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 3rd 2017
Research Report: Strategic Workforce Analytics
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.
Organisations have been “assessing potential” with varying degrees of success for many years. Yet in our recent research report only 47% of 224 respondents felt that they were “somewhat” or “very satisfied” with their evaluations.
Identifying Critical Roles, Easier Said than Done!
Role differentiation constitutes the essence of developing an effective workforce strategy, starting with the identification of critical roles. However, definitions of what makes critical roles sometimes lack rigour and are not always well defined. Therefore, the identification of critical roles is easier said than done.
This white paper considers common traps and limitations in identifying critical roles, attempts to define ‘best practice’ approach and provide a model HR professionals can work with when defining critical roles in the organisation.
This report by Creelman Lambert provides guidance on how companies should respond to the movement to improve annual reporting to stakeholders, and in particular the provision of better human capital information.