Industry Research

Several global and domestic drivers of change are impacting on the economic environment in which Irish enterprises operate. Enterprises need the right skills, knowledge and competences to successfully compete in domestic and international markets.
Employees need continuing upskilling for sustained quality employment and wage growth. This article provides a benchmarking analysis of the level of in-company training and development within Irish enterprises.

Conversations About Change: Leading and Managing Change at Case X - Bob Morton, ODHRM Consultants Ltd; Rick Holden, Liverpool Business School
That organizational change is problematic and challenging is generally acknowledged. Yet there remains a dearth of real, industry, and organizationally based case studies addressing problems, pathways, and practice experience. This article provides a reflective account of practice in relation to the leadership and management of organizational change within one part of a global chemical manufacturing company.

CIMA - Joining the Dots
Senior leaders require new skills to make effective decisions in today’s fast-paced and uncertain business environment. Business leaders put limitations in their own skill-sets among the top two biggest problems when it comes to making more effective decisions, with 28% acknowledging the need for new skills to meet the demands they face today. They recognise a need for improvement and greater support in four key areas in order to work effectively: interpreting new data sources; learning from past outcomes; enabling challenges to traditional thinking; and ensuring deeper collaboration between themselves and with employees.

How the Workforce Learns in 2016 - Degreed Paper

To help L&D teams better engage employees, Degreed surveyed 512 people to understand how today’s workforce really builds their skills and fuels their careers. Here’s what we learned about the demand for learning and development.


How Great Organisations Welcome New Employees - A complete guide to best practices for onboarding new employees

In some organizations, the onboarding process is limited to the employee’s first few days of work, and involves little more than filling out some payroll and benefits paperwork, and completing some mandatory training. In others, the process extends up to a year and is thought to start at the recruiting and hiring experience. And some still have no formal onboarding process at all.


The Value of Ongoing Performance Management - Brandon Hall Group

Performance management often is inconsistent and ineffective. According to recent Brandon Hall Group research, less than 50% of organizations have a formal process in place. The annual performance evaluation is a negative experience for managers and employees.

How to create an effective Workforce Management Strategy – White Paper

With rapidly changing business conditions, organisations need to formalise strategies around workforce management. Your workforce management strategy needs to focus on all the activities that are required to manage and sustain a productive, cost-effective and happy workforce.

Real World Leadership Report

Korn Ferry commissioned a comprehensive, global survey of views on leadership development in July and August of 2015. The survey generated more than 7,500 responses from 107 countries, with broad representation from markets such as North America, the UK, continental Europe, Australia, and Asia.

Bersin Talent Management Model

Research identifies a new vision for talent management maturity; we find that a full 70 percent of organizations surveyed have low talent management maturity—and are missing out on the potential financial, business, and talent benefits of higher maturity. Recent research involving 454 global organizations lays out a roadmap to next-generation talent management maturity

Despite being viewed as a major construct at the heart of human resource development (HRD), considerable complexity, confusion, and ambiguity exists regarding the conceptualization of development. The notion of development has attracted interest from a wide array of fields including HRD, adult education, psychology, management studies, and organization theory. As a result, there is little consistency in how development is understood, conceptualized, or tested.

Mobile Learning in the Workplace Report

2013 was the year when mobile learning (mLearning) became the norm rather than the exception. With seven out of ten businesses now adopting mobile learning solutions, the factors that influence success are becoming clear. This report gives practical ideas to help address the perceived challenges faced, build confidence in the results and support the implementation of mLearning in the workplace.

The Antecedents of Leadership Development Practices in SMEs: The Influence of HRM Strategy and Practice

Thomas Garavan, Sandra L. Williams along with Ronan Carbery and Fergal O'Brien have put together a paper in conjunction with the UFHRD Conference held in 2015

The Antecedents to Knowledge Exchange in Organisations - A Psychological Contract Perspective

Ultan P. Sherman has put together a paper in conjunction with the UFHRD Conference held in 2015

IITD Talent Management Survey Report

In the summer of 2015 IITD conducted a survey inviting members to engage on the subject of Talent Management.

L&D Practitioners Lack Skills to Execute Good Evaluation Practice

A recent survey, conducted on behalf of IITD by Maynooth University, suggests that we are not pulling out all the stops when it comes to evaluation of training

How Companies are integrating Financial and Human Capital Reporting

This report 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.