Research
Our research is a mix of quantitative and qualitative. We use interviews, story-telling, and focus groups to identify general trends and find common themes that can be further analyzed using quantitative methods.
We tap into publicly available data from the U.S. government and agencies in other countries. We also access academic researchers and other experts in specific areas to add depth to our analysis.
One of the hallmarks of our work is to leverage our member networks to validate and test our assumptions and insights. We often partner with members to unearth trends and to conduct research.
Current Projects
Meta-Trends and Mega-Trends in the Future of Talent
A wide-ranging survey comparing cross-industry data on what concrete actions companies are taking to improve (or not) their recruitment, development and retention of talent. Behind the platitudes, do the power structures, policies, and balance sheets reflect that talent is a priority? If so, what are the nuts of bolts of how that works. We’ll analyze the data for below-the-radar trends that could catalyze unexpected change (meta-trends) as well as cross-industry patterns demonstrating mega-trends in the talent space. Following analysis, we will take a deep dive into the findings, hold thought leader sessions on the implications, and select exemplar leaders (with special focus on medical devices, energy and discretionary consumer products) for site visits and in-depth interviews. (survey underway)
How Women are Shifting the Talent Landscape
The future workforce with an emphasis on collaboration reflects characteristics traditionally associated with women. Beyond the tired debate over the differences between men and women (and the even more tired debate over whether we should even discuss the differences) are some critical questions:Do highly successful women leaders believe that their gender has come into play? What can traditionally competitive male and female leaders learn from highly successful women who have embraced the “soft” skills of nurturing and developing talent? We have been interviewing women who have founded and/or risen to highest levels of leadership in Fortune 500 companies, as well as venture capitalists. Their stories carry subtle and surprising wisdom. (interviews underway)
Feelings Go To Work
”Managing emotions” is the old paradigm within organizations that still believe that professionalism equates to detachment. Now that we have neurological and psychological research that reveals emotion as a key component of productivity – the paradigm is shifting. Savvy leaders are viewing positive and negative emotions in a different light, welcoming “feelings at work” as indicators of engagement and new data points. Especially with Gen Y, workers increasingly are transparent about their feelings and leaders need to understand how to cope with this profound shift in communication protocols. We’ll look at companies that we have designated hot, warm, cool and cold in their approach to feelings in the workplace. (white paper under way)
When the Quirky Fit In: How Innovative Companies Support Creativity and Collaboration
Wwhat really works to engage the creativity and passion of individuals – while maintaining a group focus and workflow? The word “creativity” is emerging at the center of talent discussions—and no longer does it mean touchy-feely people or attitudes. Creativity and innovation are powerful business trends and CEOs are looking for more ways to develop a more creative workforce. Today, savvy leaders understand that personal creativity is the deep and personal motivation that leads to engagement and innovation within organizations. How can leaders tap into the power of creative energy—without the chaos that comes from the clash of individual egos? How can traditional thinkers overcome prejudice against people who are considered quirky because their ideas often are outside the norm? How can highly creative individuals thrive in more traditional organizations. Fortunately, for most individuals, the drive to be creative is balanced by a desire to belong. People’s desire to be part of the group (especially today’s economy) is the motivation that leads to collaboration. We are gathering real world stories to answer these questions, along with synthesis of the latest research on creativity and collaboration. (white paper under way)
The Engagement Zone: Where Talent and Learning Functions Merge
Being able to learn rapidly, and unlearn rapidly, are becoming critical 21st century skills. We first zeroed in on the importance of the Talent function in organizations as researchers in learning at Institute for the Future. Among our projects was “Window into Talent and Learning” forecast we created in 2000, http://www.newmango.com/01iftf/window.html: We see that in the past decade, we have come full circle. Learning becomes increasingly critical to talent as job descriptions become fuzzier, onboarding becomes more critical and culture is embedded in the way talent is developed in the best companies. And now with results-oriented workplaces, it’s essential for employees to learn without being “managed.” We are exploring best practices in aligning the organization’s talent and learning functions. How do you work together? Who drives decisions? What are the latest trends in effective corporate learning? How are organizations tapping into social networking, gaming, and mobile technologies to accelerate and improve learning experiences?
DeCoding the Real Org Chart
Titles still have an important place in organizations – “CEO, Vice-President, Manager, Senior Leader” — those titles signify where the buck stops, to people outside the work group and outside the organization. But recent research indicates that titles have very little meaning in the real-world picture about how work really gets done today. Known as the “hidden org chart,” the complex social networks within organization enable flows based on roles and relationships, not rules and titles. Many recruiters are being asked to find people with broader skills to fit general roles. Google and Facebook are among many new organizations to rely as much on hiring people with intelligence, a broad education, high motivation and interest in technology as they are to hire functional experts. Now, as we are moving into the experience economy, transparency within organizations is critical. Emerging talent especially will be tuned into authenticity and clarity about “roles” – the actual activities, responsibilities and critical communication flows. We’ll document how this shift is really working within organizations, and the results for the bottom line, using experts in social networking.
“What do we do on Monday?” The New Role of Managers in a ROWE Environment
The concept of Results Oriented Work Environment (ROWE) has hit the ground running in government and the business world, including global pioneers in ROWE who are members of our Future of Talent Community. Without tracking and measuring the process of how, where, and when people get their work—what is the new role of management? Employee empowerment? Coordinating activities? We will talk with people who are experiencing success with ROWE to capture the emerging best practices, and check in with business schools to see if they are redefining management practice as the result of this sweeping trend.
