Two-thirds (65%) of organizations in the health industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 50% in 2011. The top three reasons given for recruiting difficulty were competition from other employers (39%), the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (38%), and lack of the right skills among candidates (36%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—Professional Servic...shrm
Over two-thirds (70%) of organizations in the professional services industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 57% in 2011. The top reasons given for recruiting difficulty were lack of the right work experience (50%), lack of the right skills among candidates (49%), and competition from other employers (39%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—Manufacturing Industryshrm
Over three-quarters (79%) of organizations in the manufacturing industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 68% in 2011. The top reasons given for recruiting difficulty were lack of the right skills among candidates (54%), lack of the right work experience (46%), and the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (28%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—High-tech Industryshrm
The document summarizes findings from a SHRM survey about the ongoing impact of the recession on the high-tech industry. Key findings include:
- Job applicants often lack basic skills in writing, math, science, and technical skills. They also commonly lack applied skills in IT, critical thinking, and communication. The most difficult positions to fill are engineers, high-skilled technical roles, and scientists.
- Three-quarters of organizations find it difficult to recruit for new positions requiring new skill sets. Most organizations are having trouble recruiting for specific jobs. Reasons include candidates lacking the right skills, experience, or being outside the salary range.
- Common recruiting strategies include using social media, expanding search regions,
SHRM Survey Findings: The Ongoing Impact of the Recession—State and Local Gov...shrm
One-half (52%) of organizations in the state and local government that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 34% in 2011. The top reasons given for recruiting difficulty were the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (53%), lack of the right skills among candidates (43%), and competition from other employers (35%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—Finance Industryshrm
Two-thirds (66%) of organizations in the finance industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 49% in 2011. The top three reasons given for recruiting difficulty were lack of the right skills among candidates (55%), lack of the right work experience (50%), and the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (38%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—Federal Governmentshrm
One-half (50%) of federal government agencies that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 35% in 2011. The top three reasons given for recruiting difficulty were lack of the right skills among candidates (44%), lack of the needed credentials/certifications (40%), and the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (37%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
This document summarizes the findings of a survey by the Society for Human Resource Management (SHRM) on recruiting and skills gaps in California. Some of the key findings include:
- About half of California organizations reported difficulty recruiting for full-time positions in the past year, most commonly due to candidates lacking technical skills, work experience, or competition from other employers.
- The most difficult positions to fill were scientists, engineers, managers, IT specialists, and medical professionals. California organizations found it more difficult to recruit educators than the rest of the U.S.
- Common skills gaps among candidates were in writing, computer skills, English language proficiency, critical thinking, and professionalism/work ethic.
This document summarizes the findings of a SHRM survey on global competition and hiring strategies. Key findings include:
- Over half of organizations used social media to deal with recruiting challenges, followed by collaborating with educational institutions and expanding advertising. Larger organizations were more likely to use these strategies.
- 14% of organizations believed they faced global competition for hard-to-fill jobs, with high-tech most likely to see this. One-fifth sponsored foreign workers and 8% hired through other visas to fill positions.
- 64% of organizations hired US veterans, up from previous years. Government agencies were most likely to hire veterans for hard-to-fill roles.
The document analyzes
SHRM Survey Findings: The Ongoing Impact of the Recession—Professional Servic...shrm
Over two-thirds (70%) of organizations in the professional services industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 57% in 2011. The top reasons given for recruiting difficulty were lack of the right work experience (50%), lack of the right skills among candidates (49%), and competition from other employers (39%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—Manufacturing Industryshrm
Over three-quarters (79%) of organizations in the manufacturing industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 68% in 2011. The top reasons given for recruiting difficulty were lack of the right skills among candidates (54%), lack of the right work experience (46%), and the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (28%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—High-tech Industryshrm
The document summarizes findings from a SHRM survey about the ongoing impact of the recession on the high-tech industry. Key findings include:
- Job applicants often lack basic skills in writing, math, science, and technical skills. They also commonly lack applied skills in IT, critical thinking, and communication. The most difficult positions to fill are engineers, high-skilled technical roles, and scientists.
- Three-quarters of organizations find it difficult to recruit for new positions requiring new skill sets. Most organizations are having trouble recruiting for specific jobs. Reasons include candidates lacking the right skills, experience, or being outside the salary range.
- Common recruiting strategies include using social media, expanding search regions,
SHRM Survey Findings: The Ongoing Impact of the Recession—State and Local Gov...shrm
One-half (52%) of organizations in the state and local government that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 34% in 2011. The top reasons given for recruiting difficulty were the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (53%), lack of the right skills among candidates (43%), and competition from other employers (35%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—Finance Industryshrm
Two-thirds (66%) of organizations in the finance industry that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 49% in 2011. The top three reasons given for recruiting difficulty were lack of the right skills among candidates (55%), lack of the right work experience (50%), and the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (38%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
SHRM Survey Findings: The Ongoing Impact of the Recession—Federal Governmentshrm
One-half (50%) of federal government agencies that were hiring full-time staff reported difficulty recruiting for specific open jobs, an increase from 35% in 2011. The top three reasons given for recruiting difficulty were lack of the right skills among candidates (44%), lack of the needed credentials/certifications (40%), and the candidates’ pay requirements not matching the hiring organization’s salary or hourly rates (37%). This report is one of eight industry-level SHRM survey findings that look at skill gaps, recruiting challenges and recruiting strategies for employers in the U.S.
This document summarizes the findings of a survey by the Society for Human Resource Management (SHRM) on recruiting and skills gaps in California. Some of the key findings include:
- About half of California organizations reported difficulty recruiting for full-time positions in the past year, most commonly due to candidates lacking technical skills, work experience, or competition from other employers.
- The most difficult positions to fill were scientists, engineers, managers, IT specialists, and medical professionals. California organizations found it more difficult to recruit educators than the rest of the U.S.
- Common skills gaps among candidates were in writing, computer skills, English language proficiency, critical thinking, and professionalism/work ethic.
This document summarizes the findings of a SHRM survey on global competition and hiring strategies. Key findings include:
- Over half of organizations used social media to deal with recruiting challenges, followed by collaborating with educational institutions and expanding advertising. Larger organizations were more likely to use these strategies.
- 14% of organizations believed they faced global competition for hard-to-fill jobs, with high-tech most likely to see this. One-fifth sponsored foreign workers and 8% hired through other visas to fill positions.
- 64% of organizations hired US veterans, up from previous years. Government agencies were most likely to hire veterans for hard-to-fill roles.
The document analyzes
The survey found that the majority (80%) of organizations reported their financial health as good or excellent. Over half (57%) saw improvement in financial health compared to the previous year. Larger organizations and those in accommodation/food services and finance reported the best financial health, while educational services and government agencies reported the lowest levels. Around a third of organizations did not lose any staff in the past year, though losses were higher in high-tech. Cost-cutting like budget cuts and layoffs were implemented by around a quarter of organizations, while two-fifths took no such measures. The majority of organizations did hiring across full-time regular, part-time regular, and contract/temporary positions in the past year. Two-
This document summarizes the findings of a SHRM survey on recruiting and skills gaps. Some key findings include:
- 50% of organizations had difficulty recruiting for full-time positions in the past year, with manufacturing, healthcare, high-tech, and professional services most affected.
- The top reasons for difficulty were lack of needed work experience, technical skills, and competition from other employers. High-tech employers particularly noted a lack of technical skills.
- The most difficult jobs to fill were engineers, medical professionals, IT specialists, scientists, and managers - positions requiring highly specialized skills.
- Common skills gaps in applicants were basic computer skills, writing, English language proficiency, reading comprehension, and math. Critical
The Ongoing Impact of the Recession—Global Competition and Hiring Strategiesshrm
View other SHRM Research results at www.shrm.org/surveys.
Lack of relevant qualifications and competition for talent are the top reasons that two-thirds (66%) of organizations are having difficulty hiring qualified full-time employees, according to HR professionals. Strategies organizations are using to deal with these recruiting challenges include: expanding advertising efforts (47%), using social media to find passive job seekers (44%), collaborating with education institutions (37%) and expanding the search region (36%).
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Comp...shrm
This is part two of the five-part series conducted in collaboration with MassMutual. Approximately one quarter (22%) of organizations include variable compensation (e.g., bonuses and commission) in their group long-term disability plan. Among the organizations that do protect variable compensation in their long-term disability plan, 93% indicate the compensation is protected at the same percentage as the base plan selection.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Exec...shrm
This is the last part of the five-part series conducted in collaboration with MassMutual. Nearly one-third (31%) of organizations offer a special class of benefits to their executives. Among those organizations, 31% provide executives Group Universal Life (GUL) or Group Variable Universal Life (GVUL) as a carve-out benefit from their group term plan.
This survey from SHRM examines hiring strategies and challenges in California. It found that over half of California organizations used social media and recruitment agencies to deal with recruiting challenges. The most effective strategies included using recruitment agencies, social media, expanding advertising, and targeting passive job seekers. California organizations were less likely than other U.S. organizations to collaborate with educational institutions or seek talent from non-traditional sources. The survey also examined global recruitment and hiring of veterans.
The Ongoing Impact of the Recession—Overall Financial Health and Hiringshrm
HR professionals reported slightly improved financial health in 2012 compared with 2011. One-half (51%) of organizations reported a mild to significant improvement compared to 12 months ago (42% in 2011), whereas one-quarter (27%) were in a mild or significant decline (34% in 2011).
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Base...shrm
This is part one of the five-part series conducted in collaboration with MassMutual. The majority (84%) of organizations provide group long-term disability insurance plans to their employees, but will the maximum benefit amount be enough for all employees to support themselves and their families?
The document summarizes the results of a SHRM survey on the economic conditions and hiring in California. Some key findings include:
- Three-quarters of California organizations reported being in excellent or good financial health, with 60% seeing improvements over the past year.
- While 40% of organizations lost 1-5% of staff in the past year, 26% saw no staff losses. Common strategies for financial challenges included laying off employees and budget cuts.
- The vast majority (95%) of organizations hired full-time employees in the past year, focusing on maintaining operations and organizational growth. Two-thirds also found it somewhat or very difficult to hire for positions requiring new skills.
The document discusses the key findings of a SHRM survey on the aging workforce and recruitment and retention. Some of the main findings include:
- Over 40% of organizations indicated the increasing age of their workforce has not prompted changes to retention, recruiting, or management practices.
- The most common methods for directly recruiting older workers were employee referrals and networking, while over half of organizations do not actively recruit older workers.
- Flexibility in work location, career, and hours were among the most challenging factors for retaining older workers.
- Two-thirds of organizations employ older workers who previously retired from other careers or organizations, though most comprised only 1-20% of the workforce.
The Aging Workforce -State of Older Workers in U.S. Organizationsshrm
This document summarizes the key findings of a SHRM survey on the aging workforce in U.S. organizations. The survey defined older workers as those aged 55 and older and found that most organizations and employees consider someone an older worker between ages 50-64. It also found that while over a third of organizations are examining policies to address aging workforces, around half do not see potential talent losses from retirement as problematic currently. Additionally, around half of organizations track retirement eligibility within 5 years.
The document summarizes findings from a SHRM survey on financial wellness in the workplace. Some key findings include:
- 42% of HR professionals reported that medical expenses were the most common financial challenge for employees.
- Seven out of 10 HR professionals said personal financial challenges had some or a large impact on employee performance, especially in increasing employee stress and decreasing ability to focus.
- Nearly 60% of organizations provided some type of financial education to employees, with retirement planning and financial counseling through EAPs being most common. Baby Boomers and Gen X employees participated most.
The survey found that while the percentage of organizations engaging in sustainable workplace practices has remained stable over the last two years, there were some small declines in certain socially and environmentally responsible activities. However, there was a slight increase in organizations calculating a positive return on investment from their sustainability efforts. Key findings included that about 72% of organizations engage in sustainability, and it is seen as important for attracting and retaining talent. Large organizations and those in certain sectors were more likely to have sustainability policies and practices.
The Ongoing Impact of the Recession—California Financial Health and Hiringshrm
This document summarizes the results of a SHRM survey on the ongoing impact of the recession in California. It finds that over half of California organizations report improved financial health compared to a year ago. Three-quarters are currently hiring full-time employees. While most hiring is for non-management positions, about half of organizations are hiring for management roles as well. The improved job market may lead to increased recruiting challenges and rising new hire compensation as competition for talent grows.
This SHRM survey found that the majority (74%) of organizations saw increased health care costs in 2011 compared to 2010. Most organizations (84%) are very concerned about controlling costs. Common cost-control activities include increasing employee contributions, wellness initiatives, and generic drug programs. Nearly half (47%) of organizations increased employee contributions in 2012, and 22% plan increases in 2013. Looking ahead, 15% believe employees will pay most costs within 3-5 years.
The document summarizes key findings from three SHRM polls on the ongoing impact of the recession on organizations in the manufacturing industry. Some of the main findings include:
1) In 2012, nearly three-quarters of organizations reported losing 10% or less of their employees since 2007, an increase from 2010. Most organizations also reported an improvement in financial health over the past year.
2) The majority of organizations have been hiring since 2010 to replace jobs lost, though fewer have added completely new positions. Hiring is occurring across all levels but mostly for non-management roles.
3) Over two-thirds of organizations say recruiting for specific jobs is difficult, especially those requiring new skill sets. The most difficult positions
The survey found that 20% of organizations hired 2015 college graduates to begin working after graduation and 15% hired before graduation. Two-thirds of positions were full-time. Compensation was about the same as 2014 for most graduates. Over two-thirds of organizations planned to hire graduates in the future. The most common reasons for not hiring were no openings and being too early. Collaborating with colleges and referrals were the most effective recruitment methods.
The document summarizes key findings from a SHRM survey on the aging workforce. Some of the main findings include:
- HR professionals see the top advantages of older workers as their experience, maturity, and strong work ethic.
- The strongest basic skills of older workers are seen as writing, reading comprehension, and spoken English. The strongest applied skills are professionalism, critical thinking, and lifelong learning.
- Many organizations are increasing training to address potential skills gaps from retiring older workers, but 1/3 have taken no steps to prepare.
- Over half of organizations are using knowledge transfer strategies like training programs to share older workers' knowledge with younger employees.
Despite continued uncertain economic conditions, most companies remain persuaded that there is a strong causal link between their financial performance over a 5-10 year time horizon and their current commitment to improving their environmental, social and governance performance.
Against this background, a number of business leaders are reviewing their approach to sustainability, weighing new corporate strategies and new business models in efforts to ensure their long-term sustainability.
The survey found that:
- 96% of organizations provided employer-based health care insurance plans to employees.
- Three-quarters of respondents anticipated their organization's total health care costs would increase by an average of 13% from 2014 to 2015.
- About three-quarters of respondents reported an actual increase in total health care costs from 2013 to 2014.
SHRM Survey Findings: The Ongoing Impact of the Recession—Construction, Minin...shrm
This document summarizes the findings of a SHRM survey on the ongoing impact of the recession on the construction, mining, oil and gas industries. It finds that these industries continue to face skill gaps in applicants, with deficiencies in writing, math, critical thinking and leadership. The most difficult positions to fill are engineers, technical roles, managers and skilled trades. Nearly three-quarters of organizations said recruiting for specific jobs was difficult. Common challenges included applicants lacking needed skills or experience and competition from other employers. While some industries use strategies like expanding hiring regions or collaborating with schools, global competition for talent remains a concern, especially in high-tech fields.
The Ongoing Impact of the Recession—Recruiting and Skill Gapsshrm
Two-thirds (66%) of organizations that are currently hiring full-time staff indicated that they are having a difficult time recruiting for specific job openings, an increase from 52% reported in 2011. HR professionals indicated that the top four applied skills gaps for job applicants are critical thinking/problem solving (53%), professionalism/work ethic (46%), written communications (41%) and leadership (38%).
The survey found that the majority (80%) of organizations reported their financial health as good or excellent. Over half (57%) saw improvement in financial health compared to the previous year. Larger organizations and those in accommodation/food services and finance reported the best financial health, while educational services and government agencies reported the lowest levels. Around a third of organizations did not lose any staff in the past year, though losses were higher in high-tech. Cost-cutting like budget cuts and layoffs were implemented by around a quarter of organizations, while two-fifths took no such measures. The majority of organizations did hiring across full-time regular, part-time regular, and contract/temporary positions in the past year. Two-
This document summarizes the findings of a SHRM survey on recruiting and skills gaps. Some key findings include:
- 50% of organizations had difficulty recruiting for full-time positions in the past year, with manufacturing, healthcare, high-tech, and professional services most affected.
- The top reasons for difficulty were lack of needed work experience, technical skills, and competition from other employers. High-tech employers particularly noted a lack of technical skills.
- The most difficult jobs to fill were engineers, medical professionals, IT specialists, scientists, and managers - positions requiring highly specialized skills.
- Common skills gaps in applicants were basic computer skills, writing, English language proficiency, reading comprehension, and math. Critical
The Ongoing Impact of the Recession—Global Competition and Hiring Strategiesshrm
View other SHRM Research results at www.shrm.org/surveys.
Lack of relevant qualifications and competition for talent are the top reasons that two-thirds (66%) of organizations are having difficulty hiring qualified full-time employees, according to HR professionals. Strategies organizations are using to deal with these recruiting challenges include: expanding advertising efforts (47%), using social media to find passive job seekers (44%), collaborating with education institutions (37%) and expanding the search region (36%).
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Comp...shrm
This is part two of the five-part series conducted in collaboration with MassMutual. Approximately one quarter (22%) of organizations include variable compensation (e.g., bonuses and commission) in their group long-term disability plan. Among the organizations that do protect variable compensation in their long-term disability plan, 93% indicate the compensation is protected at the same percentage as the base plan selection.
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Exec...shrm
This is the last part of the five-part series conducted in collaboration with MassMutual. Nearly one-third (31%) of organizations offer a special class of benefits to their executives. Among those organizations, 31% provide executives Group Universal Life (GUL) or Group Variable Universal Life (GVUL) as a carve-out benefit from their group term plan.
This survey from SHRM examines hiring strategies and challenges in California. It found that over half of California organizations used social media and recruitment agencies to deal with recruiting challenges. The most effective strategies included using recruitment agencies, social media, expanding advertising, and targeting passive job seekers. California organizations were less likely than other U.S. organizations to collaborate with educational institutions or seek talent from non-traditional sources. The survey also examined global recruitment and hiring of veterans.
The Ongoing Impact of the Recession—Overall Financial Health and Hiringshrm
HR professionals reported slightly improved financial health in 2012 compared with 2011. One-half (51%) of organizations reported a mild to significant improvement compared to 12 months ago (42% in 2011), whereas one-quarter (27%) were in a mild or significant decline (34% in 2011).
SHRM Survey Findings: 2013 Employer Perspectives on Disability Benefits--Base...shrm
This is part one of the five-part series conducted in collaboration with MassMutual. The majority (84%) of organizations provide group long-term disability insurance plans to their employees, but will the maximum benefit amount be enough for all employees to support themselves and their families?
The document summarizes the results of a SHRM survey on the economic conditions and hiring in California. Some key findings include:
- Three-quarters of California organizations reported being in excellent or good financial health, with 60% seeing improvements over the past year.
- While 40% of organizations lost 1-5% of staff in the past year, 26% saw no staff losses. Common strategies for financial challenges included laying off employees and budget cuts.
- The vast majority (95%) of organizations hired full-time employees in the past year, focusing on maintaining operations and organizational growth. Two-thirds also found it somewhat or very difficult to hire for positions requiring new skills.
The document discusses the key findings of a SHRM survey on the aging workforce and recruitment and retention. Some of the main findings include:
- Over 40% of organizations indicated the increasing age of their workforce has not prompted changes to retention, recruiting, or management practices.
- The most common methods for directly recruiting older workers were employee referrals and networking, while over half of organizations do not actively recruit older workers.
- Flexibility in work location, career, and hours were among the most challenging factors for retaining older workers.
- Two-thirds of organizations employ older workers who previously retired from other careers or organizations, though most comprised only 1-20% of the workforce.
The Aging Workforce -State of Older Workers in U.S. Organizationsshrm
This document summarizes the key findings of a SHRM survey on the aging workforce in U.S. organizations. The survey defined older workers as those aged 55 and older and found that most organizations and employees consider someone an older worker between ages 50-64. It also found that while over a third of organizations are examining policies to address aging workforces, around half do not see potential talent losses from retirement as problematic currently. Additionally, around half of organizations track retirement eligibility within 5 years.
The document summarizes findings from a SHRM survey on financial wellness in the workplace. Some key findings include:
- 42% of HR professionals reported that medical expenses were the most common financial challenge for employees.
- Seven out of 10 HR professionals said personal financial challenges had some or a large impact on employee performance, especially in increasing employee stress and decreasing ability to focus.
- Nearly 60% of organizations provided some type of financial education to employees, with retirement planning and financial counseling through EAPs being most common. Baby Boomers and Gen X employees participated most.
The survey found that while the percentage of organizations engaging in sustainable workplace practices has remained stable over the last two years, there were some small declines in certain socially and environmentally responsible activities. However, there was a slight increase in organizations calculating a positive return on investment from their sustainability efforts. Key findings included that about 72% of organizations engage in sustainability, and it is seen as important for attracting and retaining talent. Large organizations and those in certain sectors were more likely to have sustainability policies and practices.
The Ongoing Impact of the Recession—California Financial Health and Hiringshrm
This document summarizes the results of a SHRM survey on the ongoing impact of the recession in California. It finds that over half of California organizations report improved financial health compared to a year ago. Three-quarters are currently hiring full-time employees. While most hiring is for non-management positions, about half of organizations are hiring for management roles as well. The improved job market may lead to increased recruiting challenges and rising new hire compensation as competition for talent grows.
This SHRM survey found that the majority (74%) of organizations saw increased health care costs in 2011 compared to 2010. Most organizations (84%) are very concerned about controlling costs. Common cost-control activities include increasing employee contributions, wellness initiatives, and generic drug programs. Nearly half (47%) of organizations increased employee contributions in 2012, and 22% plan increases in 2013. Looking ahead, 15% believe employees will pay most costs within 3-5 years.
The document summarizes key findings from three SHRM polls on the ongoing impact of the recession on organizations in the manufacturing industry. Some of the main findings include:
1) In 2012, nearly three-quarters of organizations reported losing 10% or less of their employees since 2007, an increase from 2010. Most organizations also reported an improvement in financial health over the past year.
2) The majority of organizations have been hiring since 2010 to replace jobs lost, though fewer have added completely new positions. Hiring is occurring across all levels but mostly for non-management roles.
3) Over two-thirds of organizations say recruiting for specific jobs is difficult, especially those requiring new skill sets. The most difficult positions
The survey found that 20% of organizations hired 2015 college graduates to begin working after graduation and 15% hired before graduation. Two-thirds of positions were full-time. Compensation was about the same as 2014 for most graduates. Over two-thirds of organizations planned to hire graduates in the future. The most common reasons for not hiring were no openings and being too early. Collaborating with colleges and referrals were the most effective recruitment methods.
The document summarizes key findings from a SHRM survey on the aging workforce. Some of the main findings include:
- HR professionals see the top advantages of older workers as their experience, maturity, and strong work ethic.
- The strongest basic skills of older workers are seen as writing, reading comprehension, and spoken English. The strongest applied skills are professionalism, critical thinking, and lifelong learning.
- Many organizations are increasing training to address potential skills gaps from retiring older workers, but 1/3 have taken no steps to prepare.
- Over half of organizations are using knowledge transfer strategies like training programs to share older workers' knowledge with younger employees.
Despite continued uncertain economic conditions, most companies remain persuaded that there is a strong causal link between their financial performance over a 5-10 year time horizon and their current commitment to improving their environmental, social and governance performance.
Against this background, a number of business leaders are reviewing their approach to sustainability, weighing new corporate strategies and new business models in efforts to ensure their long-term sustainability.
The survey found that:
- 96% of organizations provided employer-based health care insurance plans to employees.
- Three-quarters of respondents anticipated their organization's total health care costs would increase by an average of 13% from 2014 to 2015.
- About three-quarters of respondents reported an actual increase in total health care costs from 2013 to 2014.
SHRM Survey Findings: The Ongoing Impact of the Recession—Construction, Minin...shrm
This document summarizes the findings of a SHRM survey on the ongoing impact of the recession on the construction, mining, oil and gas industries. It finds that these industries continue to face skill gaps in applicants, with deficiencies in writing, math, critical thinking and leadership. The most difficult positions to fill are engineers, technical roles, managers and skilled trades. Nearly three-quarters of organizations said recruiting for specific jobs was difficult. Common challenges included applicants lacking needed skills or experience and competition from other employers. While some industries use strategies like expanding hiring regions or collaborating with schools, global competition for talent remains a concern, especially in high-tech fields.
The Ongoing Impact of the Recession—Recruiting and Skill Gapsshrm
Two-thirds (66%) of organizations that are currently hiring full-time staff indicated that they are having a difficult time recruiting for specific job openings, an increase from 52% reported in 2011. HR professionals indicated that the top four applied skills gaps for job applicants are critical thinking/problem solving (53%), professionalism/work ethic (46%), written communications (41%) and leadership (38%).
This survey report from SHRM summarizes strategies organizations have used to deal with recruiting challenges for full-time regular positions. The top strategies included using social media (54%), collaborating with educational institutions (48%), and expanding advertising efforts (41%). Larger organizations were more likely than smaller ones to use social media and collaborate with schools. High-tech and professional services firms most commonly used social media. While 14% of organizations felt they faced global competition for hard-to-fill jobs, high-tech firms were most likely to feel this (37%). One-fifth of organizations sponsored foreign workers on H-1B visas, with high-tech most likely to do so (51%). Nearly two-thirds of organizations hired
- The document discusses findings from a SHRM survey on financial education initiatives in the workplace. It provides definitions, key findings, and data on challenges employees face, the impact on work performance, and types of financial education programs offered. The survey found that the most common challenges employees face are lack of funds, medical expenses, and saving for retirement. Personal financial issues negatively impact an employee's ability to focus and increases stress levels. While many employers offer assistance programs, fewer are providing financial education than in 2009. The top barriers to offering education are cost and lack of employee interest.
The document summarizes findings from a SHRM survey on financial wellness in the workplace. Some key findings include:
- 42% of HR professionals reported that medical expenses were the most common financial challenge for employees.
- 7 in 10 HR professionals said personal financial challenges had some or large impact on employee performance, especially increasing stress and decreasing ability to focus.
- 38% of HR professionals saw more financial challenges now compared to 2007, and 23% saw more challenges than 12 months ago.
- 57% of organizations provide some financial education, with retirement and financial counseling being most common. Baby Boomers and Gen X participate most.
This document summarizes the results of a June 2009 survey of 505 full-time U.S. employees about the impact of the economic downturn. Key findings include:
- Employees in publishing, broadcasting and other media reported feeling their jobs were at greater risk than government workers. Public companies also reported higher perceived job risk than non-profits or government agencies.
- Younger workers aged 18-29 and 30-44 reported feeling their jobs were at greater risk if the economy declined further over six months compared to older workers aged 60+.
- Actions taken by employees in response to the downturn included reducing personal spending, decreasing credit card use, and non-exempt workers were more likely than exempt to take
The document discusses the challenges that organizations face in attracting and retaining critical talent globally. It finds that nearly three-quarters of organizations have difficulties attracting critical-skill employees, and over half have problems retaining them. Additionally, employees are experiencing high levels of stress and pressure. The document advocates that organizations focus on crafting an effective employee value proposition (EVP) to balance employer and employee needs. It presents a model showing that communicating, delivering, segmenting, and differentiating the EVP leads to better outcomes of engagement, attraction, retention, and financial performance. Organizations are grouped based on their progress with the EVP, with the most advanced group customizing EVPs and experiencing the best results.
The Next High-Stakes Quest - Balancing Employer and Employee Priorities by To...Elizabeth Lupfer
The document discusses the challenges that organizations face in attracting and retaining critical talent. It finds that nearly three-quarters of organizations have difficulties attracting critical-skill employees, and over half have problems retaining them. Additionally, employees are experiencing high levels of stress and pressure at work. The document advocates that organizations focus on crafting an effective employee value proposition (EVP) to balance employer and employee needs. It presents a model showing that organizations that effectively communicate their EVP, deliver on EVP promises, segment their workforce, and differentiate their EVP achieve better engagement, attraction, retention and financial outcomes.
This document summarizes findings from a SHRM survey on communicating employee benefits. Key findings include:
- 80% of organizations reported employees were very or somewhat knowledgeable about available benefits.
- 79% of organizations agreed their communication efforts were effective, though only 24% had a communications budget.
- Top communication methods were online/paper materials, group meetings, and one-on-one counseling.
- Very few organizations used social media for communications, though 8% planned to in the next year.
- Health care remained the most important benefit to over 80% of employees.
The survey found that most organizations believe their employee benefits communications are effective. The top three communication methods were online/paper enrollment materials, group communications with organizational representatives, and one-on-one counseling. While few organizations currently use social media for communications, some plan to in the future. Health care remains the most important benefit to employees, though retirement and flexible benefits are growing in importance. Overall, employees were reported to be knowledgeable about available benefits, though few organizations have dedicated communications budgets.
Effect of employee turn over on national economyMoharam Pua
Working paper discussing the employee turnover problem in Egypt. This paper was presented at the second international conference of business development, innovation & challenges.
The document discusses the results of a 2013 talent shortage survey conducted by ManpowerGroup involving over 38,000 employers in 42 countries. Some key findings include:
- 35% of employers reported difficulty filling jobs due to a lack of available talent, the highest level since 2007. The most acute shortages were in Japan, Brazil, India, Turkey and Hong Kong.
- The hardest jobs to fill globally were skilled trades workers, engineers, and sales representatives. Reasons for shortages included a lack of technical competencies, general lack of applicants, and lack of experience.
- Over half (54%) of employers said talent shortages impacted their ability to serve clients to a high or medium degree. Employers
This survey from SHRM examined how organizations leverage employee benefits programs to recruit employees at all levels. Key findings include:
- About 1/4 of organizations reported leveraging benefits to recruit, with health care and retirement benefits being most frequently leveraged.
- Benefits expected to increase in importance for recruitment include retirement and health care benefits.
- Only 1/3 of organizations reported leveraging benefits to recruit highly skilled employees, again using health care and retirement benefits most.
- Flexible working benefits saw a large increase in being leveraged to recruit highly skilled employees.
- Retirement benefits were expected to become most important for recruiting highly skilled employees going forward.
This document summarizes findings from a SHRM survey on leveraging employee benefits for recruiting. Key findings include:
- About 1/4 of organizations leverage benefits for recruiting at all levels, with health care and retirement most frequently used. These benefits are projected to increase in importance for recruiting.
- 1/2 of organizations have difficulty recruiting highly skilled employees, but only 1/3 leverage benefits for this. Health care and retirement are most used for highly skilled recruits.
- Flexible work arrangements saw a large increase from 2012-2013 in use for recruiting highly skilled employees. Retirement benefits are projected to be most important for recruiting this group going forward.
This document summarizes findings from a SHRM survey on leveraging employee benefits for recruiting. Key findings include:
- About 1/4 of organizations leverage benefits for recruiting at all levels, with health care and retirement most frequently used. These benefits are projected to increase in importance for recruiting.
- 1/2 of organizations have difficulty recruiting highly skilled employees, but only 1/3 leverage benefits for this. Health care and retirement are most used for highly skilled recruits.
- Flexible work arrangements saw a large increase from 2012-2013 in use for recruiting highly skilled employees. Retirement benefits are projected to be most important for recruiting this group going forward.
- The survey collected responses from 125 compliance and ethics professionals from various organizations and industries about their training practices.
- Most respondents provide compliance and ethics training to all employees, with some providing targeted training to subsets of employees based on risk profiles. Training durations are typically less than two hours per year.
- Common training formats used include medium and short online courses. Respondents saw value in brief, frequent training to maintain engagement.
- Areas identified for improvement included increasing training for boards of directors and third parties. Barriers to targeted training included lack of systems and data to customize content by employee role.
This document summarizes key findings from the 2012 Recruiting Benchmarks Survey conducted by the National Association of Colleges and Employers (NACE). Some of the main findings include:
1) Approximately 68% of respondents only recruit within the US for US operations, while 26% recruit both within the US and internationally for both US and international operations.
2) On average, 51.6% of entry-level hires in 2011-12 were new college graduates, up from 45% in 2010-11. Bachelor's degree graduates accounted for 76% of college hires, down from over 81% previously.
3) Over three-quarters of respondents have a college relations and recruiting department, with
2015 Strategic Benefits—Leveraging Benefits to Recruit Employeesshrm
The SHRM survey found that organizations are increasingly leveraging benefits to recruit employees at all levels. About two-fifths of respondents reported difficulty recruiting employees in 2015, up from previous years. Similarly, two-fifths reported leveraging benefits for recruitment, also up over time. Looking ahead, respondents believed health care, retirement, flexible work and other benefits would grow in importance for recruitment. Recruiting highly skilled employees was also increasingly difficult, and benefits were more often leveraged for this group. Health care was viewed as most important for highly skilled recruitment going forward.
The Ongoing Impact of the Recession—Health Industryshrm
The document summarizes key findings from a SHRM poll about the ongoing impact of the recession on the health industry. It finds that while most health organizations have not laid off large portions of their staff since the recession, their financial health has declined compared to a year ago. The majority of health organizations are hiring, primarily to replace lost jobs, and about half report difficulty recruiting for some positions, especially high-skilled medical, technical, managerial, and HR jobs. The manufacturing industry is recovering more than the construction, government, health, and professional services industries.
People at Work 2022: A Global Workforce View" del ADP Research InstituteAproximacionAlFuturo
Workers want change and are re-evaluating what is important in a job beyond just salary. They are more focused on well-being, life outside of work, flexibility and company ethics/values. Many are considering changing jobs.
Job satisfaction is high but expectations are also high around pay raises and flexibility. Stress levels are increasing which impacts work.
While pay is a priority, many would accept less pay for better work-life balance or flexibility. Remote work is popular with many considering relocating or already doing so. Forcing a return could cause people to leave.
The document is a summary of a global workforce survey analyzing attitudes, satisfaction, priorities and expectations. It finds workers want more flexibility
Similar to SHRM Survey Findings: The Ongoing Impact of the Recession—Health Industry (20)
This research sought to determine what types of policies organizations are implementing in regard to political activities in the workplace, particularly as they relate to the 2016 presidential election. The survey also looked at whether organizations encouraged their employees to vote in political elections and whether employees were given time off to vote.
SHRM Poll on Personality Tests for the Hiring and Promotion of Employeesshrm
The majority (82%) of organizations do not use personality tests for hiring or promoting employees. Of the organizations that do use them, they are most commonly used for mid-level managers (56%), executives (45%), and entry-level exempt jobs (43%). Most HR professionals (71%) believe personality tests can be useful for predicting job-related behavior or organizational fit. The majority (56%) of organizations administer personality tests online.
This SHRM survey found that most organizations do not have policies addressing office pools. While some policies prohibit gambling involving monetary exchanges, few organizations enforce these policies. The top events for office pools were the Super Bowl and NCAA basketball tournament. HR professionals perceived positive impacts of office pools like relationship building, but some noted increased absences after major events, particularly for male employees after the Super Bowl.
SHRM Survey Findings: Smoking in the Workplaceshrm
Over half of organizations allow smoking in the workplace. Most have formal smoking policies, and many limit the number of daily breaks. Common smoking policies provide wellness information on quitting or impose health premium surcharges for smokers. Since implementing these policies, many report decreased smoking. Vaping policies are also increasing, with most either banning or designating vaping areas. Violations typically result in verbal warnings.
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
SHRM Survey Findings: Using Social Media for Talent Acquisition—Recruitment a...shrm
SHRM surveyed HR professionals with the job function of employment or recruitment to learn more about organizations’ use of social media for talent acquisition. Specifically, this report focuses on recruitment and screening of job candidates. It also looks at trends over time, comparing the results to data from 2011 and 2013 when possible.
This survey by the Society for Human Resource Management examined policies related to marijuana use in the workplace in states that have legalized medical and/or recreational marijuana use. The key findings were:
1) The vast majority (94%) of organizations surveyed had a formal substance use policy, with policies specifically addressing marijuana use more common where it was legalized for both medical and recreational use.
2) Most organizations (73-82%) had a zero-tolerance policy prohibiting marijuana use while working.
3) Common disciplinary actions for first violations included termination (41-50%), mandatory drug counseling (16-21%), and written warnings (14-19%).
4) Around half of organizations conducted pre-employment
- The survey found that 65% of organizations will hold an end-of-year holiday party open to all employees, though smaller organizations are more likely to do so than larger ones. Four-fifths of organizations holding a party have a budget for it. Two-thirds of parties will be held offsite. About three-fifths of organizations plan to serve alcohol at parties.
- The document summarizes findings from a SHRM survey about 2016 holiday schedules at U.S. organizations.
- Most organizations will be closed on major federal holidays like New Year's Day, Memorial Day, Independence Day, Labor Day, and Thanksgiving. 80% will close for Christmas Day and 40% for Easter Sunday.
- 88% of organizations will remain open between Christmas Day and New Year's Day in 2016. 15% allow employees to swap holidays.
On June 30, 2015, the Department of Labor (DOL) released proposed changes to the overtime regulations. This survey was designed before DOL proposed these changes to the overtime regulations and represents the HR profession’s general perspective on FLSA overtime exemptions.
2015 Strategic Benefits―Assessment and Communication of Benefitsshrm
The SHRM 2015 Strategic Benefits Survey assessed how organizations communicate and evaluate employee benefits. Key findings include:
1) Health care remains the most important benefit but may decrease in importance over time. Half of organizations increased health care investment but controlling costs is a top strategic focus.
2) Most employees have some knowledge of benefits but many organizations do not assess this. Common communication methods are materials and group sessions, though few use social media.
3) Many reported communication efforts are effective but budgets and assessment of employee understanding vary. While interest in social media is growing, few currently use it for benefits communication.
2015 Strategic Benefits―Flexible Work Arragementsshrm
The SHRM survey found that about half of organizations provide flexible work arrangements (FWAs) as an option. Of those, about half indicate that over half of employees have access to FWAs. For organizations offering FWAs, 29% saw increased employee participation in the past year and 29% saw increased employee productivity since implementing FWAs. The survey also provides details on the responding organizations' industries, sizes, and geographic reach.
2015 Strategic Benefits—Leveraging Benefits to Retain Employeesshrm
The survey found that more organizations are struggling to retain employees at all levels and are increasingly leveraging benefits programs to do so. Specifically:
- Over 1/3 of organizations reported difficulty retaining employees at all levels in 2015, up from 25% in 2012.
- 1/3 of organizations said they used benefits to retain employees at all levels in 2015, up from 20% in 2012.
- Health care and retirement benefits were most often leveraged to retain employees.
The findings suggest HR professionals should focus on health care and retirement benefits when designing retention strategies using benefits programs.
The survey found that:
- Two-thirds of organizations offered wellness programs, and 40% increased investment in these programs.
- Most organizations did not analyze return on investment or cost savings from wellness programs.
- Around half of organizations saw increased employee participation in wellness programs over time.
- Wellness programs were viewed as effective in reducing healthcare costs and improving employee health.
- About 60% of organizations offered wellness incentives like premium reductions, which significantly increased employee participation.
SHRM/Ascendo Resources: The Importance of Social Media for Recruiters and Job...shrm
This research, conducted in collaboration with Ascendo Resources, looks at the importance of having a social media presence for job seekers, as well as social media strategies HR professionals use for recruitment. Overall, 87% of HR professionals said it was either very or somewhat important for job seekers to have a social media presence on LinkedIn, and 83% agreed it was important to be on a relevant professional or association social networking site. In the past year, nearly two-thirds of organizations (65%) had hired new employees who were sourced through social media sites.
SHRM'S 2010 Healthy Food and Drinks in the Workplace poll surveyed HR professionals about healthy offerings in their organizations. Forty percent of organizations have formal or informal practices and/or policies in place that promote healthy food and drinks in the workplace. Nearly all employees have responded favorably to these organizations’ efforts to promote healthy food and drinks for work-related functions where food is served, in on-site vending machines, in the company cafeteria, etc.
The Society for Human Resource Management (SHRM®), the world’s largest association devoted to human resource management, has collaborated with Globoforce® on a series of surveys about employee recognition. Our goal is to elicit trends among HR leaders and practitioners about what challenges they face and what strategies help them conquer those challenges. In the 2015 survey, 80% of organizations indicated they have an employee recognition program, and more than one-half (58%) have a program that is tied to their organization’s values. Overall, respondents said employee recognition programs had a positive impact on employee engagement, happiness and workplace relationships, but the impact was perceived to be greater for those with values-based programs.
Preparing for an Aging Workforce: A Gap Analysisshrm
The report and accompanying slide presentation are based on a comparison between two main sources of information on the aging workforce: a) the SHRM Foundation’s Effective Practice Guidelines (EPG) on the Aging Workforce and b) findings from the SHRM Aging Workforce Survey. The purpose of this comparison is to find gaps between the effective, evidence-based practices in employing, recruiting and retaining an aging workforce identified in the EPGs and the current practices related to the aging workforce used by organizations as reported through the survey findings.
This study looks at the impact of the Affordable Care Act (ACA) on organizations. Three-quarters of organizations (77%) had increased costs for health care benefits from 2014 to 2015.
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations communicate their benefits programs to their employees.
This research found that less than one-tenth (9%) of HR professionals thought their organization’s employees were “very knowledgeable” about the employer-sponsored benefits available to them; about three-quarters (73%) indicated their employees were “somewhat knowledgeable.” When asked how effective their organization’s employee benefits communications efforts are, just over one-fifth (22%) indicated they “strongly agree” that their organization’s benefits communication was very effective in informing employees about their benefits; the majority (58%) indicated they “somewhat agree.” However, more than three-fifths (63%) of respondents indicated their organization had made changes to their organization’s benefits communication materials in the last 12 months.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.