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Enter the research center to find the latest research on human resource issues that matter. You'll find most of the articles, case studies and white papers provide actionable insights, and will assist you in making sure your approach is backed up by the latest best practices, survey results and scientific conclusions.
 

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HRshopper Research Center - Case Studies
 
  Metrics in Recruiting: The Real World
    By David Creelman
  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
    By David Creelman
  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
    By John Chaisson
  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
    By David Creelman
  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
    By David Creelman
  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
    By Allan Schweyer
  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
    By Andre Martin
  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
    By Prepared by Ross DePinto,
  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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