential impact on elections? This study, conducted by an independent research firm and commissioned in partnership by Upwork and the Freelancers Union, surveyed more than 6,000 U.S. workers to answer these questions and more. Results showed that more people than ever are choosing to freelance -- 55 million this year, or 35% of the total U.S. workforce.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
Diversity as a Revenue Engine: What 16+ Studies RevealCenterfor HCI
Investing in diversity, equity and inclusion (DEI) leads to cost savings through reduced attrition and absenteeism, and faster, less expensive recruiting; it also contributes to the top line as well.
Myths of Employee Engagement and Leadership | InspireOneInspireone
Big data helps bust the top three myths of employee engagement and leadership. This report has used big data to shed new light on some commonly held beliefs
This Data Spotlight provides data and statistics on the attributes of the CEOs and CEO succession events at publicly traded companies in the United States. This data supplements the issues introduced in the Quick Guide “CEO Succession Planning.”
The biggest disruption of the digital age is the need to extract insight from data in a way that engenders trust. To make the best use of data, executives need to educate themselves — and use this insight to plan their data strategy now.
This document proposes a framework to better understand and address: 1) How we extract insight from data, and 2) How we use data in such a way as to earn and protect trust: the trust of customers, constituents, patients, and partners
Download the full report at: http://pages.altimetergroup.com/what-do-we-do-with-all-this-big-data-report.html
For the first time in the 16 years of our TRUST BAROMETER research, we examined the state of trust between employers and employees and today are issuing the 2016 Edelman Trust Barometer Special Report on Employee Advocacy.
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
***************************************************************
For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
https://www.wrike.com/blog/how-to-build-the-perfect-team-nancy-butler/ - Having the right people in place is essential to accomplishing your goals and building your business. Follow these tips from Nancy Butler, business coach and award-winning author of Above All Else, to assemble the perfect high-performing team.
11 Stats You Didn’t Know About Employee RecognitionOfficevibe
Recognizing employees is one of the most overlooked facets of managements that even great leaders sometimes forget about. Without a good employee recognition strategy, people will feel unappreciated and build up stress.
In fact, the number 1 reason why most Americans leave their jobs is that they don’t feel appreciated . The last thing you want is to have high employee turnover because of poor employee recognition.
Officevibe put together some incredible statistics about employee recognition.
Read more on Officevibe blog:
https://www.officevibe.com/blog/employee-recognition-infographic
Learn more about Officevibe, the simplest tool for a greater workplace:
https://www.officevibe.com/
Follow us on Facebook:
https://www.facebook.com/officevibe
In the fifth annual Millennial Survey, Deloitte uncovers what tomorrow’s leaders think of business today. With two-thirds of Millennials expressing a desire to leave their organization by 2020, businesses must adjust how they nurture loyalty among these young leaders. http://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html
Seventy-four percent of Americans believe CEOs are not paid the
correct amount relative to the average worker. Only 16 percent
believe they are. While responses vary across demographic
groups (e.g., political affiliation and household income), overall
sentiment regarding CEO pay remains highly negative.
Recently, the Rock Center for Corporate Governance at Stanford
University conducted a nationwide survey of 1,202 individuals—
representative by gender, race, age, political affiliation,
household income, and state residence—to understand public
perception of CEO pay levels among the 500 largest publicly
traded corporations....
Resourcefulness, creativity can help further your nonprofit's missionGrant Thornton LLP
If there’s one lesson that nonprofit organizations have learned in recent years, it’s that resources are finite and must be allocated prudently. How not-for-profits must quickly adapt to find new and creative ways to respond. See more in our State of not-for-profit industry 2014: http://gt-us.co/StateofNFP2014
"Freelancing in America: 2016" is the most comprehensive measure of the U.S. independent workforce. How many Americans are freelancing? Why? What is their potential impact on elections? This study, conducted by an independent research firm and commissioned in partnership by Upwork and the Freelancers Union, surveyed more than 6,000 U.S. workers to answer these questions and more. Results showed that more people than ever are choosing to freelance -- 55 million this year, or 35% of the total U.S. workforce.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
Diversity as a Revenue Engine: What 16+ Studies RevealCenterfor HCI
Investing in diversity, equity and inclusion (DEI) leads to cost savings through reduced attrition and absenteeism, and faster, less expensive recruiting; it also contributes to the top line as well.
Myths of Employee Engagement and Leadership | InspireOneInspireone
Big data helps bust the top three myths of employee engagement and leadership. This report has used big data to shed new light on some commonly held beliefs
This Data Spotlight provides data and statistics on the attributes of the CEOs and CEO succession events at publicly traded companies in the United States. This data supplements the issues introduced in the Quick Guide “CEO Succession Planning.”
The biggest disruption of the digital age is the need to extract insight from data in a way that engenders trust. To make the best use of data, executives need to educate themselves — and use this insight to plan their data strategy now.
This document proposes a framework to better understand and address: 1) How we extract insight from data, and 2) How we use data in such a way as to earn and protect trust: the trust of customers, constituents, patients, and partners
Download the full report at: http://pages.altimetergroup.com/what-do-we-do-with-all-this-big-data-report.html
For the first time in the 16 years of our TRUST BAROMETER research, we examined the state of trust between employers and employees and today are issuing the 2016 Edelman Trust Barometer Special Report on Employee Advocacy.
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
***************************************************************
For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
https://www.wrike.com/blog/how-to-build-the-perfect-team-nancy-butler/ - Having the right people in place is essential to accomplishing your goals and building your business. Follow these tips from Nancy Butler, business coach and award-winning author of Above All Else, to assemble the perfect high-performing team.
11 Stats You Didn’t Know About Employee RecognitionOfficevibe
Recognizing employees is one of the most overlooked facets of managements that even great leaders sometimes forget about. Without a good employee recognition strategy, people will feel unappreciated and build up stress.
In fact, the number 1 reason why most Americans leave their jobs is that they don’t feel appreciated . The last thing you want is to have high employee turnover because of poor employee recognition.
Officevibe put together some incredible statistics about employee recognition.
Read more on Officevibe blog:
https://www.officevibe.com/blog/employee-recognition-infographic
Learn more about Officevibe, the simplest tool for a greater workplace:
https://www.officevibe.com/
Follow us on Facebook:
https://www.facebook.com/officevibe
Learn how to build a better candidate persona with Paul Hebert, contributor to Fistful of Talent and Andre Boulais from Jobvite. They will outline what is a candidate persona and why you need them to improve your recruiting process
10 Tips on New Hire Orientation & OnboardingEduson.tv
- 69% of employees choose to stay in the company as a result of onboarding program.
- It takes 1 year for an average new employee to become fully productive.
- 49% of millennials claim they need a better onboarding process.
In this white paper you’ll get:
- 10 tips on better onboarding with infographics.
- Best practices from global brands (IBM, Toyota, Master Card, etc.).
- 2 big onboarding mistakes you are likely to make.
7 Ways Soft-Skills Power Organizational PerformanceBambooHR
Succeeding in today's increasingly competitive global landscape calls for our organizations to leverage everything they can, and increasingly, that leverage is coming down to your employees' soft skills.
But while it's easy (well, easier) to measure and hire for hard-skills competency, it's very difficult to recognize and hire for soft skills. And once hired, it becomes even more of a task to build these soft skills in our employees.
In this slideshare we'll take a hard look at the soft skills that really enable organizations to succeed. From recruiting to learning and development and performance management to the exit interview, we'll show how soft-skills focus can dramatically impact your company's bottom line.
In this slideshare, you will learn:
• Soft skills: What are they anyway?
• Soft skills and recruiting: The secret to successful hires
• What the bottomline results are for soft skills
• How to teach, measure, and mentor soft skills
Not all companies have the luxury of spending lavishly on employee perks. Here is a summary of the ABCs of low-cost employee perks just for your viewing pleasure.
Read the full article at http://inside.6q.io/abcs-low-cost-employee-perks/
When expanding or starting a new company internationally, one of the most crucial steps is deciding who to designate in charge of foreign operations. Should you send an expatriate overseas or should you hire a local? Every situation is unique, but there are many pros and cons for either strategy.
Recruitment: Candidate Experience and Storytelling Lessons from HollywoodPh.Creative
With the war for talent, we can't forget that the hero in story is in fact the candidate, not the brand.
This presentation looks at how recruiters can learn to improve the candidate experience by learning some key storytelling lessons from hollywood and even ancient mythology.
Candidate experience mapping is much like planning a classic 'Hero's Journey'.
We must understand more about how the candidate feels and what they think at each stage of the candidate experience in order to optimise the end result.
How the Workforce Learns in 2016 (Expanded deck with polls and case study) - ...David Blake
According research by ATD, only 38% of learning and development (L&D) professionals think they’re ready to meet the needs of tomorrow’s learners. So to help L&D teams better engage employees, Degreed recently surveyed 500+ people to understand the learning culture, values and habits of today’s hyper-kinetic, hyper-connected workers.
In this presentation we'll cover:
-How people really build their skills and fuel their careers in 2016
-What employees think is most missing from the workplace learning environment
-How innovative L&D leaders are adapting to meet the needs of tomorrow's workforce
The Wealthfront Equity Plan (Stanford GSB, March 2016)Adam Nash
This is a version of the presentation explaining the Wealthfront Equity Plan, a playbook for CEOs & Founders of hyper growth startups on the right way to distribute equity compensation to employees. Based on the original deck by Andy Rachleff, co-founder of Wealthfront.
3 Things Every Sales Team Needs to Be Thinking About in 2017Drift
Thinking about your sales team's goals for 2017? Drift's VP of Sales shares 3 things you can do to improve conversion rates and drive more revenue.
Read the full story on the Drift blog here: http://blog.drift.com/sales-team-tips
Impact of Poor Basic Skills: The Employer PerspectiveIpsos UK
Trinh Tu, Research Director, Ipsos MORI Social Research Institute delivered this presentation on the Impact of poor skills: Employer perspective at 'Improving basic skills: An international perspective on a UK dilemma'; an Academic Conference sponsored by the Department of Business, Innovation & Skills (BIS) and Ipsos MORI’s Social Research Institute held on 14 January 2015.
WTF - Why the Future Is Up to Us - pptx versionTim O'Reilly
This is the talk I gave January 12, 2017 at the G20/OECD Conference on the Digital Future in Berlin. I talk about fitness landscapes as applied to technology and business, the role of unchecked financialization in the state of our politics and economy, and why technology really wants to create jobs, not destroy them. (There is a separate PDF version, but some readers said the notes were too fuzzy to read.)
With more access to information than ever before, job seekers are now more carefully considering their choices.
Experiences and issues exposed on social media and review sites can either undermine or enhance an employer’s reputation—all this makes building trust absolutely critical.
Download and share our “50 HR and Recruiting Statistics for 2016: A Statistical Reference Guide for Savvy Recruiters.” Consider it actionable intelligence to both inspire and make the business case to expand your own branding, recruiting and hiring initiatives.
DCR TrendLine shares analyses of trends and happenings in the non-employee workforce industry. The April edition looks at the growing talent management software market and employment in the technology sector. We continue our global series on the ASEAN region by looking at talent trends in the Philippines, and also examine which countries around the world are the most worker-friendly. We explain the debate on if the U.S. economy is at full employment, and throw light on the current situation of the economy. Our feature article discusses the usage of talent analytics and delves into some common myths about big data and metrics. Finally, we reveal which industry in the country has the happiest workers.
DCR National Temp Wage Index
Full Employment: Jobs vs. Inflation
Best Practices in Recruiting for 2015
Changes in the Talent Management Software Market
Industry Highlight: Technology Index
The Philippines – Poised For Growth Through BPO
The World’s Most Worker-Friendly Countries
Measure What Matters
The Happiest Industries
Based on the 2011 Nonprofit Employment Trends Survey, the sector finds its entry to mid-level positions from inside the organization but often goes outside the organization for senior and executive level positions. Is this the best approach and what does survey data reveal about sector talent management programs?
DCR TrendLine March 2014 - Temporary Workforce Insightss
This month’s edition highlights what’s hot for talent acquisition and lists the fastest growing jobs in the country and where they can be found. We also continue this theme of growth by examining the emerging trends driving the increasing use of contingent workforces, particularly in the healthcare industry. And as a continuation of our monthly special feature on the BRIC countries, we turn our gaze to the Sochi Winter Olympics to discover how workers were staffed.
Mark Paneth’s Nonprofit Pulse collects the opinions of nonprofit leaders twice a year. Findings from the Summer/Fall 2016 survey provide insights into the impact of funding challenges on meeting demand for services, attracting and retaining staff and the financial stability of organizations facing funding gaps.
The majority of respondents are senior leaders of human-service nonprofits operating in the US, including executive directors, CEOs, CFOs, board members, and directors.
Don't hold back on talking to employees about why they are paid what they are paid. Many employers don't, and that can diminish the motivational potential of paying your workers a competitive salary based on an understood compensation philosophy and some objective market research. Here's what others are doing.
If the mention of data and analytics gives you hives, don’t worry - we’re here to help! In this e-book we’ll guide you step-by-step through how to find the best person for the job faster, using talent pool insights that will make your hiring manager smile.
Similar to 5 Employment Stats Every Hiring Manager Needs to Know (20)
U.S. Job Search Trends Across Professional Fields - Q3/Q4 2023Robert Half
What are professionals' job search plans for the second half of 2023? What do they seek in a new role? Research from Robert Half reveals the latest trends across professional fields, including finance and accounting, technology, marketing and creative, legal, administrative and customer support, human resources, and healthcare.
U.S. Hiring Trends Across Professional Fields - Q3/Q4 2023Robert Half
What are companies' recruitment plans for the second half of 2023? Research from Robert Half reveals hiring trends and challenges across professional fields, including finance and accounting, technology, marketing and creative, legal, administrative and customer support, human resources, and healthcare.
Why Your Marketing & Creative Team May Have Designs on LeavingRobert Half
Marketing and creative professionals may be considering a career move, according to new research from Robert Half. Click through the data to learn more about their feelings towards their jobs, compensation and new opportunities.
The pandemic has affected where, when and how creatives work, presenting opportunities and challenges for professionals and employers. To learn more about creative professionals' careers and workplace preferences, The Creative Group partnered with AIGA, the professional association for design, to survey more than 400 of their members who work at in-house creative departments and agencies in the U.S. Check out the survey results in this SlideShare.
Designing a Workplace Culture that Attracts and Retains Today's Creative TalentRobert Half
Your company’s organizational culture stems from your most valuable asset: your people. In this session, Diane Domeyer, executive director of The Creative Group, will provide insights and advice for fostering a creative, innovative and collaborative work environment, whether virtual or on-site, that will attract and retain talented design professionals.
Creative Careers and the Future of Work: Adapting to ChangeRobert Half
Emerging technologies like AI and automation are transforming the nature of creative teams and their work faster than ever before, and in many cases, the COVID-19 pandemic has accelerated change in the workplace. Professionals and leaders who embrace and drive change are those best positioned for success now and in the future.
Diane Domeyer, executive director of The Creative Group, discusses how transformative technologies are redefining creative careers and the workplace, new skills needed for creative teams, and more in this session for Big Design 2020.
How to Ace the Virtual Interview: Tips for Creative Managers and Job SeekersRobert Half
Hiring or looking for a new creative position? Given the impact of COVID-19 on the workplace, it's likely your next job interview could be by video. Join Diane Domeyer, executive director of The Creative Group (TCG), and Kara McKevitt, vice president and division director of TCG in New Jersey, as they share advice for conducting and participating in a successful virtual interview, as well as other helpful tips for managing a remote job search and hiring process.
The Future of Work: Adopting New Technologies and Adapting to ChangeRobert Half
Robert Half surveyed more than 1,200 managers in 5 fields to find out how they think technology will transform the workplace and jobs in their profession. Here are highlights from the research.
Best Jobs for the Future with High Salaries for 2020Robert Half
When contemplating your career plans, it's important to think ahead. This slideshow from Robert Half features 12 jobs that show some of the greatest long-term potential, including the skills and experience needed and salary expectations for each. Visit www.roberthalf.com/salary-guide for more compensation information.
Best Entry-Level Jobs with High Salaries for 2020Robert Half
Planning your first steps for your professional career can be daunting. This slideshow from Robert Half features the skills and experience needed and salary expectations for several in-demand entry-level positions. Visit www.roberthalf.com/salary-guide for more compensation information.
This is the 10th year that Robert Half and the Financial Education & Research Foundation (FERF) have produced the Benchmarking Accounting & Finance Functions report which examines trends in automation, financial systems, workforce management, compliance and other finance-function practices. Get a look at challenges and trends covered in the report.
Organizational Culture: The Make-or-Break Factor in Hiring and RetentionRobert Half
Workplace culture is a make-or-break factor in hiring and retention. Today’s in-demand payroll professionals will unquestionably be scrutinizing your corporate culture and considering whether they want to be part of it. This presentation will discuss why organizational culture matters, how to promote it when hiring, and how to assess the quality of your workplace environment.
Presented by Michael Steinitz from Accountemps and Robert Half at the American Payroll Association's 2019 Congress conference.
The Creative Workplace: Trends and ChallengesRobert Half
To find out how creative professionals really feel about their jobs, companies and career prospects, The Creative Group partnered with AIGA, the professional association for design, to conduct a survey of more than 1,000 industry practitioners. Get a look at highlights and key takeaways from the research.
Striking a Balance: Hard and Soft Skills for Payroll Professionals Robert Half
This presentation addresses specific skills that are in high demand for payroll professionals, and touches on the importance of emotional intelligence in the workplace.