News

HSI’s Korea affiliate, Heartware Group, has had a study on global leadership featured in The Korea Herald.

More than a decade ago, the CEO of SaskCentral tasked HR with achieving meaningful and sustainable culture change. Members were expected to make a long-term commitment to the change effort, and a validated culture survey would be selected to measure change and provide actionable data. SaskCentral has sponsored the change initiative, assessed culture biannually with the Organizational Culture Inventory® and retained the internal HR and external OD specialists who launched the program years ago. As a result, it has benefited from low attrition and garnered accolades.

Join us in 2012 as we exhibit and present at conferences around the country!

We recently completed the formal merging of our three U.S. offices: Human Synergistics, Inc. in Plymouth, Michigan; Human Synergistics/Center for Applied Research, Inc. in Arlington Heights, Illinois; and Human Synergistics/Acumen, Inc. in Emeryville, California are now one corporation operating under the Human Synergistics, Inc. name.

Thank you to everyone who visited us at OD Network and attended Tale of Two Departments - The Impact of Leadership on Change!

As the economy slowly makes its way back in recovery mode, and more employees are concerned with issues beyond job security, we are beginning to see a return to a focus on “employee engagement” as the critical overriding factor within organizations that drives performance. But is that really all there is to it? Should companies focus exclusively on employee engagement as the key indicator of success or failure within their organization? Is high employee engagement some sort of management panacea that cures all ills?

How do you create a Constructive culture — one that is proven to drive engagement, quality, profitability and sustainability? Join award-winning professor and executive Dr. Robert A. Cooke for his complimentary webinar, Levers Proven to Drive Constructive Cultures and Effective Talent Management.

Most high potentials are selected on the basis of their technical talent and the extent to which their behaviors exemplify and promote their organizations’ operating cultures—the norms and expectations that represent how things are actually done—which often are quite different than their organizations’ highly touted visions and values. As a result, organizations have become very good at promoting a high potential for more of the same. This article highlights what talent managers need to look for and develop in their high potentials (and the commonly made mistakes that they should avoid) to move their organizations toward realizing their visions and goals.

Human Synergistics’ Dr. Cheryl Boglarsky delivered this presentation to the Second National Conference in Research in Administrative and Accounting Sciences at The Independent University of the State of Morelos, November 25, 2010.

Human Synergistics International (HSI), creator of world-respected assessments, is combining forces with Dr. Linda Sharkey, Distinguished Fellow at the Global Leadership Development Center, Marshall Goldsmith School of Business, to bring you a special workshop on coaching. Dr. Sharkey's coaching model is based on the process developed by Marshall Goldsmith, named one of the top five executive coaches in the world by Forbes. Sharkey brought the process into GE, integrating HSI's Leadership/Impact® 360, resulting in a leadership program GE's CEO Jack Welch called "Best in Class."

The OD Network session focuses on the factors that make leaders effective in complex multi-cultural organizations. The findings of a research initiative, stimulated by the current demand for global leadership talent, will be shared. Factors distinguishing successful global leaders were uncovered via literature reviews, interviews, and surveys. The personal styles and capabilities identified are critical for selecting, developing and preparing leaders for the challenges of global positions. This session therefore will help organizations to recruit and develop talent for global assignments, increase the success rate of leaders, and reduce the costs of mistakes.

Dr. Linda Sharkey, Ph.D., former vice president of GE and HP and distinguished fellow at the Global Leadership Development Center (Marshall Goldsmith School of Business), shares her experiences with and insights on quantifying culture and leadership.

A reference to Human Synergistics International's Organizational Culture Inventory® appeared in an article in the Leadership section of Forbes.com.

Dr. Robert A. Cooke, CEO of Human Synergistics International and Author of the Organizational Culture Inventory® (OCI®) and other renowned surveys presented at The Metropolitan Club in Willis Tower, Chicago.

Be sure to check out this terrific presentation delivered on Monday, October 19, 2009, by Dr. Linda Sharkey, Ph.D. Distinguished Fellow of the Marshall Goldsmith School of Business Global Leadership Development Center.

A new publication from The National Institute of Corrections, Building a Culture Strategically: A Team Approach for Corrections, features a discussion of how to incorporate HSI’s Organizational Culture Inventory® into an organizational culture change initiative in a corrections setting. The book is designed to help correctional facilities move toward positive organizational cultures, including producing better work, improving collaboration and interdependence, and creating safer and more secure environments for staff and inmates.

Dr. Paula Caproni, Director of Executive Skills at the University of Michigan’s Ross Business School, uses a variety of HSI instruments to help her MBA students make the transition from top individual performers to successful team leaders. Her successes using the Life Styles Inventory™, Group Styles Inventory™, and survival simulations in the classroom are discussed in “Innovative Use of Assessments and Simulations Helps MBA Candidates Become Effective Team Members and Group Leaders.”

Roxanne Ray, Senior Performance Consultant for Advocate Health Care, and OD Economist, Eric Sanders, presented their findings on, “Do We Have What it Takes to Drive Positive Change?” at the OD Network 2006 Conference in San Francisco. They demonstrated how assessments could be used effectively not only to improve individual performance, but also to drive positive change throughout an organization.

Robert A. Cooke, Ph.D. and Linda Sharkey, Ph.D. recently published “Developing Constructive Leader Impact” in a special leadership development issue of Consulting Today. Rob, CEO of Human Synergistics International and author of Leadership/Impact® (L/I), discusses his highly regarded 360-feedback system and how it assesses the actual as well as the ideal impact of leaders on the behavior and performance of others.