“42.7 percent of all statistics are made up on the spot.”
Another addition of leadership and talent management “facts” from all over the world. Some intuitive and some not….what do you think?
1. Only 2 percent of human resources executives say yearly evaluations are useful, according to a recent poll of 2,677 people (made up of 1,800 employees, 645 human resources managers, and 232 CEOs) by San Francisco-based rewards-and-recognition consulting firm Achievers. Only 24% of all employees believe they receive immediate, on-the-spot feedback but 54% of CEOs believe they do.
2. In a recent survey of 1,200 employees and face to face interviews, researchers at the IE Business School in Madrid found that 75% of young leaders look for other jobs during their fist year. The biggest discrepancies in what they want employers to do for them but aren’t being provided include mentoring, coaching and training opportunities.
3. The 2012 Aflac WorkForces Report of nearly 1,900 benefits decision-makers and more than 6,100 U.S. workers found that those who were looking for a new job reported being a hard worker (90%), high achiever at work (79%), highly educated (73%) and ambitious to get ahead (64%). About 35% of those survey don’t believe their company has a great reputation and are likely to leave in the next 12 months.
4. According to the 13th annual Transamerica Retirement Survey (3,600 U.S, workers with 10 or more employers) 53% reported that they would leave their current employer for a nearly identical employer with better retirement benefits. Over half (54%) plan to continue working after they retire and 56% plan to work past the age of 65.
5. The 2012 survey from the Chartered Institute of Personnel Development (CIPD) in the UK revealed that almost 75% of those responding reported that senior leaders lack management skills and competence. The top three learning and development practices that respondents believe are most effective include: 1) In-house developed programs (52%); 2) Coaching by line managers (46%); and On-the-job training (39%).
6. A new Towers Watson research paper is shedding some light on what attracts employees to an organization (and what keeps them there after they’ve joined.) The 2012 Global Workforce Study includes responses from 32,000 employees in 29 markets around the world.
The top drivers of retention included: Salary, career advancement opportunities, relationship with one’s boss, trust in senior leaders and manage/limit work-related stress.
Only 17% reported being “detached” and 26% were completely disengaged.
7. In a recent 2012 survey by Institute for Corporate Productivity (i4cp) of 610 representatives from various industries, 360-degree feedback assessments were the most popular way to assess leadership followed by the MBTI (68%) and the DiSC (61%). Seventy five percent of organizations reported combining two or more assessments.
8. According to new research from employee survey specialist ETS , “almost half of the workers sampled (43 percent) felt that they are better people managers than their own boss and 23 percent say that management standards are getting worse. Furthermore, nearly a quarter of employees (22 percent) don’t think their boss has adequate people management skills.”
9. In a recent survey conducted by CareerBuilder with more than 2 000 US employers and almost 4 000 US employees, it was revealed that 58% of managers hadn’t received any form of management training. This finding most likely explains why 26% of these same managers admitted that they weren’t ready to become a leader when they took on these management roles.
Looking at the relationship between these managers and their employees, the survey authors found that managers cited motivating their employees and managing interpersonal conflicts between co-workers as the top challenges that they have to face as leaders in their organization.
10. Bradford Thomas and Scott Erker from Development Dimensions International (DDI) conducted a survey of 1,130 supervisors and first-level managers to understand how they’re overcoming the challenges they face as leaders, and what obstacles might be preventing them from succeeding in these roles.
When asked why they accepted the promotion, half of those surveyed said they became managers for “greater compensation”, followed by another 39% who said they accepted the role in order to broaden their skills or seek some personal improvement. Only 23% of those surveyed said they took a management role out of a desire to “lead others”, a mere 2 percentage points ahead of those who said that “power and influence” was their reason for becoming a manager.
11. It’s commonly thought that everyone wants their boss’s job but it’s not necessarily true. New research from OfficeTeam signifies that few workers today are fighting over the boss’s job. In fact, more than three-quarters (76 %) of employees polled in the OfficeTeam survey of 431 office workers said they have zero interest in having their manager’s position. Interestingly, nearly two-thirds (65 percent) of those workers surveyed believe they couldn’t do a better job than their boss.
12. According to a recent 2012 survey by the American Psychological Association (APA) of 1,240 working adults, 60 percent of working Americans said they remain with their current employers because of benefits and 59 percent reported staying because of the pay, more than two-thirds (67 percent) said they choose to stay because their jobs fit well with the other aspects of their lives. This survey clearly shows the growing importance of the fit between work, family and life challenges as being important for employee engagement and retention.
Back to research some new talent development facts….Be well….