Middle East Publications

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2013

  1. 2013 Customer Experience Leadership Conference KeyNotes Report
    Social media may have changed the retail experience, but digital technology has given companies tools for coping with and capitalizing on that change. (Conference KeyNotes, April 2013)
  2. 2013 Executive Coaching Conference KeyNotes Report
    If companies truly want leverage their human capital to grow their organizations, they should consider coaching employees at all levels. (Conference KeyNotes, May 2013)
  3. 2013 Extending Your Brand to Employees Conference KeyNotes Report
    Your brand is only as strong as your employees, so build an emotional connection to the brand that allows them to live your purpose and exhibit brand-specific behavior. (Conference KeyNotes, August 2013)
  4. 2013 Leadership Development Conference KeyNotes Report
    As the nature of corporate competition changes, it is more important than ever to develop leaders who are capable of innovation. (Conference KeyNotes, July 2013)

A

  1. Achieving Pay for Performance
    This report discusses the three dimensions of pay for performance, demonstrates how to measure them using historical pay data, and presents a simple pay plan that achieves perfect pay for performance using annual grants of performance shares. (Director Notes, December 2012)
  2. Achieving Resilience: A Systems Approach
    A new approach to emergency preparedness is oriented toward systems and seeks resilience based on the realization that it is impossible to protect communities and organizations against crisis in a vacuum. (Executive Action Report, September 2011)
  3. Achieving Resilience: Establishing Networks—Before the Crisis Comes
    Having a network in place in advance of a crisis can provide a critical boost to achieving resilience. (Executive Action Report, September 2011)
  4. Achieving Resilience: Planning for Flexibility during Crisis
    Planning and preparation are as essential as ever, but now they must be flexible, incorporating the capacity to respond to unique developments in a crisis. (Executive Action Report, September 2011)
  5. Achieving a Successful Annual Meeting

    Responsibility for successful annual general meetings rests with each company’s management and board. Both should ensure the meeting informs and educates stakeholders on the links between governance and business strategy.

    (Director Notes, January 2013)
  6. Activism of Carl Icahn and Bill Ackman
    It is increasingly important for directors to understand the governance failures that attract activist investors and the tactics activists use to advance investor arguments for changes in target companies. (Director Notes, May 2014)
  7. Addressing National Talent Shortages: What Countries Are Doing, What Companies Can Learn

    Companies can learn a lot about effective strategic workforce planning by looking at the steps India, Canada, and Singapore are taking to shore up their future talent supply needs.

    (Research Report, September 2013)
  8. Answering The Conference Board CEO Challenge® 2012: Innovation Leads, Uncertainty Lingers
    Is today’s C-suite taking full advantage of its organization’s quality executives and function as a way to answer its most pressing challenges? (Council Perspectives, May 2012)
  9. Answering the 2011 CEO Challenge: Accelerating Growth through Quality
    This Council Perspective examines the role the quality function can play in meeting the top challenges identified in the latest edition of The Conference Board CEO Challenge™, an annual survey of top executives. (Council Perspectives, June 2011)
  10. Are Your Opinions Really Your Own?
    HR departments increasingly require disclaimers be appended to employees' Twitter posts. But disclaimers are a flawed solution to a dubious problem. (The Conference Board Review, July 2012)
  11. Assessing Pay for Performance
    This report explores five interpretations of the “pay for performance” concept, presents a practical way to measure it, and offers questions for directors to consider to assess and improve pay for performance at their company. (Director Notes, October 2011)
  12. Avoiding the Digital Desert
    Globally, technology developments are taking place at an unprecedented and ever-increasing pace, but, in many respects, European policies and attitudes seem frozen in time. (Executive Action Report, November 2013)

B

  1. Bar Is Rising on Sustainability Leadership

    In a reflection of ongoing corporate efforts to define and achieve sustainability goals, real performance on sustainability is rising. On the other hand, stakeholders’ perceptions about organizations’ performance are declining.

    (Director Notes, January 2013)
  2. Best Practices for Developing Change Leadership in Turbulent Times

    Leaders in charge of businesses affected by Hurricane Katrina share how they led through the crisis and how these methods can be translated to planned initiatives for change in organizations.

    (Executive Action Report, May 2013)
  3. Better Together: Advancing Diversity & Inclusion through Analytics and Strategic Workforce Planning

    Combining human capital analytics and strategic workforce planning best practices can inform and improve diversity and inclusion initiatives.

    (Executive Action Report, June 2013)
  4. Beyond Buzz: Mining the Future of PR

    Too much of public relations is based on gut feelings or past practice. The challenge is to use data—not on the back end of a program in counting clips or measuring outcomes but, rather, on the front end in the development of strategies.

    (The Conference Board Review, April 2014)
  5. Board Evaluation Process in the UK and Selected Continental European Countries
    This Council Perspectives examines the differences in practices and requirements between several European countries including the UK regarding board evaluations and individual committee evaluations, and includes samples. (Council Perspectives, November 2011)
  6. Board Oversight of Management’s Risk Appetite and Tolerance
    This Director Notes analyzes the handicaps created by current risk oversight and assurance approaches and tools, highlights six goals for boards in executing their risk oversight duties, and provides practical advice for directors on how to achieve them. (Director Notes, December 2012)
  7. Board’s Role in Cybersecurity

    To protect finances, liability, reputation, and future growth, corporate boards must ensure that their companies have appropriate processes in place to manage cyber risk in their business.

    (Director Notes, March 2014)
  8. Bouncing Back: How Companies Approach Resilience
    This report seeks to better grasp the application of resilience to business preparedness. (Research Report, April 2011)
  9. Brands as Productive Assets: Concepts, Measurement, and Global Trends

    by Carol A. Corrado and Janet X. Hao

    This paper finds that conventional measures misrepresent brand spending trends in the United States because those metrics do not take into account increased spending on social media and strategic marketing.

    (Economics Program Working Paper Series, November 2013)
  10. Brave New World: Recruiting Talent in the Digital Age
    To be effective, online talent acquisition needs to be aligned with and integrated into your company's overall brand and social marketing objectives and practices. (Research Report, October 2013)
  11. Building Sustainable Integrity into Organizational Strategy and Operations
    To protect a company's integrity, there must be a strong ethics, compliance, and integrity program in place—one that is fully integrated into the organization’s mission, strategy, and operations. (Executive Action Report, April 2011)
  12. Building a Resilient Workforce: A Critical Component of Disaster Recovery
    Resilience has traditionally been the ability of information systems, databases, and facilities to bounce back after a disaster. But true resilience requires that companies also prepare their employees to recover, both in their jobs and personal lives. (Executive Action Report, September 2012)
  13. Building an Effective Product Stewardship and Regulatory Affairs Organization
    PSRA has expanded from narrowly managing compliance to enabling the business to pursue new products and markets, driving the need for additional skills in the function. (Council Perspectives, January 2013)
  14. Building the Foundation of an Innovative Culture: Human Capital's Role in Making It Happen
    Although most organizations agree that innovation is important for sustainability and growth, few do it well. To help reverse that trend in your organization, this report presents four recommendations and examples from top companies for innovation. (Executive Action Report, May 2014)
  15. Business Case for Corporate Social Responsibility
    This report documents some of the potential bottom-line benefits to companies of being attentive to CSR: reducing cost and risk, gaining competitive advantage, developing and maintaining legitimacy and reputational capital, and achieving win-win outcomes (Director Notes, June 2011)
  16. Business Case for Nature
    The authors argue that companies should value natural resources as highly as any other. (The Conference Board Review, April 2013)

C

  1. CEO Challenge Reflections: Human Capital Practitioners Respond
    This report compares the responses of human capital professionals to the human capital strategies cited by 370 CEOs that ranked human capital as one of their top three challenges in The Conference Board CEO Challenge 2012. (Executive Action Report, September 2012)
  2. CEO Challenge Reflections: Social Media Goes to Work
    The implications of social media in the workplace—for product development, go-to-market strategies, customer relations, corporate branding, and recruiting—are enormous. Why then are so many senior executives reluctant to take the plunge? (Executive Action Report, October 2011)
  3. CEO Challenge Reflections: Talent Matters
    While CEOs rank talent as a critical challenge to business success, there is disagreement among human capital professionals when it comes to the strategies that best manage and develop this crucial link in the growth chain. (Executive Action Report, October 2011)
  4. CEO Challenges in the Gulf Region
    CEOs in the Gulf region reported a significantly different set of priorities than did CEOs globally, with strategies that reflect the particular business challenges of a resource-rich, energy-dependent region. (CEO Challenge®, April 2014)
  5. CEO Succession Practices: 2012 Edition

    In 2011, the average age of the incoming CEO in the S&P 500 was 51.9. Less than 5 percent of incoming CEOs were at least 62 years old.

    (Research Report, April 2012)
  6. CEO Succession Practices: 2013 Edition

    The rate of CEO succession in 2012 was 10.9 percent, consistent with the average number of leave-takings since 2000. In 2012, 53 CEOs in the S&P 500 left their posts.

    (Research Report, April 2013)
  7. CEO Succession Practices: 2014 Edition
    The rate of CEO succession in calendar year 2013 was 8.4 percent, down from 10.9 percent in 2012 and below the average succession rate of 10.8 percent for the period 2000–2013. (Research Report, April 2014)
  8. CEO-Board Chair Separation: If It Ain’t Broke, Don’t Fix It

    Companies have not considered company performance when choosing to separate their leadership roles, which, given the dire consequences possible, is probably a strategic mistake.

    (Director Notes, June 2013)
  9. Catalysts for Differentiation and Growth: Insights from The 2013 Organization Design Conference
    Businesses are being pushed to execute more complex strategies at an ever-increasing rate, and many companies are looking to organization design to seize new opportunities in global markets. (Conference KeyNotes, February 2014)
  10. Changing Chinese Supply Chain

    This report presents detailed information about managing supply chains in China and the characteristics of a successful risk management program.

    (Executive Action Report, November 2013)
  11. Charting International Labor Comparisons
    Compare national labor markets and international competitiveness through charts and accompanying insights. Charts highlight labor costs, labor productivity, and other comparable indicators for up to 38 countries, including emerging economies. (Research Report, March 2014)
  12. Charting a Path to Sustainability Leadership
    This report looks at the potential benefits of demonstrating good environmental, social, and governance performance and discusses five traits of companies that excel in the operational and communication dimensions of sustainability. (Director Notes, November 2012)
  13. Closing the Digital Entrepreneurship Gap in Europe: Enabling Businesses to Spur Growth

    Small innovative companies in the information and communication technology (ICT) sector play an important role in energizing economic growth, but face many barriers, especially in Europe.

    (Executive Action Report, March 2014)
  14. Collaboration Between Multistakeholder Standards: A Governance Perspective
    This report examines the nature, benefits, and shortcomings of existing multistakeholder corporate social responsibility (CSR) standards, and it discusses how businesses can better coordinate their participation in a variety of initiatives. (Director Notes, June 2012)
  15. Communicating Sustainability Leadership The Difficulty of Achieving Differentiation

    The overall decline in perceived performance of sustainability initiatives for two-thirds of companies in a recent study may be the result of rising skepticism about the benefits of sustainability programs.

    (Director Notes, April 2013)
  16. Communication Patterns of Corporate Social Responsibility within and across Industries
    This report examines how American corporations collectively describe their corporate social responsibility (CSR) activities based on an analysis of data collected from 103 Fortune 500 websites. (Director Notes, April 2012)
  17. Competitive Intelligence: A Critical Tool for Innovation
    The “next big thing” could hit at any time and revolutionize your industry, leaving you with outdated products, processes, partners, and business models. Competitive intelligence (CI) can provide critical insights into what your competitors are doing. (Council Perspectives, April 2011)
  18. Conference Board CEO Challenge® 2012: Risky Business—Focusing on Innovation and Talent in a Volatile World

    According to respondents to The Conference Board CEO Challenge®, the race to innovate and the war for talent are just two of the challenges of the current business
    landscape.

    (CEO Challenge®, March 2012)
  19. Conference Board CEO Challenge® 2013 Summary Report: Countering the Global Slowdown

    Respondents to the latest edition of the annual survey of business leaders by The Conference Board indicate a focus on internal challenges.

    (Executive Summary, January 2013)
  20. Conference Board CEO Challenge® 2013: Countering the Global Slowdown

    Unlike last year, CEOs are looking inward for solutions to slow economic growth and focusing on people and processes—and less concerned about external factors such as risk and regulation.

    (CEO Challenge®, July 2013)
  21. Conference Board CEO Challenge® 2013: Human Capital Practitioners Respond
    According to an annual survey of chief executives, CEOs consider human capital their top challenge. How do their strategies to address this issue compare to those of human capital practitioners? (Executive Action Report, October 2013)
  22. Conference Board CEO Challenge® 2014: People and Performance

    While CEOs see talent as the critical link in meeting their top business challenges, the 2014 CEO Challenge survey results show a heightened focus on customers and reputation and less concern about regulation and external risk.

    (Executive Summary, February 2014)
  23. Conference Board CEO Challenge® 2014: People and Performance
    While CEOs see talent as the critical link in meeting their top business challenges, the 2014 CEO Challenge survey results show a heightened focus on customers and reputation and less concern about regulation and external risk. (CEO Challenge®, January 2014)
  24. Conference Board Economics Watch® European View

    Expectations about more monetary stimulus mount in an extremely fragile European economy.

    (Economics Watch Reports, October 2014)
  25. Conference Board Economics Watch® European View

    The Euro Area recovery remains frail, but another recession is avoided.

    (Economics Watch Reports, November 2014)
  26. Conference Board Economics Watch® European View
    As the European Central Bank takes action for more support, the European economic outlook remains weak. (Economics Watch Reports, July 2014)
  27. Conference Board Economics Watch® Emerging Markets View

    Emerging markets weakened in 2013, and there will only be moderate improvement in 2014.

    (Economics Watch Reports, February 2014)
  28. Conference Board Economics Watch® European View

    An acceleration of growth seems unlikely in Europe.

    (Economics Watch Reports, June 2014)
  29. Conference Board Economics Watch® European View

    Europe sets on a path of moderate growth for 2014. Financial stabilization will positively contribute to this outlook, although some obstacles still remain.

    (Economics Watch Reports, December 2013)
  30. Conference Board Economics Watch® European View

    The European recovery continues to be slow, even though optimism increases

    (Economics Watch Reports, February 2014)
  31. Conference Board Economics Watch® European View

    The outlook for the European economy continues to improve, but headwinds persist.

    (Economics Watch Reports, February 2014)
  32. Conference Board Economics Watch® European View

    While europe’s short-term outlook continues to improve, risks to a sustained recovery persist.

    (Economics Watch Reports, March 2014)
  33. Conference Board Governance Center White Paper

    Collaboration between boards of directors, management, and shareholders is fundamental to identifying the corporate governance policies and practices that will best produce economic growth while reducing financial and legal risk.

    (Research Report, March 2014)
  34. Conference Board Human Capital in Review: Focus on Strategic Workforce Planning (Vol. 1, No. 1, 2011)
    The Human Capital in Review series is designed for the busy human capital executive who values filtered and thoughtfully summarized highlights of significant ideas, topics, research, and trends in strategic workforce planning. (Human Capital in Review, October 2011)
  35. Conference Board Human Capital in Review: Focus on Talent Management (Vol. 1, No. 2, 2011)
    The Human Capital in Review series is designed for the busy human capital executive who values filtered and thoughtfully summarized highlights of significant ideas, topics, research, and trends in talent management. (Human Capital in Review, November 2011)
  36. Conference Board Human Capital in Review:™ Focus on Human Capital Analytics (Vol. 2 No. 1, 2012)
    This issue looks at capabilities required for a successful analytics practice at the organization level as well as the specific skills and competencies required at the individual level. (Human Capital in Review, May 2012)
  37. Conference Board Human Capital in Review™: Focus on Diversity & Inclusion
    (Vol. 4, No. 1, 2014)

    This publication explores hot topics within diversity and inclusion research. This issue includes articles on demographic diversity in the workplace and the benefits of diversity for innovation and team dynamics. (Human Capital in Review, March 2014)
  38. Conference Board Human Capital in Review™: Focus on Diversity & Inclusion (Vol. 2, No. 2, 2012)
    The Human Capital in Review series is designed for the busy human capital executive who values filtered and thoughtfully summarized highlights of significant ideas, topics, research, and trends in diversity and inclusion. (Human Capital in Review, May 2012)
  39. Conference Board Human Capital in Review™: Focus on Diversity & Inclusion (Vol. 2, No. 4, 2012)
    This publication is designed for the busy human capital executive who values selected and thoughtfully summarized article reviews of what is happening in the area of diversity and inclusion. (Human Capital in Review, December 2012)
  40. Conference Board Human Capital in Review™: Focus on Diversity & Inclusion (Vol. 3, No. 1, 2013)
    This publication explores hot topics within diversity and inclusion research. This issue includes articles on: perspective taking, cultural competency training, and Europe’s plans for its aging work population. (Human Capital in Review, April 2013)
  41. Conference Board Human Capital in Review™: Focus on Diversity & Inclusion (Vol. 3, No. 2, 2013)
    This publication explores hot topics within diversity and inclusion research. This issue includes articles on: gender stereotypes and interviewing, the "third billion," and attracting mothers returning to the workforce. (Human Capital in Review, August 2013)
  42. Conference Board Human Capital in Review™: Focus on Diversity and Inclusion (Vol. 2, No. 3, 2012)
    This publication is designed for the busy human capital executive who values selected and thoughtfully summarized article reviews of what is happening in the area of diversity and inclusion. (Human Capital in Review, September 2012)
  43. Conference Board Human Capital in Review™: Focus on Diversity and Inclusion (Vol. 3, No. 3, 2013)
    There continues to be a strong interest in both the organizational barriers that hinder women’s leadership development and strategies to effectively reduce the impact of those barriers. (Human Capital in Review, November 2013)
  44. Conference Board Human Capital in Review™: Focus on Employee Engagement (Vol. 1, No. 2, 2012)
    The Human Capital in Review series is designed for the busy human capital executive who values filtered and thoughtfully summarized highlights of significant ideas, topics, research, and trends in employee engagement. (Human Capital in Review, July 2012)
  45. Conference Board Human Capital in Review™: Focus on Employee Engagement (Vol. 1, No. 3, 2012)
    This publication is designed for the busy human capital executive who values selected and thoughtfully summarized article reviews of what is happening in the area of employee engagement. (Human Capital in Review, November 2012)
  46. Conference Board Human Capital in Review™: Focus on Employee Engagement (Vol. 2, No. 1, 2013)
    This publication explores hot topics within employee engagement research. This issue includes articles on: incorrect survey practices, engagement of the younger workforce, and alternative approaches to improving engagement scores. (Human Capital in Review, April 2013)
  47. Conference Board Human Capital in Review™: Focus on Employee Engagement (Vol. 2, No. 2, 2013)
    This publication explores hot topics within employee engagement research. This issue includes articles on: organizational citizenship behavior, remote employees, and the misuse of complaints. (Human Capital in Review, July 2013)
  48. Conference Board Human Capital in Review™: Focus on Employee Engagement (Vol. 2, No. 3, 2013)
    This publication explores hot topics within employee engagement research. This issue includes articles on the effect of recessions on productivity and strategies for gaining stakeholder buy-in. (Human Capital in Review, October 2013)
  49. Conference Board Human Capital in Review™: Focus on Employee Engagement (Vol. 3, No. 1, 2014)
    This publication explores hot topics within employee engagement research by providing actionable summaries of contemporary literature. (Human Capital in Review, March 2014)
  50. Conference Board Human Capital in Review™: Focus on Health Care (Vol. 1, No. 1, 2013)
    How will the new health care laws affect individual companies? The sea change underway presents implementation and retention challenges for businesses within and outside the health care sector. (Human Capital in Review, November 2013)
  51. Conference Board Human Capital in Review™: Focus on Human Capital Analytics (Vol. 4, No. 1, 2014)
    In order to respond to workforce changes, HR professionals must not only embrace the use of data but take the lead in embedding a workforce analytics approach in their organization. (Human Capital in Review, January 2014)
  52. Conference Board Human Capital in Review™: Focus on Strategic Workforce Planning (Vol. 2, No. 1, 2012)
    The Human Capital in Review series is designed for the busy human capital executive who values filtered and thoughtfully summarized highlights of significant ideas, topics, research, and trends in strategic workforce planning. (Human Capital in Review, February 2012)
  53. Conference Board Human Capital in Review™: Focus on Strategic Workforce Planning (Vol. 2, No. 2, 2012)
    The Human Capital in Review series is designed for the busy human capital executive who values filtered and thoughtfully summarized highlights of significant ideas, topics, research, and trends in strategic workforce planning. (Human Capital in Review, June 2012)
  54. Conference Board Human Capital in Review™: Focus on Strategic Workforce Planning (Vol. 2, No. 3, 2012)
    This publication is designed for the busy human capital executive who values selected and thoughtfully summarized article reviews of what is happening in the area of strategic workforce planning. (Human Capital in Review, September 2012)
  55. Conference Board Human Capital in Review™: Focus on Strategic Workforce Planning (Vol. 2, No. 4, 2012)
    This publication is designed for the busy human capital executive who values selected and thoughtfully summarized article reviews of what is happening in the area of strategic workforce planning. (Human Capital in Review, December 2012)
  56. Conference Board Human Capital in Review™: Focus on Strategic Workforce Planning (Vol. 3, No. 1, 2013)
    This publication explores hot topics within strategic workforce planning research. This issue includes articles on: the effects of an empathetic mindset, global mobility, and people management in the BRICS nations. (Human Capital in Review, May 2013)
  57. Conference Board Human Capital in Review™: Focus on Strategic Workforce Planning (Vol. 3, No. 2, 2013)
    This publication explores hot topics within strategic workforce planning research. This issue includes articles on: the reduction of offshoring, incorporating a contingent workforce into the strategic plan, and organization acceleration. (Human Capital in Review, October 2013)
  58. Conference Board Human Capital in Review™: Focus on Strategic Workforce Planning (Vol. 4, No. 1, 2014)
    This publication explores hot topics within strategic workforce planning research and includes articles on current trends in using human capital analytics in SWP and M&A and the “datafication of HR.” (Human Capital in Review, May 2014)
  59. Conference Board Human Capital in Review™: Focus on Talent Management (Vol. 2, No. 1, 2012)
    This publication is designed for the busy human capital executive who values selected and thoughtfully summarized article reviews of what is happening in the area of talent management. (Human Capital in Review, June 2012)
  60. Conference Board Human Capital in Review™: Focus on Talent Management (Vol. 2, No. 2, 2012)
    This publication is designed for the busy human capital executive who values selected and thoughtfully summarized article reviews of what is happening in the area of talent management. (Human Capital in Review, August 2012)
  61. Conference Board Human Capital in Review™: Focus on Talent Management (Vol. 2, No. 3, 2012)
    This publication is designed for the busy human capital executive who values selected and thoughtfully summarized article reviews of what is happening in the area of talent management. (Human Capital in Review, November 2012)
  62. Conference Board Human Capital in Review™: Focus on Talent Management (Vol. 3, No. 1, 2013)
    This publication explores hot topics within talent management research. This issue includes articles on: country-specific struggles for technical talent, the value of being a learning organization, and customizing EVPs for high-risk employees. (Human Capital in Review, March 2013)
  63. Conference Board Human Capital in Review™: Focus on Talent Management (Vol. 3, No. 2, 2013)
    This publication explores hot topics within talent management research. This issue includes articles on: the global challenge of human capital, internal versus external talent, and teams of star performers. (Human Capital in Review, June 2013)
  64. Conference Board Human Capital in Review™: Focus on Talent Management (Vol. 3, No. 3, 2013)
    This publication explores hot topics within talent management research. This issue includes articles on: engaging with marketing in recruitment, effects of company reputation, and accelerating leadership development. (Human Capital in Review, September 2013)
  65. Conference Board Human Capital in Review™: Focus on Talent Management (Vol. 4, No. 1, 2014)
    This publication explores hot topics within talent management research and includes summaries on human capital trends, learning and development, talent acquisition, leadership development, performance management, coaching, and corporate universities. (Human Capital in Review, February 2014)
  66. Conference Board Human Capital in Review™: Focus on Talent Management (Vol. 4, No. 2, 2014)

    This publication explores hot topics in talent management research and includes summaries on human capital trends. Topics include China's talent landscape and use of social media to identify potential hires.

    (Human Capital in Review, October 2014)
  67. Conference Board Human Capital in Review™: Human Capital Analytics (Vol. 4, No. 2, 2014)
    This publication is designed for busy human capital executives who value selected, thoughtfully summarized article reviews of what is happening in the area of human capital analytics. (Human Capital in Review, September 2014)
  68. Conference Board Labor Markets in Review™: Vol. 2, No. 3, 2012
    This periodical publication offers an expert perspective on the implications of current economic conditions on the labor market, with specific focus on the United States, Europe, and emerging markets. (Periodical, December 2012)
  69. Conference Board Labor Markets in Review™: Vol. 3, No. 1, 2013
    Globally the economy has not returned to pre-recession growth levels. This report analyzes the effects of the different stages of recovery on labor market conditions, with a particular focus on the United States and Europe. (Periodical, December 2013)
  70. Conference Board Labor Markets in Review™: Vol. 4, 2014
    Economic expansion and the massive retirement of the baby boom generation in many mature economies are tightening labor markets—but the degree of current tightness and how rapidly the labor markets are tightening varies significantly across countries. (Periodical, July 2014)
  71. Conference Board® Labor Markets in Review™: Vol. 2, No. 1
    This periodical publication offers an expert perspective on the implications of current economic conditions on the labor market, with specific focus on the United States, Europe, and emerging markets. (Periodical, January 2012)
  72. Conference Board® Labor Markets in Review™: Vol. 2, No. 2
    This issue includes an overview of the main economic and labor market conditions in the United States, Europe, and Asia, as well as several special topics. (Periodical, July 2012)
  73. Connect, Converse, Create: How Companies Can Generate Value through Internal Social Collaboration
    This report explores why internal social collaboration (ISC) is necessary in the modern workplace, and examines how organizations can increase its adoption and engineer ISC for success. (Research Report, March 2014)
  74. Converging Physical and Information Security Risk Management
    Traditionally, physical and information security have operated in their own silos with separate teams and different risks, processes, and budgets. But risks and threats are evolving and becoming interdependent. As new technologies are adopted in the workp (Executive Action Report, February 2011)
  75. Corporate Culture and ERM

    Boards considering ERM should examine the growing data suggesting a correlation between mature risk management practices and value creation and the increasing scrutiny of risk management practices by courts.

    (Director Notes, June 2013)
  76. Corporate Director Selection and Recruitment: A Matrix

    Every board should agree on a clear statement of desired personal attributes for all board members to guide the nominating and governance committee as they search for director candidates.

    (Director Notes, May 2013)
  77. Corporate Image and Branding Conference KeyNotes Report

    Companies that can distill the complexity of their business into a simple and compelling message can win the enthusiasm of employees and the market.

    (Conference KeyNotes, May 2013)
  78. Corporate Philanthropy with a Global Footprint

    The context of global giving is changing. Investment, not philanthropy, is the preferred terminology and approach internationally, as this snapshot of the state of global corporate philanthropy illustrates.

    (Research Report, March 2013)
  79. Corporate Political Spending: Policies and Practices, Accountability, and Disclosure
    When it comes to political spending and the related questions of how to demonstrate accountability and how much information to disclose, there is no single right answer. (Research Report, December 2012)
  80. Creating Personal Emotional Connections with Employees and Customers: Insights from The 2014 Extending Your Brand to Employees Conference

    Defining and living your company's larger purpose so that employees engage emotionally ensures that they, as ambassadors, best represent your company brand to customers.

    (Conference KeyNotes, August 2014)
  81. Creating the Future by Re-creating the Workplace: Insights from the 2014 Women's Leadership Conference
    There is no question women make great leaders. Both organizations and women can take actions to move women further up the corporate ladder. (Conference KeyNotes, October 2014)

D

  1. DNA of Engagement: How Organizations Create and Sustain Highly Engaging Cultures

    Organizations with highly engaging cultures continually build on positive momentum in an effort to drive and sustain business performance. This report explores the commonalities among these organizations.

    (Key Business Issues, October 2014)
  2. DNA of Engagement: How Organizations Create and Sustain Highly Engaging Cultures: CULTURE ASSESSMENT GUIDE
    This brief guide will focus your attention and capture feedback as you assess an organization's culture of engagement. (Key Business Issues, October 2014)
  3. DNA of Engagement: How Organizations Create and Sustain Highly Engaging Cultures: ELEMENTS OF ENGAGEMENT

    Assess the level of engagement at your organization and identify the strengths or challenges you may face toward becoming "highly engaged"

    (Key Business Issues, October 2014)
  4. DNA of Leaders: Leadership Development Secrets

    We define the common characteristics of successful leadership development and 23 values that are part of the DNA of leadership development at the “best companies for leadership.”

    (Research Report, August 2013)
  5. Darkening Debt Picture Casts a Shadow over Germany's Stellar Growth Performance
    The German government’s current fiscal consolidation path seems appropriate, even though rising health costs will place upward pressure on expenditures while a shrinking labor force will diminish Germany’s tax base. (Global Debt and Growth Series, September 2013)
  6. Design-Centered Innovation: Observe, Learn, Innovate
    Customers value the experience of using a product or service, not just the product or service itself. Companies can use a design-centered approach to innovation to facilitate the process of selling the total “experience” to their customers. (Council Perspectives, January 2013)
  7. Designing Global Businesses for Innovation and Growth
    Organization design can support innovation within a company. It creates the context for innovative activity and the means for delivering results to customers. But the alignment between organization design structures and innovation strategy can break down. (Research Report, August 2014)
  8. Despite the Chaos, Europe's Economies Are Regaining Competitiveness through Improvements in Unit Labor Cost Performance
    Can Europe’s recent gains in productivity and lower unit labor costs be sustained? (Executive Action Report, July 2012)
  9. Developing Leaders: Voices from India
    Leadership development is more critical than ever—and some companies have cracked the code. Learn what top companies in India are doing now to prepare tomorrow’s leaders. (Research Report, December 2013)
  10. Developing an Effective Climate Change Strategy

    Climate change mitigation and adaptation strategies are becoming increasingly important. This report details eight steps for developing such strategies and provides examples of companies that have done so.

    (Director Notes, February 2014)
  11. Director Compensation and Board Practices: 2013 Edition
    This report analyzes findings from a 2012 survey of 359 companies and provides benchmarking information on the compensation awarded to individual board members in FY2011 and on board practices. (Research Report, February 2013)
  12. Disconnect: The company you think you're running is not the company for which your people work.
    CEOs rarely know much about how work actually gets done below the C-suite level. (The Conference Board Review, July 2012)
  13. Distracted Directors and Firm Value

    This report examines the effect of director busyness on firm value and provides evidence that independent director busyness can be detrimental to the quality of the board monitoring role.

    (Director Notes, June 2014)
  14. Do Your Customers Trust You?
    Q&A with Don Peppers and Martha Rogers, authors of "Extreme Trust: Honesty as a Competitive Advantage." (The Conference Board Review, July 2012)
  15. Does CEO Education Matter?
    This report analyzes data on the education of 1,800 individuals who served as CEOs of Standard & Poor’s Composite 1500 companies to determine the effect of education on CEO turnover and firm performance. (Director Notes, May 2011)
  16. Driving Real Value with CSR

    Spending on corporate social responsibility (CSR) doesn’t automatically create economic value. Executives who understand when and how to deploy responsible practices, however, can use CSR to improve their bottom line.

    (Director Notes, September 2013)

E

  1. Education and Corporate Philanthropy: Focus Funding for Maximum Impact

    Developing a lens through which to evaluate each potential corporate philanthropy program is critical to success and maximizing impact.

    (Council Perspectives, August 2012)
  2. Embracing the Enemy: Why companies need to encourage whistleblowers, not fear them
    Why do good corporations not try harder to search for and act on information about potential wrongdoing—before someone blows a whistle in public? (The Conference Board Review, July 2011)
  3. Employee Engagement: What Works Now?

    Even when organizations commit to achieving a high level of employee engagement, the goal can be elusive. This report examines current engagement practices to discover how companies find success.

    (Research Report, December 2012)
  4. Environmental, Health, Safety, and Sustainability Governance: What a Difference a Few Years Can Make
    The Chief Environment, Health, and Safety Officers’ Council survey results and analysis underscore a corporate shift of attention to sustainability as a source of business value. (Council Perspectives, September 2011)
  5. Executive Remuneration across Europe: A Handbook of Design, Disclosure, and Enforcement Rules
    This comprehensive Handbook offers a detailed analysis of regulations in Europe regarding remuneration packages, and a comparison across national systems. (Book, February 2012)
  6. Expanded Liability in Unclaimed Property: Are States Going Too Far?
    Aggressive enforcement of unclaimed property laws, along with an expanded definition of what constitutes unclaimed property, is raising the risk profile for organizations. (Council Perspectives, January 2012)

F

  1. Financial Reporting Challenges for 2012
    This report examines key messages and disclosure guidance issued by the Securities and Exchange Commission and Public Company Accounting Oversight Board to assist public company executives and directors in preparing and reviewing 2012 periodic reports. (Director Notes, February 2012)
  2. Five Years of Strategic Workforce Planning Research: What Have We Learned?

    Most companies that have begun implementing strategic workforce planning (SWP) still have a long way to go, five years of research collected on the topic indicates.

    (Research Report, January 2013)
  3. Flattened
    We ask too much of middle managers; they deserve acknowledgment, respect, and relief. (The Conference Board Review, April 2012)
  4. Framing Social Impact Measurement
    Measuring true social impact means moving beyond counting donations and the people reached, to a deeper approach that shows long-term changes. This report helps explain what that means. (Key Business Issues, November 2014)
  5. Framing Social Measurement Impact: STRATEGIC OVERVIEW

    In an age of strategic philanthropy, sophisticated social impact measurement can help you capitalize on business opportunities.

    (Key Business Issues, November 2014)
  6. From Enron To Lehman Brothers: Lessons for Boards From Recent Corporate Governance Failures
    This report identifies common pitfalls in many current whistleblower and compliance policies and programs, and offers recommendations for audit committee on how to strengthen them. (Director Notes, March 2012)
  7. From Not Enough Jobs to Not Enough Workers: What Retiring Baby Boomers and the Coming Labor Shortage Mean for Your Company
    The retirement of baby boomers will create labor shortages in mature economies worldwide. This report covers implications for companies and actions they can take. (Key Business Issues, September 2014)
  8. From Not Enough Jobs to Not Enough Workers: CFO Implications
    Baby boomer retirements will cause labor shortages in mature economies, leading to higher wages and lower profits. How can CFOs mitigate these effects? This CFO Implications outlines actions and provides tools to predict shortages. (Key Business Issues, September 2014)
  9. From Not Enough Jobs to Not Enough Workers: CHIEF TALENT/ LEARNING OFFICER Implications

    Baby boomer retirements will create a shortage of skilled workers in mature economies, leading to a “war for talent.” Winners will be companies that fill skill gaps through planning and retraining.

    (Key Business Issues, October 2014)
  10. From Not Enough Jobs to Not Enough Workers: CHRO Implications
    CHROs will play a central role in dealing with the labor shortages caused by baby boomer retirements. This CHRO Implications outlines actions they can take to offset higher wages and minimize profit loss. (Key Business Issues, September 2014)
  11. From Not Enough Jobs to Not Enough Workers: STRATEGIC OVERVIEW
    Is your organization at risk of labor shortages? This Strategic Overview covers the potential implications of labor shortages and what every function can do to mitigate there effects. (Key Business Issues, September 2014)
  12. Future ASEAN Leader: Leading Growth and Change in a Borderless World
    This groundbreaking report presents insights, concerns, and opinions of participants in the ASEAN Leadership 2.0 Project on what it will take to lead business in the ASEAN region going forward. (Research Report, March 2014)

G

  1. Generating Value for Investors and Society

    Corporate social responsibility (CSR) needs to cohere with primary business operations. During the process of strategic development, CSR can be built into the business model so its impact is beneficial.

    (Director Notes, August 2013)
  2. Get Connected: How Social Collaboration Can Help Companies Navigate a Complex Business Landscape

    To remain competitive, companies should embrace social collaboration— employees and business partners contributing and connecting via an enterprise-wide virtual environment.

    (Executive Action Report, June 2013)
  3. Get Social: A Guide to Creating Your Company's Social Media Strategy
    Most organizations realize the importance of participating in social media but do not have a formal plan on how to make the most of it. This report discusses specifics and best practices for planning a social media strategy. (Executive Action Report, October 2011)
  4. Giving in Numbers: 2012 Edition

    How and how much do Fortune 500 companies donate? This report analyzes 2011 trends among 214 companies, including 62 of the top 100.

    (Research Report, June 2012)
  5. Giving in Numbers: 2013 Edition
    Fifty-nine percent of companies recommitted to their communities by giving more to charity in 2012 than they did before the recession took hold in late 2007. (Research Report, September 2013)
  6. Giving in Numbers: 2014 Edition

    An in-depth analysis of 2013 corporate giving and employee engagement data from 261 of the world's leading companies.

    (Research Report, October 2014)
  7. Giving the Working Poor a Working Chance
    How can business and the world’s corporations help efforts to alleviate global poverty? And what is the rationale for getting involved? (Council Perspectives, February 2011)
  8. Global Economic Growth Scenarios 2020: The Impact of Investments and Reforms across Seven Major Regions
    This report presents analysis of the global economy and seven major world economies—including four scenarios that depend on policy effects—so that leaders can make decisions that foster growth. (Research Report, June 2014)
  9. Global Economic Outlook 2015: Finding Opportunities in a Global Slowdown: GLOBAL OVERVIEW

    In a slow-growth global economy, where are the opportunities? This analysis of the business outlook across seven regions offers clues to firms that are willing to think long term.

    (Key Business Issues, November 2014)
  10. Global Growth Projections for The Conference Board Global Economic Outlook 2015

    This paper presents the methodology for The Conference Board Global Economic Outlook 2015, including projections for 11 major regions.

    (Economics Program Working Paper Series, November 2014)
  11. Global Leadership Forecast (GLF) 2014 | 2015, Ready-Now Leaders: Meeting Tomorrow’s Business Challenges
    New research from DDI and The Conference Board spotlights a critical difference between the top and bottom corporate financial performers: companies with higher percentages of women in leadership roles perform better. (Research Report, August 2014)
  12. Global Supply Chain Labor Standards
    This report examines the adoption of supplier codes of conduct and supply chain labor policies; a framework for implementing supply chain sustainability programs, and media coverage, proxy voting guidelines and shareholder proposals related to this topic. (Director Notes, May 2012)
  13. Global Trends in Board-Shareholder Engagement

    Notwithstanding the potential benefits of engaging shareholders, board directors hesitate to do it—sometimes, rightly so. Real-world examples serve as guidance for those trying to develop an effective engagement program.

    (Director Notes, October 2013)
  14. Globalization Revisited: Who Will Get the New Wave of Knowledge Process Jobs?

    Offshoring is no longer the best or the only answer for management of knowledge process jobs, and many companies are investigating nearshore and onshore alternatives as the global competition for knowledge jobs intensifies.

    (Executive Action Report, April 2013)
  15. Going Public on HR Data Privacy: Implications for Human Capital Analytics and Strategic Workforce Planning

    Many HR organizations are skittish about collecting certain types of employee data, especially when they plan to integrate it across national borders.

    (Executive Action Report, February 2013)
  16. Good Leaders, Bad Leaders: A Q&A with Bob Lutz
    Longtime top auto executive Bob Lutz speaks about the effectiveness and personalities of a dozen CEOs and other leaders. (The Conference Board Review, July 2013)
  17. Great Recession and Household Savings
    During recessions or other periods of economic weakness, when any engine of growth is needed, an increase in the household saving rate could slow the pace of recovery. So what will happen to the saving rate in this critical recovery period? (Executive Action Report, February 2011)
  18. Growing Value of Brands and Their Contribution to Worldwide Economic Growth

    The contribution of brands is comparable to that of R&D in most advanced economies. Moreover, the wealthier a country grows, the more its companies spend on getting out their brand message.

    (Executive Action Report, July 2014)
  19. Guidelines for Engagement

    Direct engagement between companies and their investors is in early stages, but is likely to become a permanent, although less formal, part of governance of US public companies.

    (Research Report, March 2014)

H

  1. A Hero Lies in You: CEOs Talk about Heroes and Mentors
    A series of interviews related to The Conference Board CEO Challenge® 2011 makes clear what is highest on the minds of CEOs. Here, they talk about the leaders who have inspired them—and who have served as cautionary figures. (Executive Action Report, November 2011)
  2. A Higher Consciousness: Whole Foods co-CEO John Mackey looks to elevate business
    John Mackey of Whole Foods explains his philosophy of "conscious capitalism" and corporate responsibility—and how it dovetails with his libertarian political ideology. (The Conference Board Review, January 2013)
  3. HR in Asia: Priorities in Compensation and Benefits
    Global, standardized compensation and benefit programs help companies achieve consistency and convenience. But companies must strike a balance by delivering programs that are also responsive to the varying needs of their far-flung business units. (Council Perspectives, April 2011)
  4. Handbook on Corporate Political Activity: Emerging Corporate Governance Issues

    This handbook offers an overview of the legal rules and standard practices related to political activity, as well as a discussion of internal oversight of political spending.

    (Book, November 2010)
  5. Handling a Corporate Crisis
    In today’s climate, securities and financial firms are likely to face some enforcement proceedings that create a situation fraught with potential pitfalls. This report discusses 10 prescriptions for handling these situations well. (Director Notes, August 2012)
  6. Happiness Premium: What Companies Should Know about Leveraging Happiness in the Workplace

    A focus on employee happiness makes for a holistic approach to the idea of contentment in the workplace, and can greatly influence company performance overall.

    (Executive Action Report, March 2013)
  7. Helping Millennials Help You: Managing Your Young Workforce
    By 2020, baby boomers and generation X will be far outnumbered by their millennial counterparts in the workplace, who will soon be in the same seats their managers now occupy. What are companies doing today to prepare these future leaders? (Executive Action Report, May 2013)
  8. How Can Companies Make the Value of Intangibles More, Well, Tangible?

    There is a critical need to develop better standards for measuring, reporting, benchmarking, and analyzing intangible investments.

    (Executive Action Report, June 2014)
  9. How Do Financial Markets Respond to Corporate Sustainability Disclosure?

    While established evidence shows that bad corporate environmental news is punished by the market, emerging evidence shows that, in some instances, superior environmental performance may also be punished.

    (Director Notes, April 2014)
  10. How Much Does Your Company Really Invest in Innovation?

    Innovation is more than R&D. It includes the full range of activities needed to implement or commercialize new ideas. But how are those activities measured for bottom-line impact?

    (Executive Action Report, October 2013)
  11. How Teleworking Works Best: A Practical Guide for Managing Teleworkers
    Successful managers of teleworkers are those who have learned to manage the work and not the workers, quantify deliverables and not hours at a desk, and communicate regularly and mindfully with all workers. (Executive Action Report, October 2013)
  12. How Teleworking Works Best: Organizational Shifts Ahead
    As more people work from remote locations and are no longer tethered to brick and mortar facilities, flexible work arrangements like telework will simply be the way work is done. (Executive Action Report, February 2014)
  13. How Teleworking Works Best: The Business Case

    Key to gaining corporate advantage from telework is understanding which jobs can be done remotely from the primary corporate locations and what skills and practices are required to support them.

    (Executive Action Report, October 2013)
  14. How Well Do Corporate Directors Know Senior Management?

    Companies can improve the quality of their CEO succession and internal talent development programs by fostering regular formal and informal interaction between directors and senior management.

    (Director Notes, March 2014)
  15. Human Capital Analytics @ Work, Volume I
    Six high-profile companies describe how they use human capital analytics at their organizations and offer advice on how you can best implement it at yours. (Research Report, October 2014)
  16. Human Capital Challenges in Asia-Pacific, 2012–2013: Leadership Development and Succession Planning for the Global Leader
    A closer look at the strategies effective companies use for leadership development and succession planning. (Executive Action Report, June 2012)

I

  1. Identifying Your Company's Leadership DNA: Insights from The 2014 Leadership Development Conference

    Companies concerned about their executive pipelines should invest in leadership training, especially of high potential employees. The biggest bang from training dollars comes through action learning, stretch assignments, and coaching.

    (Conference KeyNotes, July 2014)
  2. Impact of Board Dynamics on Shareholder Value Creation

    Aristotle’s maxim that the whole is greater than the sum of its parts is alive and well in the boardroom. This report shows that better team dynamics among board members produces better financial performance.

    (Director Notes, February 2014)
  3. Incredible Disappearing Office: Making Telework Work

    We offer guidance for executives to start conversations internally about the value of telework and recommendations on how best to implement it.

    (Research Report, May 2012)
  4. Innovation Accounting
    by Carol Corrado and Charles Hulten
    December 2012 - EPWP #12 – 04 (Economics Program Working Paper Series, December 2012)
  5. Intangible Capital and Growth in Advanced Economies: Measurement Methods and Comparative Results
    by Carol Corrado, Jonathan Haskel, Cecilia Jona-Lasinio and Massimiliano Iommi
    December 2012 - EPWP #12 – 03 (Economics Program Working Paper Series, December 2012)
  6. Integrating Corporate Wellness Initiatives within Human Capital Strategy

    How can companies successfully work their wellness initiatives into their larger human capital strategy?

    (Executive Action Report, February 2013)
  7. Interim CEO: Reasonable Choice or Failed Selection?

    This report examines antecedents and consequences of interim CEO selection to provide boards the evidence needed to make informed decisions about CEO succession.

    (Director Notes, June 2014)
  8. International Comparisons of Annual Labor Force Statistics
    The International Labor Comparisons (ILC) program prepares international comparisons of economic indicators across countries, pinpointing differences in labor market tightness, unemployment, and labor force participation in various population categories. (Research Report, September 2014)
  9. International Indexes of Consumer Prices 2013
    Based on price indexes compiled by The Conference Board International Labor Comparisons program, average annual inflation in 2013 slowed in 13 of the 16 economies compared. (Research Report, April 2014)
  10. Introducing the Global Debt and Growth Series

    This time (truly) is different: the current crisis, which has its roots in the asset bubble/housing crisis in the United States, has pervaded virtually every corner of the global economy.

    (Global Debt and Growth Series, August 2013)
  11. Investments in Intellectual Property: New Footprints in Macroeconomic Data

    New macroeconomic data show U.S. investment in intellectual property products totaled $812 billion, or 5 percent of GDP, in 2012.

    (Executive Action Report, December 2013)
  12. Is It Up to Business to Solve the Toughest Problems?
    Companies, argues benefits consultant Jennifer Benz, need to shoulder some of the responsibility for workers' struggles with obesity and financial insecurity. (The Conference Board Review, January 2013)
  13. Is This the End of Work? Information Technologies and Labor Market Disruption: A Cross-Atlantic Conversation
    So far, the digital revolution has produced technology but not jobs. What is the impact of technology on employment? Leaders from Canada, Europe, and the United States tackle this question. (Executive Action Report, July 2014)
  14. Issues in Intangibles, Vol. 1, No. 1
    This first release in a new series from The Conference Board focuses on intangible assets—why they matter, how they are measured, and their importance to both national economies and individual firms. (Periodical, February 2012)

J

  1. "Just Say No": If only fighting bribery were that simple
    An expansive look at bribery today and how both companies and individual executives should handle sticky situations. (The Conference Board Review, April 2013)
  2. Job Satisfaction: 2012 Edition

    Respondents to the 2011 version of The Conference Board Job Satisfaction Survey indicated higher levels of job satisfaction for the first time since the recession began in 2008.

    (Research Report, June 2012)
  3. Job Satisfaction: 2014 Edition
    According to the current edition of The Conference Board Job Satisfaction survey, and for the eighth straight year, less than half of US workers are satisfied with their jobs. (Research Report, June 2014)

K

  1. Key to Optimal Business Results: Insights from The 2014 Performance Management Conference
    For performance management to be more than mere compensation management, systems must be behavior focused, integrated into workflow and processes, and communicated with care to employees. (Conference KeyNotes, August 2014)
  2. Knowledge Spillovers, ICT and Productivity Growth

    by Carol Corrado, Jonathan Haskel, and Cecilia Jona-Lasinio

    May 2014 - EPWP #14 – 02

    What are the channels through which intangible assets affect productivity?

    (Economics Program Working Paper Series, June 2014)

L

  1. LGBT in the Workplace and Marketplace
    The LGBT (lesbian, gay, bisexual, and transgender) population is no longer merely included in corporate strategy, but is a focus of that strategy, as companies try to attract both LGBT talent and market share. (KnowlEdge Series Summaries, July 2012)
  2. Leveling the Playing Field: Attracting, Engaging, and Advancing People with Disabilities

    The  median income for people with disabilities is less than half that of people without disabilies, despite significant federal legislation. This report addresses how to overcome this disparity.

    (Research Report, February 2013)
  3. Leveling the Playing Field: Attracting, Engaging, and Advancing People with Disabilities
    An Executive Summary report and a full Research Report are available, based on the work of The Conference Board Research Working Group on Improving Employment Outcomes for People with Disabilities (Executive Summary, February 2013)
  4. Leveraging the Impact of Coaching on Business-Driven Talent Management Practices: Insights from The 2014 Executive Coaching Conference
    Executive coaching is due for an upgrade—from a focus on metrics to a focus on interpersonal communication and the resulting employee engagement. (Conference KeyNotes, May 2014)
  5. Link Between Brand Value and Sustainability

    Across a range of industries, regions, and enterprise values, there is a correlation between a company’s sustainability performance and the strength of its brand for consumers.

    (Director Notes, October 2013)
  6. Link Not Found: Why CEOs still see technology as separate from “the business.”
    The paradox for chief information officers: You are intimately involved in every fact of the business, yet you are often considered separate and removed from it. An excerpt from Martha Heller's book "The CIO Paradox." (The Conference Board Review, October 2012)
  7. Link between Human Capital and Sustainability
    A good understanding of the link between human capital and sustainability can help company directors identify how investing in the right sustainability programs can drive significant improvements in human capital. (Executive Action Report, December 2013)
  8. Linking Executive Compensation to Sustainability Performance
    This report discusses efforts by some companies to incorporate sustainability performance into executive compensation schemes, and provides an overview of recent shareholder proposals filed on this topic. (Director Notes, May 2012)
  9. Local Content Requirements and Strategic Workforce Planning

    Meeting local content requirements abroad is key to a sustainable multinational business model, and HR professionals should be part of their organization’s localization efforts. Strategic workforce planning can help.

    (Executive Action Report, October 2013)
  10. Looking before You Leap: SWP and Offshoring Location Decisions
    HR executives and strategists can contribute to their company’s location strategy. (KnowlEdge Series Summaries, April 2013)

M

  1. Main Skill Your HR Chief Lacks
    Recruiting is exactly the kind of experience that every chief of HR needs to understand the stakes of doing HR wrong. (The Conference Board Review, January 2013)
  2. Making the Business Case for Corporate Philanthropy
    This report discusses the issues surrounding corporate philanthropy and provides practical recommendations to companies and boards for increasing the accountability and transparency of corporate giving programs. (Director Notes, August 2011)
  3. Making the Switch: Are skills really transferable between jobs within an organization?

    A successful job-rotation program needs to be constructed so the assignment is a stretch and brings value, but not so much of a stretch that you lose a good employee.

    (The Conference Board Review, October 2013)
  4. Managing Contractors and Ensuring Safety in Emerging Markets

    Although emerging markets beckon with new business opportunities, they also present major health and safety challenges that foreign investors need to clearly understand.

    (Council Perspectives, May 2013)
  5. Managing Supply Chain Sustainability and Risk

    Addressing supply chain risk and sustainability in isolation may put a firm at considerable risk. Companies should pursue strategies that recognize that supply chain risk and sustainability are inextricably intertwined.

    (Director Notes, July 2014)
  6. Managing the Conversation
    While branding has always been about shaping experiences, today, in the age of 24/7 communication and social media, the challenge has shifted from shaping the message to managing an active conversation. (Council Perspectives, March 2012)
  7. Managing the Total Workforce: Bringing Contingent Labor inside the Strategic Workforce Planning Tent

    Creating a total workforce management framework gives companies a holistic understanding of how they use talent today and helps them evaluate future options.

    (Research Report, April 2013)
  8. Marketing Without Marketing: Consumers are harder than ever to reach, but don't make it obvious that you're trying harder than ever to reach them.
    Brand journalism is one way smart marketers rise above the clutter of internet advertising. As a marketer, the key is to figure out where people's interests and your competencies overlap. (The Conference Board Review, October 2013)
  9. Measuring the Effects of Corporate Social Responsibility
    This report discusses a model for measuring the efficient and effective use of corporate resources allocated to CSR activities. (Director Notes, April 2011)
  10. Measuring the Impact of Corporate Social Investments
    Social change is inherently difficult to capture, but there is growing interest among corporate social investors in demonstrating actual deeper impact. This report highlights select aspects of measurement and provides guidance. (Research Report, September 2014)

N

  1. New Career Models That Can Support Your Diversity and Inclusion Program
    Cultivating new career models and fostering gender-balanced leadership require the will to move beyond the status quo. Making high-profile “risky” appointments of women is important, and women need to be encouraged to apply. (Council Perspectives, June 2013)
  2. New Imperative: Driving Performance, Connecting to Value
    Companies increasingly view health care as an important investment and want a greater return: they are still keenly interested in lowering costs but are also demanding better performance and value from providers. (Conference KeyNotes, September 2014)
  3. Nobody's Perfect: Overcoming the Limitations of External Labor Data to Drive Better Business Decisions

    This report details how to skillfully combine data from a variety of sources to inform HR strategy and business decisions.

    (Research Report, June 2014)
  4. Nothing in Common: How to do business in a world of difference
    Understanding the ways and whys of people unlike yourself is key to winning and keeping customers, managing today’s workforce, and relating to the activists who have an increasingly influential voice in where and how a company does business. (The Conference Board Review, July 2012)

O

  1. On the Record with Charles Allen

    “Retaining people in the profession is definitely our biggest issue,” notes Charles Allen, CEO of accounting/consulting firm Crowe Horwath LLP. He tells us how his firm approaches this key human capital challenge.   

    (Executive Action Report, September 2014)
  2. On the Record with Kathy Mazzarella

    Kathy Mazzarella is one of only 24 female CEOs in the Fortune 500 to date. The Conference Board spoke with Mazzarella about her unique trajectory to the top.

    (Executive Action Report, November 2014)
  3. Openers: Metrics and Micromanagement
    Empathy—really understanding life on the front lines—may be the only way to change a culture of micromanagement. Executives who understand the real impact of constant assessment might think twice before adding to everyone else’s to-do list. (The Conference Board Review, July 2012)
  4. Options for a Sustainable Long-Term Growth Path in Spain

    Spain’s accumulation of debt since 2008 is the product of a severe recession and having to bail out private banks, not precrisis fiscal mismanagement.

    (Global Debt and Growth Series, September 2013)
  5. Outbound Mergers and Acquisitions by Indian Firms
    This report discusses the legal reforms implemented by the government to help facilitate overseas acquisitions by Indian firms, and the regulatory impediments that still exist to mergers and acquisitions by Indian firms. (Director Notes, May 2011)

P

  1. Pay Problem: It's not that we pay CEOs too much—it's that we pay everyone else too little.
    High CEO pay still gets all the attention, but it's no longer a problem that demands immediate fixing. What companies need to address is how they compensate everyone else. (The Conference Board Review, January 2013)
  2. Peer Groups Understanding CEO Compensation and a Proposal for a New Approach

    The use of external peer benchmarking in setting executive compensation has contributed to the problem of high and rising pay in the United States.

    (Director Notes, April 2013)
  3. Performance Anxiety: Your people are insecure—what are you going to do about it?

    Workers feel terribly insecure these days, but it's not about whether they'll be fired—it's about whether they're capable of performing their jobs adequately. Here's how managers can help fix the problem.

    (The Conference Board Review, April 2014)
  4. Performance Management 3.0

    Many organizations are dissatisfied with traditional performance reviews. The ideal performance management (PM) approach—PM 3.0—recognizes the need for more integration of the process into the overall business strategy.

    (Research Report, June 2013)
  5. Performance Mismanagement
    To get results, organizations should consider not measuring people by them. (The Conference Board Review, July 2013)
  6. Potential Cost and Value of ERM

    Many companies find the concept of enterprise risk management (ERM) appealing, but these companies are often hesitant to implement ERM because of the effort required.

    (Director Notes, March 2013)
  7. Preparing for a Succession Emergency

    By integrating an emergency succession plan into their crisis management process, companies can determine their preparedness, identify a credible emergency successor, and increase their ability to smoothly manage the announcement.

    (Director Notes, February 2013)
  8. Productivity and Digitalisation in Europe: Paving the Road to Faster Growth
    Productivity growth is the key to returning to a sustainable growth path in Europe, according to this policy brief, a joint publication between the Lisbon Council and The Conference Board. (Research Report, May 2014)
  9. Projecting Global Growth
    by Vivian Chen, Ben Cheng, Gad Levanon, Ataman Ozyildirim and Bart van Ark
    November 2012 - EPWP #12 – 02 (Economics Program Working Paper Series, November 2012)
  10. Proxy Voting Analytics (2010-2014)

    There’s been a fundamental shift in the type of resolutions shareholders submit, and activists are increasingly using social media to agitate for change outside of the AGM, 2014 data show.

    (Research Report, November 2014)
  11. Proxy Voting Analytics (2010-2014): Executive Summary

    There’s been a fundamental shift in the type of resolutions shareholders submit, and activists are increasingly using social media to agitate for change outside of the AGM, 2014 data show.

    (Executive Summary, September 2014)
  12. Proxy Voting Fact Sheet (July 2014)

    An analysis of annual shareholder meetings at Russell 3000 companies shows shareholder proposals on the disclosure of corporate political contributions doubled since 2009, signaling continued concern about a lack of transparency.

    (Proxy Voting Fact Sheet, July 2014)
  13. Proxy Voting Fact Sheet (May 2014)

    Efforts to improve communication with investors following say-on-pay appear to have paid off. The volume of shareholder proposals declined significantly for meetings held during the first four months of 2014.

    (Proxy Voting Fact Sheet, May 2014)

R

  1. A Rebuilding Year: In a slow-growth 2013, companies need to prepare for a new future.
    In TCB Review's annual Q&A with chief economist Bart van Ark, he elaborates on his generally downbeat 2013 global economic forecast. (The Conference Board Review, January 2013)
  2. Rallying Cry for Organizational Change

    Companies should make change management a competency rather than an add-on. They can start by knowing the best practices for executing change and training employees in how to adapt to it.

    (Conference KeyNotes, October 2014)
  3. Recent Changes in Europe’s Competitive Landscape and Medium-Term Perspectives: How the Sources of Demand and Supply Are Shaping Up
    by Bart van Ark, Vivian Chen, Bert Colijn, Kirsten Jaeger, Wim Overmeer, and Marcel Timmer
    March 2013 - EPWP #13 – 05 (Economics Program Working Paper Series, May 2013)
  4. Recommendations of the Task Force on Corporate/Investor Engagement

    The task force examined the facts, the issues, and the policy implications of the current state of US corporate governance and here offers their recommendations.

    (Research Report, March 2014)
  5. Reframing the Issue: New Ways to Think about Cyber Risk and Security

    Cyber risk is just one of many operational risks, and, from a business viewpoint, mitigation of cyber risk should focus on fundamental risk management, corporate resilience, and managing human behavior.

    (Council Perspectives, December 2013)
  6. Reporting on Corporate Sustainability Performance
    This report presents an analysis of 94 sustainability reports published by Canadian corporations in 10 sectors. The results reveal incredible diversity in the performance indicators disclosed, both across and within sectors. (Director Notes, October 2012)
  7. Review of Shareholder Proposals on Environmental Issues
    This report looks at shareholder proposals on environmental issues that were voted during the 2012 proxy season to determine which issues were most often brought to boards and which received the greatest support from shareholders. (Director Notes, October 2012)
  8. Revisiting Justifications for Board Diversity
    This report examines empirical data on board diversity and finds that reliance on the business case has not translated into appreciable gains. As such, it suggests that moral and social rationales be reincorporated into strategies for advancing diversity. (Director Notes, November 2011)
  9. Riding the Reform Innovation Wave: Implications for Health Care Organizations and Their CHROs

    Chief human resources officers of health care companies are innovating and communicating with their employees to manage changes brought on by The Patient Protection and Affordable Care Act of 2010.

    (Executive Action Report, March 2013)
  10. Risk Matters: Why and How Corporate Boards Should Become Involved

    This report specifies how to solidify defenses against multiple types of risk, and the role of the board in turning separate risk strategies into one consolidated risk management program.

    (Research Report, March 2013)
  11. Risk Oversight: Evolving Expectations for Boards

    Evolving expectations for oversight of management’s risk appetite and tolerance present challenges for boards. Boards should consider an objective-centric approach that links retained risks to strategic and foundation business objectives.

    (Director Notes, January 2014)
  12. Risk Oversight: Should Your Board Have a Separate Risk Committee?
    This report explores the question of whether the board of directors should establish a separate risk committee, including the factors it must consider, and provides examples to clarify the role and responsibility of a separate risk committee. (Director Notes, January 2012)
  13. Risk in the Boardroom

    According to a 2012 survey, almost one-quarter of financial services companies have instituted a dedicated risk committee, compared to 5 percent of nonfinancial services companies and 3 percent of manufacturers.

    (Director Notes, May 2013)
  14. Role of CFOs in Material Accounting Manipulations
    This report investigates the factors that may lead a CFO to engage in accounting manipulations. (Director Notes, May 2011)
  15. Role of the Board in Accelerating the Adoption of Integrated Reporting
    This report examines the concept of integrated reporting and its current state of adoption around the globe. (Director Notes, November 2011)
  16. Role of the Board in Fraud Risk Management
    This report discusses the role of the board in requiring, overseeing, supporting, and evaluating their organization's fraud risk management program. (Director Notes, October 2011)

S

  1. A Slow Transition: Economist Bart van Ark sees global growth picking up speed—just not as fast as anyone wants.

    In a Q&A, Bart van Ark, chief economist of The Conference Board, discusses and expands on his 2014 global economic forecast.

    (The Conference Board Review, April 2014)
  2. SEC Enforcement Actions against Outside Directors Offer Reminder for Boards
    This report discusses recent cases in light of the SEC’s historical position on offenses by outside directors and offers recommendations for how board members can mitigate their risks. (Director Notes, June 2011)
  3. SOP Drives Compensation Program Changes to Enhance Pay/Performance Link
    This report examines recent compensation program changes made by some Fortune 500 companies to enhance the link between pay and performance in preparation for their first say-on-pay votes, and provides recommendations for companies to consider. (Director Notes, September 2011)
  4. Safeguarding Intellectual Property and Addressing Corruption in the Global Supply Chain

    Third-party intellectual property compliance would benefit from a more formal process for risk assessments, due diligence, and auditing and monitoring to ensure consistent standards are used across the organization.

    (Research Report, December 2012)
  5. Scenario Planning for Human Resources and Strategic Workforce Planning

    Scenario planning can enhance the value of “basic” strategic workforce planning. Although it can't predict the future, scenario planning can help companies determine strategic options.

    (Research Report, May 2014)
  6. Science, Philosophy, and Faith: The essence of management is knowing when to apply each.
    When deciding an issue, all too often the critical discussion is not, “What are the facts?” (science) or, “What do you believe?” (faith) but, “What are your premises?” (The Conference Board Review, April 2011)
  7. Second Acts in Prime Time: Helping Employees Transition to Post-retirement Careers
    Innovative firms are rethinking their retirement models to hold on to baby boomer talent and engage employees as they transition to second act careers. (Executive Action Report, October 2014)
  8. Sharing Safety and Regulatory Information along the Value Chain
    The challenge facing many companies is that while on the surface their supply chain may appear clear, the opposite is often true when it comes to safety and regulatory information. (Council Perspectives, October 2013)
  9. Shifts in the Supply Chain Equation Provide Opportunities for Mid-Market Companies—and Concerns

    Constantly shifting production and transportation costs mean it’s back to the drawing board for many companies.

    (Executive Action Report, April 2013)
  10. Since the Levees Broke: A Snapshot of New Orleans
    Hurricane Katrina devastated New Orleans in 2005, and in the years since, corporate contributions have tackled much more than rebuilding—they have also fostered innovation in the underlying issues of health care, education, poverty, and the environment. (Council Perspectives, August 2011)
  11. Social Media for Human Resources Conference KeyNotes Report
    As companies look to increase productivity of human capital, HR’s responsibility for innovation, talent development, and engagement has risen. Firms are using social media to excel in these areas. (Conference KeyNotes, November 2013)
  12. Stakeholder Dialogue in Germany, Italy, and the United States
    This Director Notes describes the results of an international survey on 249 stakeholder dialogue (SD) initiatives undertaken by firms in Germany, Italy, and the United States. (Director Notes, July 2012)
  13. StraightTalk®
    Global Economic Outlook 2013: Is the global economic speed limit slowing down?

    From The Conference Board Chief Economist. (StraightTalk®, November 2012)
  14. StraightTalk®
    Special Issue for All Members: Global Economic Outlook 2012

    From The Conference Board Chief Economist. (StraightTalk®, November 2011)
  15. StraightTalk® Global Economic Outlook 2015: Are We Asleep at the Wheel?

    While a cautious outlook for the global economy seems justified, does it cause us to leave opportunities on the table for too long?

    (StraightTalk®, November 2014)
  16. StraightTalk® Global Economic Outlook 2015: Are We Asleep at the Wheel?

    While a cautious outlook for the global economy seems justified, does it cause us to leave opportunities on the table for too long?

    (Key Business Issues, November 2014)
  17. StraightTalk® Special Issue for All Members: Global Economic Outlook 2014

    From The Conference Board Chief Economist Bart van Ark comes in-depth analysis of the global economy and resulting projections for 2014, 2014-2019, and 2019-2025.

    (StraightTalk®, November 2013)
  18. StraightTalk® Special Issue for All Members: Global Economic Outlook 2013
    From The Conference Board Chief Economist: Is the global economic speed limit slowing down? (StraightTalk®, November 2012)
  19. Strategic Leadership Development: Global Trends and Approaches

    The view of current global practices in leadership development and in-depth analysis of different regional leadership development approaches this report provides can help organizations improve their leadership development initiatives.

    (Research Report, June 2013)
  20. Strategic Risk Management: A Primer for Directors
    This report describes the factors that are driving the need for board-level strategic risk management, outlines a strategic risk assessment process, and offers recommendations for integrating risk management in strategy execution and measurement. (Director Notes, July 2012)
  21. Strategic Talent Management: Where We Need to Go

    Systems thinking, a talent for data analysis, and change management skills are two of the critical competencies that talent management leaders need to contribute to and enhance business outcomes.

    (Research Report, September 2013)
  22. Strategic Workforce Planning across National Borders

    Strategic workforce planning can play a valuable role by questioning the unexamined assumptions that business leaders may be making about the availability, quality, cost, and mobility of talent in critical locations.

    (Research Report, July 2012)
  23. Strategies That Transform the Organization: Insights from The 2013 Senior Corporate Communication Management Conference

    Today’s corporate communications departments are the equivalent of an internal media company that helps roll out new strategies, enhance customer experience, and increase employee engagement.

    (Conference KeyNotes, March 2014)
  24. Streamlining Product Safety and Regulatory Information along the Value Chain

    The lack of consistent approaches for sharing product stewardship information in today’s complex global economy creates significant business risks that are often invisible to leadership.

    (Council Perspectives, October 2014)
  25. Strengthening the Weakest Link: Building Resilient Global Supply Chains
    Although the benefits of global supply chains have been significant, they have also made companies more vulnerable to disruptions. (Executive Action Report, June 2012)
  26. Supplier Diversity Value Proposition: What Every Organization’s Important Stakeholders Need to Know about Supplier Diversity
    In order to serve the needs of a changing customer base, companies should review and, if necessary, rejuvenate their supplier diversity programs. (Council Perspectives, May 2012)
  27. Supplier Diversity: Helping to Enhance the Corporate Brand
    This Council Perspectives points out how supplier diversity can create a competitive advantage for an organization and encourages leaders to think beyond the function’s traditional role. (Council Perspectives, April 2011)
  28. Surprise! Chinese Consumers Are Not Americans: Savio Chan takes a close look at buying behaviors in the Far East

    In a Q&A, Savio Chan of US China Partners shares his insights on how American businesses can better connect with Chinese consumers.

    (The Conference Board Review, April 2014)
  29. Sustainability Business Case: A Model for Incorporating Financial Value Drivers

    Many past sustainability business case analyses have not effectively incorporated key financial value drivers into the discussion. Companies should consider a framework to link environmental actions to financial value drivers.

    (Director Notes, June 2013)
  30. Sustainability Matters 2013: How Companies Communicate and Engage on Sustainability
    How are companies addressing what they have defined as their corporate sustainability responsibilities? This report provides an answer through a multifaceted examination of current sustainability practices. (Research Report, February 2013)
  31. Sustainability Matters 2014: How Sustainability Can Enhance Corporate Reputation

    Brand recognition and reputation are among the most valuable intangible assets of any company. In turn, sustainability initiatives have the potential to significantly impact corporate brand and reputation.

    (Research Report, January 2014)
  32. Sustainability Practices: 2012 Edition
    In FY2010, companies in the telecommunications services and utilities sectors were most likely to release sustainability reports, while companies in the materials sector were least likely to offer comprehensive disclosure. (Research Report, July 2012)
  33. Sustainability Practices: 2013 Edition

    In 2012, in terms of relative environmental footprint, the sector with the smallest footprint was the financials sector; the sectors with the largest environmental footprints were materials, utilities, and energy.

    (Research Report, July 2013)
  34. Sustainability from the Inside Out
    Leaders in the field share insights for focusing sustainability efforts with key performance indicators, building the function within an organization, and expressing the value of sustainability in business terms. (KnowlEdge Series Summaries, July 2013)
  35. Sustainability in the Boardroom: A 2013 Update

    According to a survey, when sustainability oversight is made a primary responsibility of senior management, it tends to fall to the CEO or another senior executive reporting to the CEO.

    (Director Notes, March 2013)

T

  1. A Tale of 2000 Cities

    A study of how the sharp contrast between successful and struggling communities is reshaping America.

    (The Demand Institute, February 2014)
  2. Talent Acquisition through Social Media: Managing Risks to Maximize Rewards
    To receive the maximum value from social media investments, companies must understand each channel and its unique benefits and features and be able to manage the related risks. (Executive Action Report, August 2013)
  3. Talent Management Tomorrow: Seeing Around the Corner to Meet Strategic Business Needs
    This report, the work of eight councils of The Conference Board worldwide in the area of talent management, assesses the current state of the function and then “peeks around the corner” to see what challenges lie ahead. (Council Perspectives, September 2012)
  4. Taming the Change Tiger: Transforming Chaos and Uncertainty into Opportunity
    Organizations need to change the way they change—to redefine a broader, more accountable, enterprise-wide approach that rides the chaos and achieves the best result. (Council Perspectives, October 2014)
  5. Tapping Hidden Talent Pools: Recruiting, Developing, and Retaining Veterans and People with Disabilities
    This report provides in-depth explanation and interpretation of the changes in these regulations to provide businesses with the tools to employ veterans and people with disabilities in this new paradigm. (Research Report, June 2014)
  6. Theory to Practice: Dangerous Digits
    Columnist Michael Raynor argues against a relentless focus on making the numbers. (The Conference Board Review, July 2013)
  7. Theory to Practice: Management by Imitation
    Columnist Michael Raynor explains how a biography of a leader—even Steve Jobs—cannot serve as a good blueprint for one's own life. (The Conference Board Review, July 2012)
  8. They Can Handle the Truth: In uncertain times, how to handle your employees' insecurity.

    Amid uncertainty and sinking morale, the most effective way to rid an organization of fear of the unknown is simple: tell people the truth.

    (The Conference Board Review, April 2014)
  9. Treat Your Employees Like Consumers: They don't all want the same things.

    With corporate workforce increasingly global and diverse, HR departments are recognizing the ineffectiveness of dealing with every employee in exactly the same way.

    (The Conference Board Review, April 2014)
  10. Trust No One: Understanding the price of business intelligence—and counterintelligence
    A former CIA agent explains that the key to business counterintelligence is to avoid ever falling victim to information thieves who may target you without your even knowing it. (The Conference Board Review, April 2013)

U

  1. Understanding Business Cycles: The Indicators Approach to Forecasting for Agility

    Anticipating economic changes can enable companies to respond with agility in a dynamic business environment. This collection offers insight into how the indicator approach demystifies shifts in the business cycle.

    (Research Report, June 2013)
  2. Unlock Talent Potential to Drive Business Success: Insights from The 2014 Talent Management Strategies Conference
    A company’s best defense for meeting a rapidly changing business environment is to have a strong succession plan and a pipeline of “ready-now” employees who can step into vacant positions. (Conference KeyNotes, April 2014)

V

  1. Volunteering- A New Training and Transition Tool
    Challenging times call for companies of all sizes to be more creative about how they do business, and how they inspire and motivate their employees. (Executive Action Report, September 2011)

W

  1. Water Worries: How Incorporating Long-Term Risk into Strategic Planning Pays Off
    How companies manage risk, opportunity, and scarcity today will determine the long-term value they create for stakeholders and society, and the world’s dwindling water resources are a pivotal case in point. (Council Perspectives, June 2012)
  2. Way Forward: A Primer on Conducting an Independent Investigation
    Internal investigations are an essential response amid allegations of corporate misconduct. This report discusses steps corporate management should take upon learning of such allegations and the decisions that must be made during an investigation. (Director Notes, February 2012)
  3. We Are All Chief Risk Officers Now

    Risk management used to be someone else's job—usually the head of security. But today, practically everyone's job requires managing risk in some form.

    (The Conference Board Review, April 2014)
  4. What Board Members Should Know About Communicating CSR
    This report discusses what to communicate (i.e., message content) and where (i.e., message channel), as well as the major factors (internal and external to the organization) that affect the effectiveness of corporate social responsibility communication. (Director Notes, March 2011)
  5. What Do Corporate Directors and Senior Managers Know about Social Media?
    This report provides insights into how senior-level decision makers in North American companies view social media, and offers recommendations for implementing a social media strategy that ties in with corporate strategy and risk management practices. (Director Notes, October 2012)
  6. What Is Human Rights Risk? Should My Company Be Concerned about It?
    Explore what human rights risk is, why companies should care, and how they can incorporate human rights due diligence into their business processes. (Executive Action Report, September 2013)
  7. What You Need to Know about Performance-Aligned Compensation: Insights from The 2014 Executive Compensation Conference
    In the wake of say on pay, concern about proxy advisors’ reactions to their pay packages can blind companies to the reason for those packages: to drive performance and create shareholder value. (Conference KeyNotes, July 2014)
  8. When Innovation Isn't: By pursuing breakthroughs less indiscriminately, we may just get more of them.

    The first step to bridging the innovation gap is to cease labeling every new initiative as "innovation."

    (The Conference Board Review, October 2013)
  9. Where Did Productivity Go? Can Incentives to Grow the Workforce Be Found?

    From 1990-2012, Japan’s gross debt/GDP increased from 68 percent to 237 percent. Today, productivity is low and falling, the workforce is shrinking, and deflation and debt-deflation risks loom large.

    (Global Debt and Growth Series, October 2013)
  10. Where Will the Jobs Go?
    Technology may soon make obsolete factory workers, professors, nurses, and Teamsters. (The Conference Board Review, July 2013)
  11. Where's the Good Pizza Here? That and other, more serious, concerns your company must address when relocating people.

    If you manage employees who are considering a domestic move, be prepared to think about the concept of domestic culture shock.

    (The Conference Board Review, April 2014)
  12. Who Leads? Who Follows?
    True authority is not granted by position or by statute. Rather, authority is bestowed by those who agree to be led. Today, leadership is not about achieving position. It is about creating followership. (The Conference Board Review, July 2012)
  13. Who's Afraid of the Cloud?
    This report spells out the benefits and pitfalls for midsize businesses of migrating data and IT operations to the cloud. (Executive Action Report, May 2012)
  14. Who's Holding You Accountable? Christine Bader wants to fill companies with corporate idealists.

    A Q&A with "corporate idealist" Christine Bader, who spent nine years at BP and now seeks to aid those who want to help corporations both do good and do well.

    (The Conference Board Review, April 2014)
  15. Why CEOs Need to Care about Trust in Business

    Capitalism depends on public trust for its legitimacy. If public trust in business is low, governments and regulators act. But what are the business and governance standards that establish confidence?

    (Executive Action Report, April 2014)
  16. Why Your Customers Don't Want to Talk to You

    Many customers prefer doing business online, so why do companies insist on making them pick up the phone to complete their transaction or answer their question?

    (The Conference Board Review, October 2013)
  17. Will Your People Be Ready? Top executives reveal how they are addressing today's meteoric pace of change.
    Two dozen top executives discuss how they're managing their people to deal with the increasing rate of change. (The Conference Board Review, January 2013)
  18. Women on Boards: Beyond Quotas

    Many countries are realizing that quotas may fail to address the root causes of the shortage of women on boards and are examining alternative approaches to creating true gender diversity.

    (Director Notes, September 2014)
  19. Women on Boards: Review and Outlook
    This report examines the prevalence of women directors in the Fortune 1000 and an additional 1,000 midcap companies and offers recommendations for boards looking to recruit women directors and for women interested in serving on boards. (Director Notes, May 2012)
  20. Working with Analytics at the C-Level: Insights from The 2013 Human Capital Analytics Conference

    No significant change can take place without the support of top executives, including human capital analytics.

    (Conference KeyNotes, July 2014)
  21. Workspace: 9 to 5 is so last century
    Columnist Alison Maitland argues that today's flexible work arrangements should not be mere employee perks. (The Conference Board Review, October 2011)
  22. Workspace: Face-to-Face Fallacies
    Columnist Alison Maitland looks critically at workplace strategies of Google and Yahoo!, calling them "retrograde attitudes from Internet giants." (The Conference Board Review, April 2013)
  23. Workspace: The Five Types of Trust
    Columnist Alison Maitland explains how senior leaders can build credibility within and without organizations. (The Conference Board Review, July 2012)

Y

  1. You Can Go Your Own Way: There are as many ways to get work done as there are workers.

    Companies know they cannot cling forever to an industrial-age employment model. But many modernization efforts are hampered by viewing new work practices through a single lens.

    (The Conference Board Review, April 2014)
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