Whitepapers & Case Studies

Case Study Book

An in-depth look at how 14 different organizations utilized Profiles’ employee assessments and help from their Strategic Business Partner to solve important challenges related to selection, development, and engagement of their workforce and leaders.
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Five Critical Management Derailers: Symptoms & RemediesFive Critical Management Derailers:
Symptoms & Remedies

Why do front-line managers fail, and what can be done to avoid failure? This report elaborates on five critical issues and offers common-sense advice for helping your managers avoid them.
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NEW! Making Every Hire Count: What Really Matters To The C-Suite

Although the economy has shown signs of improvement and the unemployment rate has dropped modestly, organizations are still extremely cautious when it comes to hiring.  Profiles International researchers recently conducted a comprehensive review of organizational design and talent management practices to identify over 50 “best practices” in the context of hiring and onboarding new employees.   In this report,  our latest research is condensed into 10 “lessons” that will help you make every hire count. Download the full report »

Five Lessons for Upgrading Talent with Outside SuperstarsFive Lessons for Upgrading Talent with Outside Superstars

This report provides five key lessons to help optimize the upgrading process. It drills deeper into each lesson to guide you through the talent upgrade process and help you avoid common mistakes.
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The Executive's Guide to Strategic Workforce PlanningThe Executive’s Guide to
Strategic Workforce Planning

Strategic workforce planning is a process that ensures your business has the right people in the right jobs at the right time to achieve your expected results. This report explores six steps of strategic workforce planning and offers some advice for achieving results.
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Creating A Team-Building Culture

Engaged employees are excited and enthusiastic about their jobs. They resist distractions, tend to forget about time and routinely produce significantly more than the job requires. They enjoy searching for ways to improve circumstances, and they volunteer for difficult assignments. They also encourage others to achieve higher levels of performance. Finally, they are proud to be involved with their organization and are likely to stay with the company for the long term.  Here’s how to build a culture that fosters effective teams at your organization. Download the full report »

Why Smart Employees UnderperformWhy Smart Employees Underperform

We’ve all been there. After an extensive and thorough search for a line manager, one candidate stands out. You hired the qualified individual, only to find there’s a disconnect with the new employee. This report discusses ways to prevent under performance.
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Six Keys to Unlocking the Potential of Frontline ManagersSix Keys to Unlocking the Potential of Frontline Managers

Times of change present many challenges for organizations, particularly for frontline managers. This fact inspired us to identify six keys to unlocking the potential of frontline managers.
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The Powerful Act of Coaching EmployeesThe Powerful Act of Coaching Employees

Coaching not only changes the culture of an organization, but it increases performance and leads to a significant return on investment. This briefing helps business leaders better understand the importance and value of continuous coaching.
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Fostering a Culture of EngagementFostering a Culture of Engagement

This report helps you begin the process of learning about employee engagement in your organization. We will describe three levels of engagement: organizational, managerial, and employee, and give you some practical ideas to improve engagement in your organization.
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Leadership Charisma Leadership Charisma

Many business leaders struggle to lead and motivate their staff to achieve the results demanded by their shareholders. By becoming more charismatic leaders, your audience can dramatically increase engagement, productivity, profitability, and even the success of their careers.
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