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Case Studies with this logo are immediately and permanently available online. Unrestricted use, distribution and reproduction in any medium is permitted, provided the Case Study is properly cited.
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The full text of Case Studies labeled 'free' is freely available online to registered users
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Access to the full text of these Case Studies requires an online subscription to in order to read and print.
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HRshopper Research Center - Case Studies |
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Metrics in Recruiting: The Real World
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By David Creelman |
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Summary
There is a lot written about recruiting metrics. It’s easy to find articles advising what organizations should do, but harder to find information on what they actually do-and how it is done.
About Author
David Creelman
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Key Performance Measures: An Implementation that Works
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By David Creelman |
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Summary
Almost all performance management systems share two characteristics. Associates hate them and managers think they are a waste of time.
About Author
David Creelman
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Federated Department Stores: Solving High Volume Recruiting Through Self-Service Technology
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By John Chaisson |
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Summary
WetFeet and Federated Department Stores join forces to build a state-of-the-art interview schedule management system that creates the market’s first high-volume candidate-driven interview management tool.
About Author
John Chaisson
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Investing in People who Invest in People
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By David Creelman |
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Summary
Put your money where your mouth is” may be a well-warn taunt, but not one that manifests itself very often in the human capital space.
About Author
David Creelman
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The Best Place to Work: Real Challenges, Real Payoffs
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By David Creelman |
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Summary
Pearson Education has repeatedly earned a place on Working Mother magaine’s “Top Best Companies for Working Mothers” list.
About Author
David Creelman
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Wynn Casino Las Vegas-Hi-Touch, Hi-Tech at Big Numbers
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By Allan Schweyer |
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Summary
During the past two decades, Arte Nathan has built a reputation as one of Las Vegas’ most innovative HR professionals.
About Author
Allan Schweyer
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The Changing Nature of Leadership
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By Andre Martin |
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Summary
The Changing Nature of Leadership
research (CNL) began in Fall of 2003 with
the purpose of exploring the current field
of leadership and forecasting future
trends. CNL utilized an exploratory, multimethod,
cross-national data collection
process focused on two main questions:
Are leaders currently facing
challenges that go beyond their
individual capabilities? If so, what
are these challenges? How do they
overcome them?
How has the definition of effective
leadership changed over the last
10 years? Is there a movement from
leader development toward
leadership development?
To best answer these questions, CNL
relied on several interdependent streams
of research/innovation:
Survey Research: An online survey
was administered to 128 participants
that focused on organizational
challenges, reward and investment,
and changes to the definition of
leadership.
Interactive Classroom Research: An
innovative data collection process
(called wall chart continuums) was
used with 389 respondents to test 11
constructs of organizational leadership
to see if there has been significant
movement from five years in the
past to five years in the future.
About Author
André Martin is an Enterprise Associate
with the Center for Creative Leadership®
in Colorado Springs. With his background
in team performance and
organization development, André acts as
lead faculty for the Center’s Leadership
and High-Performing Teams program
and a key design team member of the
Navigating Complex Challenges program
(NCC).
Additionally, André is the project
manager for two leading-edge research
initiatives aimed at exploring both future
leadership trends and team leadership in
the twenty-first century. André holds a
master’s degree and Ph.D. in Organizational
Psychology from Saint Louis
University.
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Emerging Leaders Research Survey Summary Report
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By Prepared by Ross DePinto, |
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Summary
Despite what is seen on television, heard on radio, and written in newspapers, magazines, books,
the differences between generations are not as stark as we have been led to believe. Though
there are some real differences (e.g., older people are more likely to be married and to be higher
in organizational hierarchies than are younger people), there are at least as many similarities
(e.g., almost everyone believes they are contributing to society in their current jobs) as there are
differences. We recommend that people treat potential generational differences as they do every
other possible demographic difference – very, very carefully, and without relying on stereotypes.
About Author
reprinted with permission
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