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Research & Resources
Our research is an invaluable source of latest thinking and guidance in key areas of learning, performance management, organisation development, talent and people strategy.
November 13th 2018
The Future of Jobs, Work and Working
What are the forces shaping the future of work and careers? In this CRF report, we take a look at the trends shaping the future of work in 2018 - economic, demographic and technological changes influencing future talent needs today. Recommendations for HR professionals are also discussed.
Finding, developing and retaining the talent needed to execute strategy is a key business priority, and is an area where HR can make a substantial strategic contribution. The world of resourcing is rapidly evolving, with technology innovation, social media and shifting candidate expectations leading to new methods for attracting and assessing candidates. Access this CRF report to learn about key developments in resourcing and how to improve the effectiveness of your resourcing processes.
How strong is your employer brand? Having a strong employer brand is essential for recruiting and retaining the best talent for the organisation. For your candidates, it can be the differentiator between your organisation and your closest competitor. Access this mini report to learn about the brief history of employer branding, as well as key strategies for achieving a strong employer brand.
Designing Adaptable Organisations for Tomorrow's Challenges
The context for organisations today is characterised by complexity, rapid technological advances, and digital disruption. Organisations are experiencing fundamental shifts in their business models and have to constantly reinvent themselves in order to remain competitive. Indeed, 89% of respondents to our survey said their organisation had either recently reorganised or had a reorganisation underway. This research report reviews the latest thinking in organisation design, exploring how organisations are seeking to resolve a core tension: how to balance the need for agility and responsiveness to customer needs while achieving the benefits of operating at a global scale.
Workforce analytics has become a hot topic in organisations over recent years, with significant claims of potential business benefits. And yet only a quarter (27%) of respondents to a recent CRF survey find that their organisation's workforce analytics capability allows them to identify opportunities to make decisions that lead to better business outcomes frequently or consistently. It is evident that while there is demand for HR Analytics in organisations, companies are struggling to implement workforce analytics programmes and drive results through HR Analytics.
Learning - The Foundation for Agility and Sustainable Performance
CRF’s research report - 'Learning - The Foundation for Agility and Sustainable Performance' - explores the role that learning can play in helping our organisations become more agile, innovative and change-ready, how we can better align learning with the organisation’s strategic priorities, and how we can use the latest developments in the learning field to increase the impact of investments in learning.
High Impact HR - How do we create a more business-relevant function?
In today's rapidly changing business environment, it's more important than ever for HR to be commercial, close to the business, and clearly aligned to business strategy. However, the reality for many organisations is that HR is often disconnected from business priorities, and HR's contribution to critical strategic and commercial objectives is not always clear.
CRF’s new research report considers the current state of the HR function, and looks at the role HR should play in helping develop and execute strategy, and how HR can become more business-relevant. Action points and methodologies for improvement are also included in the report.
Employee Engagement: Current Practices and Practicalities
The concept of employee engagement has provoked a great deal of debate since being introduced 25 years ago. Its supporters would claim that engagement programmes can enhance organisational performance when the energy generated from engagement is routed on the path needed to achieve organisational goals.
This is CRF's third report on the subject of engagement and focuses on what is currently happening in organisations in practice, and looking for similarities and differences across cultures, sectors and types of workforce. The report explores what business imperatives stimulate organisations to take engagement initiatives, the frameworks they adopt, what they hope to achieve and what is really happening in getting managers, employees and others to behave differently.
Progress towards diversity has not always met the promise of investments made. One of the underlying reasons for this is that organisations have focused on increasing the number of employees from underrepresented groups, rather than addressing the organisation culture that determines whether people feel included, and thrive.
This research report explores what an inclusive culture looks like, and sets out practical recommendations for improvement. It focuses on two key aspects that shape the culture: the values and attitudes of leaders, and the systems and processes that define how organisation operates.
CRF members can access the report freely by logging in on the website.
For most CEOs, “talent” is at or near the top of their priority list. Yet in our recent survey of over 230 organisations, only 17% of respondents rated their organisation as effective in predicting and planning future talent needs. This research report draws upon international good practice and provides practical recommendations and methodologies for improvement.