Leadership Mirror^®: Deeper Dive

This report presents findings from the IndustryWeek/Manufacturing Performance Institute (MPI) 2004-2005 Census of Manufacturers, which includes data from more than 1,000 manufacturing plants. DDI corroborated this data based on our work with manufacturing organizations.

Study of 2700 buyers across 6 countries finds that poor perception of the sales profession creates hurdles for salespeople and their employers.

In order to understand how people responsible for corporate buying decisions feel about their interactions with salespeople, DDI has conducted a major Global study.

Looks at results of 6-day training program with selection and leadership components.

The primary focus of this survey was to explore interpersonal trust in the workplace (for example, between peers and leaders).

Examines an efficient, accurate process for hiring new store managers featuring Leader Career Battery.

This paper presents an analysis of participants’ perceptions of DDI’s assessment center process. Assessment centers have a greater impact when they appear to be job relevant and results of this analysis suggest DDI’s assessments are achieving this goal.

A study exploring how hiring managers think they’re doing in the interview process and examining candidate reactions to interviewing practices.

Introducing a leadership development program to help them become an employer of choice.

Targeting leader skills to improve recruitment and interviewing.

Using Targeted Selection to yield a greater number of viable candidates through the screening process.

Improving leadership competencies to implement a high-involvement culture.

Giving front-line leaders a broader understanding of business operations with DDI's Making Sense of Business.

Your staff is your only guarantee in a health care environment. Your people have to be your one constant to ensure that your organization delivers high quality care while constantly improving patient safety, patient satisfaction, and reducing errors—all in a cost effective manner.

What’s the secret to selecting great leaders? These organizations know. This report highlights a number of organizations in various industries that took steps to improve the selection and promotion of frontline leaders to ultimately advance the organization as a whole.

Aligning a hiring system to other HR systems through competencies.

Running of series of Acceleration Centres for 61 middle managers as part of its commitment to leader development.

Program for developing critical skills that would set up new and emerging leaders for success.

Looking at BDC's Practicing Leaders Transitional Leadership Program, a 4-month comprehensive program using behavioral assessment, formal training, learning journals, and manager coaching.

Exploring the impact of their Getting Results Workshop, created from DDI courses to address the needs and competencies identified as important for employees’ careers.

Instituting a new Performance Management Process to deliver financial benefits and employee engagement.

This document summarizes past DDI research regarding ability to produce behavior change. Summarized results state

A leadership development program founded in IM:EX was implemented for frontline leaders.

Looking at an executive assessment and development process to prepare high potential leaders to step into future vacancies at higher organizational levels.

Examining a proactive training program to strengthen leadership and to improve quality, reduce turnover, and enhance the overall culture of the organization.

Exploring a comprehensive leadership development program for managers to provide the skills to coach, manage, and lead their teams effectively.

Leadership development program that would have the most direct impact on their performance and that of their direct reports.

Creating the Conditions for Sustainable Innovation

Examining leaders’ ability to drive the innovation that today’s organizations so desperately need.

To better understand HR’s perspective on mid-level leaders, DDI and the Human Capital Institute (HCI) launched research “Mid Level Managers: The Bane and Salvation of Organizations”.

How do DDI’s succession management clients perform against the competition? Find out in The Aberdeen Group’s new Research Brief.

DDI distributed a survey to the attendees of The Conference Board’s 2006 Talent Management Strategies Conference. The key findings of that survey are in this report.

Research conducted by Aberdeen and DDI on learning and development for front-line and mid-level managers uncovered key strategies, learning delivery methods, and critical content areas utilized by top-performing organizations for the development of front-line and mid-level managers.

Delivering Top Talent Through Employment Testing

Discover how using Targeted Selection® to transform the interview experience can ultimately impact organizational performance.

Looking at training programme, Managing@Dell, to focus on performance management and people management skills.

An Institute of Executive Development/DDI Research Report

This study spotlights just a few of the evidence-based business results realized from recent employment testing and assessment engagements with DDI clients.

Comprehensive development program that focuses on maximizing performance and employee development.

Ramping up front-line supervisors to help drive realization of EG&G’s total mission success.

Examining an organizational development program that improved engagement as well as the coaching and management skills of leaders.

DDI and the Society for Human Resource Management (SHRM) surveyed 215 HR professionals and 862 workers in China to find out why Chinese employees stay or leave — and what organizations can do to retain talent in China's burgeoning economy.

Customized Leadership Excellence program to retain the right people while providing them with skills for success.

Results of Fifth Third's Fundamentals of Leadership development program for emerging leaders.

Development process for strategic, operational and front-line leaders.

New DDI research uncovers the challenges facing today's frontline leaders.

DDI designed and implemented a selection process featuring its Sales Insight Inventory (SII).

Generation Y (a.k.a. Gen Y, Generation Next, or Millennials) comprises roughly 25 percent of the world’s population, numbering over 1.7 billion (Puybaraud, 2010). This group of individuals is now in the workforce and they are making their presence known. But are organizations taking advantage of all this generation has to offer? The research would say no.”This brief focuses on differences regarding age/generations that were uncovered in the forecast study.

This research report offers a guide to establishing the HR processes needed to successfully launch new plants in the auto and auto component sectors. Highlighted are the six best practices and strategies as well as the challenges facing start-up executives. Fifteen respondents from around the world were surveyed by The MPI Group about their experiences.

This report looks at how organizations build their leadership pipeline and plan for successions.

Global Leadership Forecast 2008|2009 examines what’s behind such a pessimistic view. It uncovers five major shortfalls in leadership development around the world and recommends vigorous approaches for improvement.

Global Leadership Forecast 2011 examines what’s behind such a pessimistic view. It uncovers five major shortfalls in leadership development around the world and recommends vigorous approaches for improvement.

DDI’s Global Leadership Forecast 2011 is the biggest study of its kind, involving over 2,600 organizations in 74 countries. Nearly 1,900 HR professionals and 12,500 leaders participated. It is the sixth forecast we have conducted biannually since 1999. This Executive Summary highlights a handful of key findings.

Development to help leaders become more effective in today's global marketplace.

The survey asked executives to assess their leadership, pinpoint important leadership qualities, and specify the obstacles to effective talent management

Trainees reported a 45 percent improvement in the number of leaders displaying positive leadership behaviors after attending the Training Checkpoint program.

DDI presents this report on the current status of recruiting and hiring talent in the health care industry. As the ongoing “war for talent” heats up, the competition for a limited pool of health care workers becomes ever more painful—the theme for this report.

Development for 24 engineers in management positions.

DDI recently polled over 800 HR professionals and leaders in the health care industry. When we compared health care responses to a sample representing those in other U.S. industries, the health care sample frequently came out ahead. There are still some trouble spots, namely succession management. Read more about the health care’s highest highs and lowest lows when it comes to talent management.

Looking at a comprehensive assessment built around the competencies needed for success at the director level.

Global evaluation of Holcim's Leading for Accelerated Performance and Growth (LEAP) leadership development program.

A special report from DDI that explains gender discrimination in the 21st century workplace

Provides timely insight into what HR executives have planned for 2009.

This document summaries past research on DDI's ability to select high quality candidates. Results state

Examining DDI's FastTrackSelect™ (FTS), an online system to attract, screen, and manage applicants for sales representative positions.

DDI's tool, Training CheckPoint was used to examine the impact of the development program.

This piece is a brief executive summary of the 1998 HR Benchmark Group's study of job/role competencies in the workplace.

In surveying 292 organizations, the objective was to study how organizations identify and use job/role competencies and how their application affects organizational outcomes.

Research conducted by Aberdeen and DDI on Learning and Development for Front-line and Mid-level Managers in China uncovered key strategies, learning delivery methods, and critical content areas utilized by top-performing organizations for the development of front-line and mid-level managers.

Research conducted by Aberdeen on Learning and Development for Front-line and Mid-level Managers in India uncovered key strategies, learning delivery methods, and critical content areas utilized by top-performing organizations for the development of front-line and mid-level managers.

Research around the Patient Services Career Battery developed by DDI for use as a tool to select applicants into Patient Services positions within the client’s facilities.

Improving basic leadership skills allow all managers to understand and practice the company’s standard of managing with dignity and respect.

Leaders speak out about the challenges they face during a promotion.

Leaders speak out about the challenges they face during a promotion.

This Global Leadership Forecast 2011 sub-report shares data comparing China and India. We compare and contrast the two countries on a few of the dozens of key areas evaluated in our core research.

Study of 14 clients across various industries regarding bottom-line impact of leadership development systems. Forty percent of organizations reported a return between $50,000 and $200,000.

This reduced version of the DDI Leadership Benchmark Study examines leadership from the perspective of over 2,000 leaders, associates, and HR executives at 50 organizations.

This study examines leadership from the perspective of over 2,000 leaders, associates, and HR executives at 50 organizations.

This study examines leadership from the perspective of over 5,500 leaders, associates, and HR executives at 187 organizations.

This study examines leadership from the perspective of over 5,500 leaders, associates, and HR executives at 187 organizations.

Benchmarking Survey of 117 HR representatives, 1572 leaders, and 1461 associates from 14 countries around the world.

Benchmarking Survey of 117 HR representatives, 1572 leaders, and 1461 associates from 14 countries around the world.

This is DDI's fourth leadership study in a series, with trend research spanning six years. The newest forecast is unique in several respects:

This study evaluated several aspects of leadership in China with a focus on these issues: 1. Leader skills. 2. The culture of leadership. 3. Leaders’ ability to identify and select talent.

This summary illustrates the effectiveness of DDI leadership development programs at four levels of evaluation: program reactions, knowledge skill changes, behavior and performance changes, and organizational impact (including ROI).

Is the US a leadership superpower? This Global Leadership Forecast 2011 sub-report examines how the US stacks up against other countries around the world when it comes to leadership. This brief examines quality of leadership, organizational bench strength and innovation as a leadership skill.

This study evaluates the readiness of leaders in Singapore to address key leadership challenges in a changing business landscape. Based primarily on DDI's own data obtained through our robust assessment center methodology, personality inventories, and 360-degree feedback process, this study provides unique insights and a more realistic snapshot of leadership readiness.

As DDI Australia approached its 30th year of operation in Australia, it was time to become a little sentimental, and reflect on the changing needs of business leaders over that time and to formulate key insights that will help today’s leaders face the challenges of tomorrow.

This report looks at what Best-in-Class organizations are doing—the content being provided, the learning delivery methods being used, and the tools and capabilities put in place—to develop their front-line and mid-level managers.

This global research study was conducted at the end of 2011 and surveyed individual contributors to find out how well their frontline leaders interacted with them. The study focuses on the interaction essentials and offers best practices for improving frontline leaders' interaction skills.

This paper summarizes the panel discussions at The Conference Board, Talent Management Strategies China/India Pre-Conference Seminar from March 2006.

This executive summary overviews performance management practices from 278 companies and 3,600 employees and managers.

This color summary presents detailed findings from the 2003 HR Benchmark Report on Performance Management.

Development solution to build skills that maxmize employee performance.

These research results show how organizations attribute $24 million in positive changes a year to MAX. MAX positively affects employee productivity and customer satisfaction.

Examines the results of McKesson's program, 365 to High Performance, which includes 6 IM: EX® courses.

A unique, multifaceted succession management initiative to identify high-potentials and prepare them for senior-level positions.

DDI and HCI have published a new study on HR’s perspective on the challenges middle managers face in today’s organization. Read more on the findings, which include low levels of engagement among this critical level and a less than positive outlook for the future.

This report was co-sponsored by DDI and the New Talent Management Network. It is an annual review of the trends in the discipline of talent management.

Customer service training to build a service culture.

Organizational development program that made a significant impact on its leaders’ ability to create an environment that is open, efficient, and engaging.

Development to keep ahead of industry competitors.

Implementing a performance management system consistently organization-wide.

Overall, ROI impact summary of 52 organizations implementing one or more of the following DDI programs: Leadership Development, Service Culture, Targeted Selection, or Workforce Effectiveness.

Supplying greater opportunities for employee professional advancement and personal development to drive company growth.

Becoming more effective in the marketplace through leadership development.

Patient Services Career Battery Realization results at a large group of teaching hospitals are examined in this research results document, including the relationship of the PSCB to job performance, job satisfaction, and more.

A general summary of results for all DDI interventions. Focus is on results pertaining to Return on Investment (ROI) analyses and behavior change after administration of DDI interventions.

This survey for the China region was conducted with the purpose of examining the local performance management practices and the respondent’s prediction on future practices.

This document shows the monetary impact of Maximizing Performance on 15 organizations across various industries. Respondents were asked to compare MAX to their previous performance management system.

Development to retain right people and help them drive performance.

A systemwide curriculum to demonstrate strong leadership capability, engage staff, and meet or exceed organizational goals.

Developing senior leaders show significant improvement in critical leadership behaviors and in organizational outcomes.

Developing associates lead to significant behavior change and improvements in organizational outcomes.

Comprehensive development program focused on a unique set of leader competencies.

According to DDI’s Pulse of the Workforce research, half of workers feel their jobs are stagnant. Read more about how they feel about their jobs, their opportunities for growth, engagement levels, and skills they desired to develop.

Are mid-level leaders getting the development they need to face today’s unparalleled challenges? Do organizations effectively support leaders’ transition into crucial mid-level roles? And, are they selecting those most likely to succeed in the first place? This collection of contemporary research says: not always.

This survey was conducted in conjunction with the Electronic Recruiting Exchange (ERE) and may be considered a follow-up to DDI's 1999 HR Benchmark Recruitment and Selection survey.

This executive summary provides information about the Recruitment and Selection Survey Report conducted by CABER.

This study, based on responses from 162 members of DDI's HR Benchmark group, demonstrates that effective recruitment and selection of candidates leads to retention of satisfied employees.

This document summarizes past research on DDI's ability to reduce turnover. Overall findings state.

DDI's clients have confidence that their test results accurately predict success for their organizations. This document represents validation study results from various companies in a number of industries that have used our pre-employment assessments

This executive summary provides information about the Retaining Talent Benchmarking Study conducted by DDI's HR Benchmark Group. Responses were gathered from 745 employees and 118 HR professionals.

This piece is a brief summary of the 2000 HR Benchmark Group's study of retention practices.

Results include current turnover rates and trends, costs of losing and hiring employees, top reasons why employees leave, effective retention strategies, and links between retention and organizational performance.

Building leadership skills for a tight economy.

This paper compares U.S. and Thai candidate reactions to the Targeted Selection interview process and outcomes. It also compares managers' reactions to using Targeted Selection interviews in Asia and the U.K.

Study of 14 clients across various industries regarding bottom-line impact of Targeted Selection. Positive outcomes associated with the use of Targeted Selection ranged from $1,000 to over $2 million.

This document provides a quick oveview of the 2004-2005 Selection Forecast study with selected findings.

This 2004 study involved 348 organizations and over 1,500 leaders from 13 countries. Contents include 31 key findings in areas such as retention, competition for talent, best practices in hiring, system quality, and quality of hires.

DDI and Monster’s Selection Forecast 2006-2007 shows that today’s job market is increasingly in the hands of the candidate.

These research results show how Sensis Australia experiences a $2.2 MM ROI by better managing staff performance.

Comprehensive leadership curriculum, reflecting its commitment to personal and career development.

Customer service skill development to help realize its customer commitment charter.

Performance management system that helps employees focus their performance and provides organizational clarity by linking individuals’ performance to the organization’s goals and values.

Multifaceted solution designed to enhance leader competence, improve selection accuracy, and address leaders’ long-term development needs.

This executive summary overviews the best practices leading companies are using to assess and develop their mid-level leaders. What practices have the most impact? What doesn’t work? Which organizations can we look to as leaders? You’ll find the answers in our new study.

This study identifies the best practices leading companies are using to assess and develop their mid-level leaders. What practices have the most impact? What doesn’t work? Which organizations can we look to as leaders? You’ll find the answers in our new study.

Summarizes the purpose and findings in the Succession Management Practices Survey Report.

Investigates how organizations make succession decisions, determine which characteristics of succession management plans affect organizational effectiveness, and determine how succession management approaches affect organizational outcomes.

Examines what best in class companies are doing that’s different from average and laggard companies when it comes to succession management.

Over the last two years, Development Dimensions International (DDI) and the Manufacturing Performance Institute (MPI) have published new groundbreaking research on the HR practices of China manufacturers.

This study was completed in partnership with Industry Week and MPI (MPI is a small consulting company owned by John Brandt, former editor of both Industry Week and Chief Executive).

DDI and the Human Capital Institute surveyed 769 HR executives, directors, and managers in the U.S. and Canada to determine their perceptions on the workforce of the future, the impact of globalization, and the changing demands and roles of leaders in the global economy.

DDI and the Human Capital Institute surveyed 769 HR executives, directors, and managers in the U.S. and Canada to determine their perceptions on the workforce of the future, the impact of globalization, and the changing demands and roles of leaders in the global economy.

Summarizes results from various industries using Targeted Selection. Shows how TS reduces turnover, predicts on-the-job success, helps management make better hiring decisions, improves interviewing skills, and leads to improved customer satisfaction.

Discover how using Targeted Selection® to transform the interview experience can ultimately impact organizational performance.

To ensure long-term success of newly hired or promoted managers, a four-day program called Leadership Skills for Managers was offered.

Using Web-based training to expand options and reduce costs.

Tenet needed leaders to demonstrate competency in skills key to the success of the organization so they created the Tenet Leaders Program for front-line to CEO.

Customized Performance Management to create an accountable and productive culture aligned with corporate strategy.

DDI and The Economist new global study on how top executives in ten countries are nurturing the leaders of tomorrow.

This piece is a brief executive summary of the 2000 HR Benchmark Group's study of the globalization of human resouce practices.

The purpose of the study was to investigate how organizations conduct HR practices in multiple locations and determine the challenges that organizations face when trying to globalize their HR function and practices.

In this study we surveyed 119 mid- and senior-level leaders from 22 organizations who had participated in some type of executive assessment center.

These research results examine reactions from over 1,000 participants in DDI’s Strategic Leadership Experience

To gain a better understanding of how mid-level leaders feel about their jobs, the skills required for success, their level of engagement and loyalty, and their plans for the future, DDI conducted a global survey of 2,001 mid-level managers in January-February 2010.

When it comes to skills required for success, their level of engagement and loyalty, and their plans for the future, how similar or different are middle managers in South East Asia compared to their global counterparts? DDI conducted a global survey of 2,000 mid-level managers and nearly a third of the leaders surveyed were from Malaysia, Singapore and Thailand.

When it comes to skills required for success, their level of engagement and loyalty, and their plans for the future, how similar or different are middle managers in Australia compared to their global counterparts? DDI conducted a global survey of 2,000 mid-level managers and more than 15% of the leaders surveyed were from Australia.

This HR Benchmark series study includes responses from 139 organizations from 15 countries concerning the state of e-Learning practices.

This HR Benchmark series study includes responses from 139 organizations from 15 countries concerning the state of e-Learning practices.

This trend research study highlights findings from a study, in partnership with HRoot, of data collected from more than 540 HR professionals and business leaders in China, and a series of follow-up interviews. Examined here are the priorities, challenges, and areas of talent focus for State-owned, Foreign-owned, and Private-Owned Enterprises.

This trend research study highlights findings from a study, in partnership with HRoot, of data collected from more than 540 HR professionals and business leaders in China.

This report compiles data collected by DDI's Training QuickCheck tool that demonstrates the value of IM:EX training in 11 small- to medium-size organizations.

Customized customer service to retain more customers.

Customized development for new and experienced leaders plus a parallel senior management orientation session to develop process champions to ensure success.

Aggregates data from 22 organizations to demonstrate the value of IM:EX® on leaders and their teams, and proves that behavior modeling still works.

In the last 10 years 2 million more women than men graduated from college in the United States. In addition, 70 percent of current high school valedictorians are women. Yet, the further up the management ladder you go, women continue to be increasingly underrepresented. This brief focuses on differences regarding gender that were uncovered in DDI's Global Leadership Forecast 2011.

This report compiles research results and the bottom-line impact that organizations have experienced using DDI’s workforce development tools. Studies conducted on the following products are included in the report: Techniques for a High-Performance Workforce, Service Plus, Maximizing Performance, and OPAL.

Provides a summary of the background, purpose, findings, barriers, and participant profile of the study conducted by CABER.

The purpose of this study was to investigate organizations' current workforce development practices and determine which system characteristics or qualities predicted success.

DDI conducted a study of 12 clients across various industries regarding the bottom-line impact of DDI's workforce effectiveness practices. This study assessed the performance of DDI interventions versus other interventions they had previously used. The range of return on investment (per person) was $2,227 to $6,964. All organizations (100%) reported a positive impact on productivity and quality.

Selection system design with competency/job analysis and interviewing training.