Hudson invests in thought leadership on critical business topics to give you a better insight into the factors influencing your work force—as well as potential solutions to assist you in overcoming the talent management obstacles companies face on a daily basis.
White Papers: In-depth Reports
In today’s competitive business environment, one of the most important tools any organization has is its people – and that is only going to become more crucial as the talent shortage heats up. To help you understand what is needed to attract, engage and retain key employees, Hudson conducts research based on comprehensive surveys and qualitative analysis.
Tackling the Economic Crisis - Has HR Learned from the Past?
In March and April 2009, Hudson conducted a survey of over 500 HR and business leaders in more than 30 countries worldwide to explore how HR priorities and challenges have changed during the global economic downturn. Hudson’s study indicates that during this current economic crisis, the focus is not only on cost cutting through right-sizing, but also on talent engagement, talent development, and the retention of talent key to the organization’s success.
The Sales Profession in an Economic Recession
Given the precarious business climate, most companies today are focusing on how to generate more sales. However, the reality is that their customers are spending less, and even highly skilled business developers are facing an uphill battle. At the same time, employers are cutting costs as sales fall. Consequently, they may need to consider changing the way they compensate and incent their sales force.
Women in Management:
New Perspectives on Career Goals &
Aspirations
It’s no secret that women are still a minority among the ranks of senior management. With U.S. companies soon to be facing a dramatic talent shortage, resulting from an aging workforce, years of low birth rates, low unemployment and other factors, it is more critical than ever for employers to retain female middle managers and advance their careers.
To better understand what drives these women, Hudson conducted an extensive, multi-faceted study which included online surveys of female and male managers as well as in-depth interviews. The goal of the research was to determine what distinguishes women who aspire to upper management from those who do not; how women’s career aspirations compare to men’s; and ultimately, what companies must do to develop promising female talent into top business leaders.
The
Ambition Divide: Differences Define Women’s Career Aspirations
Surprisingly little research has been done on the career aspirations of middle managers. How do they define success? What positions do they aspire to? How well do they balance work and non-work activities? What motivates them to seek career advancement? What obstacles stand in their way? This paper answers these key questions, providing insight into how companies can retain and advance women.
Age and
Aspirations: How Female Managers View Their Careers
As women age and advance in their careers, how do their career aspirations change? This paper looks at how age affects the way female middle managers approach their careers and define success, and what it means for employers who are competing for talent.
Advancing
Women into Senior Management: How to Inspire Aspirers
A one-size-fits-all approach to managing talent is no longer sufficient in today's talent-short environment. This paper offers recommendations for companies who recognize that advancing women into executive-level positions is a competitive imperative. It also identifies what companies do wrong when it comes to retaining top female performers and grooming them for senior leadership.
Rising above the Average: Hudson’s 2007 Compensation and Benefits
Report
This is the third annual report on this topic, examining how the work force perceive their remuneration package and their employers’ compensation strategy. In the face of a pending talent shortage, recruitment and retention has become the top priority for employers, and compensation is an inevitable part of that equation. To further examine this issue, the 2007 Report looked at the prevalence of pay for performance systems, employees’ opinions on executive compensation, retirement planning, and how entrepreneurial organizations compare to large companies in terms of pay and benefits. Additional materials are available at Workplace Surveys.
Engaging
Employees: Going the Extra Mile
As the demand for knowledge workers increases daily and the notion of “employment for life” is long gone, employers are challenged to make the most with their workforce. This paper examines strategies to ensure top performers are fully engaged and working to their full potential.
IPros
Play Growing Role in Meeting Talent Needs
The growing population of IPros (knowledge workers not tied to a single employer) are increasingly filling in skills gaps and providing long-term project support on strategic initiatives. In this paper, major employers, share their experiences and best practices for working with this important sector of the workforce.
Millennial Professionals: Eager to Make Their Mark
After conducting in-depth one-on-one interviews with professionals in this generation, Hudson was surprised to learn that younger employees often get along quite well older co-workers; they are definitely not just out for themselves they do not run every decision past their parents; and they have very little desire to shoot up the corporate ladder.
