Using people analytics data can help your organization to prioritize investments in human capital development to get the best possible business results.
Understand why organizations invest in the $2 billion executive coaching industry, with over 70% of formal leadership development programs including coaching. Paper addresses investment rationale and evaluation challenges organizations face in measuring coaching effectiveness.
Learn how companies use data analytics and network analysis to understand organizational patterns and revolutionize change initiatives. Research demonstrates how data science transforms organizational development and enables evidence-based change management strategies.
CCL conducted an organizational network analysis to measure and map the informal structure and relationships that support, or inhibit, organizational culture change.
Understand how multilevel structural equation modeling software can help validate multisource feedback. Study applies a novel statistical approach to our Benchmarks® 360 instrument to account for complex nested data structure.
Learn how CCL partnered with the South Carolina Dept. of Education to create a leadership development program for school administrators to improve outcomes in schools across the state.
Examine the effectiveness of European leadership development programmes through evaluation research. Study assesses programme impact, developmental outcomes, and factors contributing to successful leadership development across European organizational contexts.
Investigate leader behaviors predicting career derailment potential through multi-analytic methodology. Study identifies specific behavioral patterns and competency gaps associated with increased derailment risk, providing early warning indicators for intervention.
Understand the Cumulative Change Scale measuring workplace change accumulation. Research develops an instrument assessing employees’ exposure to multiple organizational changes, revealing cumulative impact patterns on attitudes, wellbeing, and performance.
Examine evidence reconsidering the equivalence of multisource performance ratings across rater sources. Study investigates whether peers, subordinates, and supervisors provide interchangeable information or unique perspectives requiring differential interpretation.
