Whitepapers & Downloads

Many organizations have addressed the near-term succession challenges by hiring retired employees as consultants, or implemented policies such as flex hours, telecommuting, part time and job sharing. While these tactics help bridge the gap, they do not represent a solid strategic approach to fulfilling the organization’s long-term talent needs. Download the white paper today and learn how to to strategically assess the talent pool at every level of your organization.

Employers increasingly rely on assessments to acquire, develop and promote the best talent. With this trend has come significant confusion about how to choose assessments and how to best use them to obtain a competitive advantage. This white paper explains the different types of assessments and their purposes, while answering six key questions that must be considered when evaluating pre-hire and developmental assessments.

The transition from individual contributor to manager represents a profound psychological adjustment—a transformation—as managers contend with their new responsibilities. New managers must learn how to lead others, to win trust and respect, to motivate, and to strike the right balance between delegation and control. It is a transition many new managers fail to make.

During the steady march from a manufacturing to a service economy, businesses that succeeded learned a key lesson. Competing in an era where customers no longer tolerated poor quality required the proactive involvement of people able to take personal responsibility for the creation, sales, and delivery of quality products. Businesses, large and small, learned this lesson well, contributing to a different standard for world-class products and professional services. Unfortunately, many organizations failed to address their next challenge in the same successful manner. A major revelation emerged in the early 90’s—the way a business treated their customer paid dividends. Sadly, while customer service levels in various industries saw slight improvements, levels of customer loyalty, service satisfaction, and customer experiences today are average at best. The challenge is clear: a good product and/or professional service and competitive pricing have now become the ante just to get into the game. Winning and losing are now a function of the human factors that set the tone for the customer.

Measuring customer behaviors – going beyond typical customer satisfaction surveys – is critical for companies to have an accurate view into customer loyalty. And companies that measure only buying behaviors are missing critical information that ultimately can affect their bottom line, according to Impact Achievement Group. In this white paper, "Asking the Right Questions: How to Get ROI on Customer Surveys”, Impact Achievement Group's Rick Tate and Julie White Ph.D. explore how companies can use customer surveys to improve the bottom line.