External Research

Access the latest research on global talent management, leadership development and enterprise-wide change from companies and business schools inside and outside the ICEDR network. Download articles or save in your ICEDR account library.

Making Sense of Assessments in the Workplace

In this UNC Executive Development white paper, Making Sense of Assessments in the Workplace, Tony Laffoley, a Program Director at UNC Executive Development writes that good assessments can help HR and talent management professionals place the right people in the right roles, lower turnover, and increase employee loyalty. With as many as 60 percent of employees undergoing workplace assessments a year, they can be a powerful tool in an HR professional’s arsenal, but there are important caveats to consider.
This UNC Executive Development white paper:
- Discusses why employers use assessment tools;
- Offers important caveats in the use of assessment tools;
- Explores the types of assessments available to employers and what they measure;
- Explores personality assessments, in particular, and provides an overview of some of the more popular assessments (like the Myers-Briggs) available in the marketplace, and;
- Provides tips to HR and talent management professionals on how to correctly use assessments in the workplace.

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Designing Talent Management to Meet an Organization’s Strategic Needs

In this UNC Executive Development white paper, Chris Miller writes that organizations with strategic talent management programs in place generate more than twice the revenue per employee, have a 40 percent lower employee turnover rate, and have a 38 percent higher level of employee engagement than those without (Bersin, 2012). In his white paper, Chris:
- Explores why many business executives overlook or underestimate the value of having a strategic talent management process in place;
- Defines talent management and discusses why it makes sense to have a structured talent management program
- Frames talent management as part of the natural forces within an organization’s life cycle in a manner that will help HR and talent management professionals understand if and when their organization is really ready for a formal talent management strategy, and
- Identifies the business factors that support the creation of a formal talent management process, and discusses how to achieve senior leader buy-in for talent management by proposing it in a business-relevant manner through a narrative.

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A new blueprint for HR

Accenture research shows that to create a more agile business, organizations need new and more flexible HR operating models.

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Shattering the Boundaries of HR

Accenture research shows how to go beyond traditional boundaries to push talent management everywhere in the organization.

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Rethinking Total Rewards

In this UNC Executive Development white paper, Horace McCormick:
- Reviews the total rewards trends that leading HR organizations are employing;
- Examines why those organizations with integrated total rewards strategies have a competitive advantage in their marketplaces;
- Shares how adopting a differentiated total rewards system will promote career development and growth among high potential employees;
- Offers steps that talent professionals can take to launch or re-launch a total rewards strategy in their organizations, and;
- Highlights total rewards strategies success stories.

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Driving Talent Development with Data

This UNC Executive Development white paper discusses how leading-edge companies are tapping the potential of advanced human capital analytics to improve talent acquisition, employee engagement, retention, talent development, and ultimately, their bottom lines. In the paper, co-authors Kip Kelly and Gene Pease:
- Define human capital analytics and explore how companies are using advanced analytics to drive business results;
- Outline the human capital analytics continuum and explain how organizations can use it to optimize HR investments;
- Offer a five-step process for creating a human capital analytics measurement strategy;
- Explain how to create a measurement map, and;
- Provide examples of organizations successfully using human capital analytics.

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How to Cleanse a Toxic Workplace

This UNC Executive Development white paper, How to Cleanse a Toxic Workplace, written by Program Director, Kirk Lawrence:
- Provides information on how to identify a toxic workplace;
- Identifies the types of toxic behavior, including abusive supervision and workplace bullying;
- Discusses how toxic workplaces affect employees at all levels;
- Offers a 3 prong approach on how to prevent toxic behaviors in the workplace, and; - Describes how toxic workplaces can become hostile work environments

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How to Build a Successful Mentoring Program

This UNC executive development white paper, How to Build a Successful Mentoring Program, was authored by Horace McCormick, a Program Director at UNC Executive Development. In the paper, Horace:
- Discusses the benefits of effective mentoring programs and why more employers are embracing mentoring programs in their organizations
- Delineates the difference between coaching and mentoring
- Reviews various types of mentoring programs
- Offers steps HR and talent management professionals can use to launch successful and sustainable mentoring programs in their organizations

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Wired to Learn: How New Technologies Are Changing L&D Delivery

In this UNC Executive Development white paper, Wired to Learn: How New Technologies Are Changing L&D Delivery, Donna Rhode, a UNC Executive Development Program Director explores the growth of electronically-delivered learning and development, reviews and defines some of the terminology and emerging trends, offers steps L&D professionals can take to introduce these emerging technologies into their organizations, and provides practical examples of global companies using technology in L&D.

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Unlocking the Potential of On-Demand Learning in the Workplace

In this UNC Executive Development white paper, the author takes a look at how the evolution of Web 2.0 technologies has created a revolution in e-learning by empowering organizations with robust new training and development solutions with a proven bottom-line impact.

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UNC Leadership Survey 2014: How to Accelerate Leadership Development

UNC Kenan-Flagler Business School partnered with the Human Capital Institute to investigate ways organizations can accelerate the development of their leaders in their UNC Leadership Survey 2014, and the findings of this research are summarized in this white paper.

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The Recruiting Revolution: How Technology Is Transforming Talent Acquisition

In this paper, Shelly Gorman, Director of Career Management, MBA@UNC, identifies some of the major players in social media, examines the pros and cons of using social media, simulations and virtual world technologies in talent acquisition, and explores how leading organizations use these technologies in their HR practices to attract talent to their organizations.

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Ready, Aim, Coach: How HR Can (and Should) Coach Managers on Problem Employee Behaviors

In this UNC Executive Development white paper, Melodie Howard, discusses how HR can use coaching skills to help managers handle problem employees, which in turn, improves productivity and workplace morale.

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Putting Success Back in Succession Planning: The Role of Learning and Development

Identifying and developing talent to fill key leadership positions is critical in every organization, yet less than half of all organizations have succession plans. In this UNC Executive Development white paper, David Leonard, Program Director at UNC Executive Development, provides forward-looking strategies to help you develop your future business leaders, lessons to help you align your succession plans and talent development efforts, tips to help you leverage action learning more effectively, strategies for getting executive buy-in and tools to measure and report your success in succession planning

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Learning from Experience: The Missing Link from Employee Development

Learning from experience offers tremendous promise for executive development, but few organizations are leveraging executive experience in a systematic manner. James Dean, Dean of UNC’s Kenan-Flagler Business School, and Jim Shanley, a respected authority in Leadership and Executive Development, have identified a number of ways that organizations can do so and thus enhance and accelerate executive development. This white paper includes a discussion on assignment management, high-yield reflection, practice, and sharing of insights among a learning community as well as how classroom methods can significantly leverage the lessons of experience.

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How to Build Talent Faster and Better than the Competition

This eView includes three recorded interviews with three well-known Talent Management Practitioners answering the question “How can companies build talent faster and better than the competition?”. You have the option of reading the transcript of each interview or listening to them. The interviews are with Marc Effron, Corey Seitz and Jim Shanley.

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Got Game? The Use of Gaming in Learning and Development

In the UNC Executive Development white paper – Got Game? The Use of Gaming in Learning and Development, Kip Kelly discusses how HR and talent management professionals can apply gaming technology in their L&D efforts.

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Developing Real Skills for Virtual Teams

In this paper, Meena Dorr, Director of Corporate Relations for MBA@UNC, and Kip Kelly, Director of Marketing and Business Development at UNC Executive Development, explore the advantages, characteristics and challenges inherent in the virtual team concept, and they also propose three important steps for HR and talent management professionals to follow to ensure the success of virtual teams within their organizations.

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Closing the Gaps in Leadership Development

In this UNC Executive Development white paper, Brigitta Theleman writes about how HR and talent management professionals can play a significant role in developing leaders within the organization. She focuses on the importance of identifying and developing the right leadership skills and abilities within the organization, a framework that helps sustain leadership development, a continuous learning cycle for developing leaders, and examples of leadership development programs at top companies such as IBM and Unilever.

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