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Research

LINE® Employment Report

The SHRM Leading Indicators of National Employment® (LINE®) are based on a monthly survey of HR professionals in the U.S. manufacturing and service sectors and track changes in employment expectations, recruiting difficulty, new-hire compensation and job vacancies.

EMPLOYMENT EXPECTATIONS IMPROVING

Manufacturing

Service

In March, for the fifth straight month, hiring will increase in manufacturing and services on an annual basis.

+53.3

+38.0

More Information

Labor Market Outlook

HR Professionals Have Increased Faith in Labor Market for First Quarter of 2010

Each quarter the SHRM Labor Market Outlook (LMO) Report examines hiring and recruiting trends across a six-month spectrum. It is based on a survey of more than 400 public and private-sector human resource professionals with a direct role in the staffing decisions at their respective companies.

Survey Findings

Background Checking: Conducting Credit Background Checks SHRM Poll

Why do employers conduct credit background checks, what type of job candidates do employers investigate, what information in a job candidate’s consumer report could have adverse effect on the decision to hire? The answers to these questions and more are explored in this research.

What Senior HR Leaders Need to Know: Perspectives from the United States, Canada, India, the Middle East and North Africa Executive Summary

This survey report presents the results of research conducted among SHRM members and HR practitioners around the globe about the most important competencies that senior HR leaders need in order to be successful. Additionally, the study asked how the competencies needed now will change in five years and whether these competencies could be cultivated. Across the countries and regions that participated in the research, strategic thinking and effective communication emerged as the top two competencies overall.

HR Representation on Corporate Boards SHRM Poll

26% of HR professionals at the director-level and above are board members, though most of these positions are for nonprofit organizations. This poll looks at representation of HR professionals on corporate boards currently and within the past five years.

This article provides an overview of five critical workforce strategies that must be linked with organization’s strategic objectives to achieve success. It directs readers to more in-depth resources on the five strategies and on many secondary matters.

Working With Outside Recruiters

This article addresses the reasons for using outside recruiters, typical fees and the overall process of working with outside recruiters. It also discusses what information the employer will need to provide the recruiter and what the recruiter should provide for the employer.

Educating for Advocacy, Advocating for Education

This research article focuses on the importance of education for the U.S. workforce to strengthen the nation’s economic competitiveness.

Customized Benchmarking

Compensation Data Center

At SHRM's Compensation Data Center online compensation reports are available for job positions covering a variety of industries, job families and functional areas. Each report is fully customizable, providing users with the ability to easily generate compensation data based on position, geographic area, industry, organization and revenue size, and profit status.

SHRM members can also select and purchase compensation pdf reports for individual job titles—a $400 value—for just $199!

SHRM India

Employer Brand in India: A Strategic HR Tool

Indian Human Resource Talent Management and Mindset

Corporate Indian Companies: Forging New Talent Pipelines and Creative Career Pathways

Perspectives on Women in Management in India

India: Building Sustainable Leadership Competency

SHRM Research Quarterly

2009, No. 4: Business Ethics: The Role of Culture and Values for an Ethical Workplace

An ethical workplace is established through an organization’s culture, values and leadership. To promote ethical behavior, human resource professionals, people managers and organizational leaders need to be knowledgeable about business ethics—from corporate values, codes of conduct and related legislation to compliance training, ethical decision-making, and cultural and generational differences around ethics.

2009, No. 3: Creativity and Innovation in Human Resource Management: A Sign of the Times

In today’s marketplace, organizational sustainability requires new ways of thinking and working. Through creating value and capitalizing on new opportunities, HR and organizational leaders can foster innovative practices and solutions that enable organizations to gain a competitive advantage on both the domestic and global fronts.

2009, No. 2: Leveraging HR and Knowledge Management In a Challenging Economy

In today’s challenging economy, organizations that optimize knowledge management—a key success factor—are leaders in their field. As a strategic business partner, HR plays an important role in fostering a workplace culture for organizational learning. From sustainability and education to workforce planning and global knowledge transfer, knowledge management is essential for competitive advantage.

2009, No. 1: The Multigenerational Workforce: Opportunity for Competitive Success

Demographic and social trends will have a significant impact on the workforce in the coming years. Thus, in today’s struggling global economy, it is more important than ever for organizations to leverage the knowledge, skills and abilities of all workers—from all generations. By capitalizing on the strengths and values of different generations, HR leaders can create a competitive advantage.

Past Issues