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Leadership White Paper

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Why Talent Walks White Paper

BP: Target Align Measure Learning SS

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Impact of Work Force Agility

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Learning Management Systems Buyers Study 2009

Discover what buyers are seeking in LMS/TMS features and brands. Who makes the decision and how much they plan to invest over the next 24 months. Value $250.

Annual Fact Book & Buyers Guide 2009/10

Purchase this digital edition and find the most current industry research on e-learning trends and tools, LMSs and Social Collaboration. Study is valued at $295

Enterprise Social Collaboration Study 2009

This free study reveals current enterprise use of social networks, collaboration technology and online communities for business. Value $250, Available Free,

Current State of Enterprise Collaboration

2010 Study on enterprise use of collaboration, practices and limitations.

Managed Training Service Primer

White Paper: Accelerating impact through alternative sourcing models.

Ensuring Successful Knowledge Transfer In Multilingual Elearning

White Paper: Multilingual Elearning

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E-learning User Study: Corporate May 2010

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E-learning User Study: Public Sector May 2010

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Learning & Talent Management Buyer Study May 2010

E-learning User Study: Corporate Segment 2011

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Learning and Talent Management Systems Buyer Study 2011

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E-learning User Study: Public Segment 2011

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The Value of Assessments White Paper

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Six Easy Steps for Launching Virtual Learning Environments

If your organization has not embraced virtual learning, you are behind the curve. No less than 60 percent of business professionals in a national survey plan to increase spending on virtual events and virtual environments.

The Future of Talent Management, Part 1 Underlying Drivers of Change

The next generation of talent management practices and solutions will be impacted by three major factors.

Talent Retention: Six Technology-Enabled Best Practices

The importance of top performer retention is a topic that consistently leads in HR and business surveys alike. Notably, more than 1,000 CEOs were asked: "How important are the following sources of competitive advantage in sustaining your growth over the long term?" The number one response - chosen by 97 percent - was "access to, and retention of, key talent.

Building Critical Talent Pipelines

Organizations need to define, attract, and develop critical talent. This paper outlines a 12 step methodology for building critical talent pipelines and provides insights into strategy and initiatives. It also describes the process and technology support that delivers Talent Intelligence information from defining roles to refining execution

Hiring and Onboarding: The New Business of Business Leaders

In the new millennium, leading business organizations have been capturing data about people, turning it into actionable information, and using it for making better decisions. Successful business leaders have been using talent data and insights to drive organizational success by unlocking the power of their people.

Emerging Leaders: Build Versus Buy

Concerns regarding leadership capacity and development have been heightened recently by increasing globalization, business complexity, and the impending retirement of vast numbers of seasoned leaders. This leadership gap has led an increasing number of organizations to place renewed emphasis on the development and acquisition of emerging leaders ― particularly Generation X and Millennials ― who show promise as the leaders of tomorrow.

Investments in Social Learning

Corporate learning is entering a new era of social, collaborative, and employee-driven learning. Today’s workers still need formal training but they also need a complete “learning environment” that provides support and the ability to collaborate to solve problems

Unified Talent Management: A Global View

This paper analyzes the results of a global survey of more than 900 business professionals, predominantly from mid to large enterprises in five geographic areas: US, Canada, UK, France, and Australia.

Profitable Talent Management

The economic impact on an organization from any talent management initiative can be significant. Companies that fill open positions through talent mobility reduce staffing costs

Build, Buy or Lease? Leveraging Talent Analytics to Plan for Tomorrow’s Workforce

Business is moving faster than ever. In this uncertain economy, it is often difficult to predict customer demand and keep pace with organizational change. To meet uncertain business demands, organizations need to be able to quickly reconfigure their workforces. This means collecting the right data and becoming more agile in terms of identifying talent needs, finding the right people to fill those gaps and getting them into those seats. Organizations that are most effective at developing high performing workforces conduct workforce planning, develop a build / buy / lease strategy for talent, and then leverage four critical talent sources, including current employees, new employees, alumni and contingent workers. This study covers how to do each of these things effectively and includes examples from companies such as Cargill and Savannah River Nuclear Systems.

Social Recruiting Guide: How to Effectively Use Social Networks

Social networking sites such as Facebook and LinkedIn are some of the most powerful tools available to recruiters today. As usage continues to skyrocket, more businesses are recognizing the fact that high quality candidates can be reached faster and at lower cost using social networks than traditional recruiting methods.

The Engagement - Performance Equation

Employee engagement and performance management go hand in hand. The goal is to align needs, desires, skills, and activities of employees with what the business requires to achieve results.

Learning and Development: The New Business of Business Leaders

In the new millennium, leading business organizations have been capturing data about people, turning it into actionable information, and using it to make better decisions. Successful business leaders have been using talent data and insights to drive organizational success by unlocking the power of their people.

Managing the Impact of Business Change on Succession Planning

This document outlines two ways that changes in business can impact succession planning and why integrating talent management processes can fill all your talent gaps.

The Business Impact of Talent Intelligence

Talent intelligence is a key differentiator in today's hyper-competitive world where the human capital of an organization is its principle engine of production. This report, created in conjunction with partner Human Capital Institute (HCI), is based on an extensive survey of more than 600 global organizations.

E-learning User Study: Public Segment 2012

This 2012 study reports the views from 145 public sector organizations, out of 600 surveyed, and provides insights into the application of enterprise-learning and workplace technologies.

E-learning User Study: Corporate Segment 2012

Elearning! Magazine Group, produces these annual studies to provide deeper insight into the application of e-learning.

Learning and Talent Management Systems Buyer Study 2012

This study of 245 respondents summarizes the results of the survey and provides a perspective on brand and product awareness, buyer satisfaction, ‘must have’ features and a profile of new LMS and TMS buyers. Insight into the decision-making process will also be reviewed.