Business Commons^™

Navigating The Pathway To Entrepreneurship For Persons With Disabilities: Insights From An Irish Context, Thomas M. Cooney, Martina Brophy, Ahsan Habib

Reports

This report is a study of the challenges facing persons with disabilities who want to start a business in Ireland. It profiles the community and identifies the distinctive barriers to entrepreneurship that persons with disabilities endure. The report concludes by offering a series of recommendations regarding what actions should be taken to improve the pathway to entrepreneurship for persons with disabilities in Ireland.

Employment, Remuneration And Workplace Report 2023, Roisin Murphy Dr

Reports

This report follows the previously published “Employment Opportunities and Future Skills Requirements for Surveying Professionals, 2018-2021” in which a significant shortage of property, land and construction professionals was projected. The current research has been undertaken against a backdrop of economic uncertainty due largely to Brexit, Covid-19 and the war in Ukraine.

The Irish economy rebounded well following the Covid-19 pandemic with low unemployment, moderate economic growth and solid Exchequer balances forecast in the medium term. On the downside, price inflation, fueled by soaring energy costs, have resulted in interest rates rising for the first time in over a decade which …

The Chro Role In 2023: Findings From The Hr@Moore Survey Of Chief Human Resource Officers, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Adam Steinbach, Marcia Avedon, Adam Bailey

Reports

The 2023 HR@Moore Survey of Chief Human Resource Ofcers (CHROs) gained responses from 171 CHROs, and this report focuses on the results regarding the CHRO Role. Using the updated Gartner “Model of a World Class CHRO” the CHRO participants indicated that the most critical and diferentiating roles they play in terms of driving business outcomes are the Board’s Leader of Human Capital, Driver of Culture and Purpose, Trusted Advisor and Coach, and Enterprise Change Leader. These roles stand in contrast to The Functional Business Leader role, which respondents largely considered table stakes or important but expected as opposed to critical …

Navigating The Political And Cultural Landscape: How Companies Decide When To Engage, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Adam Steinbach, Marcia Avedon, Adam Bailey

Reports

Companies today increasingly feel pressured to take public positions on potentially divisive sociopolitical topics. Whether they choose to stay silent on these issues or weigh in, they face significant risk. The 2023 HR@Moore Survey of CHROs explored how companies typically go about making decisions in this arena, before focusing on how they responded to a specific issue – the Supreme Court’s recent Dobbs v. Jackson decision overturning Roe v. Wade regarding abortion rights in the U.S. The report shows that most companies have developed either formal or informal criteria to evaluate whether or not to take a public position on …

Sustainable Development In The Surveying Profession, Roisin Murphy Dr

Reports

The built environment sector provides the homes, workplaces, amenities and infrastructure to support everyday activity, and is a key contributor to economic growth and employment, but also to emissions and resource use. Construction, land and property surveyors are engaged throughout the built environment lifecycle and therefore, are uniquely positioned to lead and accelerate the transformational change required to ensure a sustainable built environment. The United Nations Sustainable Development Goals (UNSDGs) provide a blueprint exhibiting social, economic and environmental goals to be considered as a system of interrelated objectives. Attainment of the SDGs requires a global approach, which is entrenched in …

Social Security Rights Of The European Resident Seafarers - A Joint Report Of The European Transport Workers’ Federation And World Maritime University, World Maritime University, European Transport Workers' Federation

Reports

This report presents a mapping exercise undertaken to assess whether national laws and regulations in 10 European Union (EU) countries (Belgium, Croatia, Cyprus, Denmark, France, Italy, Malta, the Netherlands, Poland, and Romania), one European Economic Area (EEA) country (Norway) and the United Kingdom (UK), provide for coverage to seafarers residing in EU/EEA Member States, Switzerland (CH) or the UK. A qualitative methodology combining desktop research and empirical legal analysis was used to gather data as to the particularities of their legal framework and how it works in practice. The focus is on the cross-border nature of the profession and whether …

The Current State Of Ceo Succession Planning Practices: Results Of The 2022 Hr@Moore Survey Of Chros, Donald J. Schepker, Patrick M. Wright, Adam Steinbach, Anthony J. Nyberg, Adam Bailey

Reports

The 2022 HR@Moore Survey of Chief Human Resource Officers (CHROs) received 106 CHRO respondents answering questions on a number of issues regarding the current state of CEO succession planning practices at the board, CEO, and CHRO level. CHROs report spending on average 11.3% of their time as a liaison to the boards of directors. Of the time spent with the board, CHROs report approximately 16.2% of the time is spent on CEO succession, while 12.8% of the time is spent on other C-suite executive succession planning. On average, this means that CHROs spend roughly 3.29% of their total time on …

Esg Trends: Results Of The 2022 Hr@Moore Survey Of Chros, Adam Steinbach, Donald J. Schepker, Anthony J. Nyberg, Patrick M. Wright

Reports

There has been incredible momentum in recent years for the expectation that major companies should be attentive to and deliver results on Environmental, Social, and Governance (ESG) issues. For their part, companies and their executive leadership teams (ELTs) seem responsive to these expectations, developing ESG strategies and devoting resources to making progress in these areas. Perhaps the most notable commitment along these lines came in 2019, when the Business Roundtable (BRT) issued a statement to “redefine the purpose of a corporation” to focus on all stakeholders rather than be predominantly centered on shareholders. Much of the conversation around corporations in …

Managing High Potentials And Executives: Results Of The 2022 Hr@Moore Survey Of Chief Human Resource Officers, Patrick M. Wright, Anthony J. Nyberg, Donald J. Schepker, Sam Strizver

Reports

Part of the 2022 HR@Moore Survey of Chief Human Resource Ofcers focused on the management of three pools of talent: high potentials, executives, and potential CEO successors. In terms of identifying high potentials, CHROs reported that the most important aspect is ensuring a diverse pool of talent. They also noted that providing access to senior executives serves as the most efective development tool for high potentials. CHROs also noted the importance of tracking retention of high potentials. In terms of executives, the survey asked a number of questions to understand turnover issues among executive-level talent. CHROs expressed a high priority …

The Chief Human Resources Officer Role: Results Of The 2022 Hr@Moore Survey Of Chros, Patrick M. Wright, Anthony J. Nyberg, Donald J. Schepker, Adam Steinbach, Adam Bailey

Reports

The 2022 HR@Moore Survey of Chief Human Resources Ofcers (CHROs) received responses from approximately 150 CHROs answering questions on a number of issues regarding the CHRO role. CHROs stand out as one of, if not the most diverse C-suite populations, as our respondents are 67% female and 14% nonwhite. While more racially diverse than most other C-suite roles, the latter number suggests this may still be an area of opportunity. CHROs have made very little changes in how they allocate their time to diferent CHRO roles over the past fve years, with them spending slightly more time leading the HR …

Tu Dublin Impact - Culinary Masters Video Series, School Of Culinary Arts And Food Technology, Frank Cullen, Elaine Mahon

Reports

This report describes the process involved in setting up a Culinary Video Masters Series of core and advanced skills for TU Dublin students made possible by the allocation of funds from the TU Dublin IMPACT Incubator Fund.

Submission To The Future Of The Media Commission, Brendan K. O'Rourke, Joseph K. Fitzgerald

Reports

Dr. Brendan K. O’Rourke is a Senior Lecturer at Technological University Dublin, where he focuses on learning in the area of discourses of the economy, in particular examining enterprise, policy and public discourses on the economy. His scholarly work has been widely published as chapters in edited volumes, encyclopedia / handbook entries and in over 20 peer-reviewed academic journals such the Critical Discourse Studies, Politics and Social Semiotics. More information on his work is available on www.brendankorourke.com . Dr. Joseph K. FitzGerald lectures in international strategy at Technological University Dublin and has published on topics such as how young men …

The Chief Diversity Equity And Inclusion Office: Results Of The 2021 Hr@Moore Survey Of Chros, Patrick M. Wright, Anthony J. Nyberg, Donald J. Schepker, Kenneth R. Carrig, Spenser Essman

Reports

In response to the racial unrest and increased focus on social justice, organizations increased their emphasis on diversity issues in 2020. To understand one way in which organizations responded to this focus, we explored how the Chief Diversity, Equity, and Inclusion Officer (CDO) role changed and the background characteristics of those in the role. The results indicate that the role increased in both internal and external visibility during this time, and that a large percentage of companies elevated the talent in the role. A majority of respondents indicated that the CDO role has become more influential and visible. In addition, …

Organizational Responses To Say-On-Pay Votes: Results Of The 2021 Hr@Moore Survey Of Chros, Donald J. Schepker, Patrick M. Wright, Anthony J. Nyberg, Sam Strizver

Reports

"Since the passage of the Dodd-Frank Act in 2010, US publicly traded companies subject to proxy rules must allow shareholders to submit an advisory vote on the compensation of their most highly compensated executives at least every three years (known as Say-on-Pay votes), and on how often shareholders would like to be presented with Say-on-Pay votes. Given the potential interplay between executive compensation and succession planning, as illustrated in recent Center for Executive Succession research that shows executive compensation and executive succession decisions appear to be related when it comes to the selection of internal CEO appointments, we sought to …

The Chro Role And Ceo Generativity: Results From The 2021 Hr@Moore Survey Of Chief Human Resource Officers, Patrick M. Wright, Anthony J. Nyberg, Donald J. Schepker, Sam Strizver

Reports

The 2021 HR@Moore Survey of CHROs examined a number of aspects of the CHRO role, ELT and Board climate, and CEO Generativity. Results showed that the COVID crisis may have resulted in CHROs spending more time as a Strategic Advisor. In addition, over time CHROs are spending less time with the board around executive compensation and more time on CEO and executive succession. In addition, many reported spending time with the board on DE&I issues. Finally, CHROs continue to come into their role as direct outside hires, and while more CFOs are internally promoted, relative to CHROs, the number of …

The Impact Of The 2020 Crises On Executive And Board Dynamics: Results Of The 2021 Hr@Moore Survey Of Chros, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Sam Strizver

Reports

As part of the 2021 HR@Moore Survey of Chief Human Resource Officers (CHROs) we sought to identify how the COVID pandemic impacted CEO Succession Processes, Board member relationships, and aspects of the Executive Leadership Team (ELT). We compared our results on the same measures from 2019 (pre-pandemic/racial justice crises), 2020 (midst of the pandemic/racial justice crises) and 2021 (post crises). The results from both direct questions about the impact of COVID on CEO succession and measures of the effectiveness of the processes over time suggest that the pandemic had little effect on CEO succession processes, other than causing firms to …

Leading The Way: Investing In Management Development For Sme Productivity And Growth: Report By The Expert Group On Future Skills Needs, Expert Group On Future Skill Needs, Deirdre Mcquillan, Thomas M. Cooney, Ciara Nolan, Osa Godwin Osaghae, Lorraine Sweeney, Wael Rashwan

Reports

The vision set out for this project is to support and enable a fresh approach to growth for SMEs in Ireland where management development is a key strategic priority for SMEs to drive productivity, sustainability, competitiveness and growth, and prepare for the future of work. This research, carried out between October 2019 and March 2020, identifies 7 key findings outlined in the report.

The Role Of Project Coordinators In European Commission Framework Programme Projects, James A. Cunningham, Paul O'Reilly, Daire Hooper, Daniel Nepelski, Vincent Van Roy

Reports

Programme Research and Innovation projects, a purposeful sample of European Framework Programme (FP) Project Coordinators (PC). The objective is to identify the practices and activities of PCs leading EU FP projects and to understand their impact on innovation outcomes. The survey findings confirm the lynchpin role of PCs in the European FP R&I projects. Their role clearly extends significantly beyond that identified in the Horizon 2020 User Guide which sees the PC as “the main contact point between the consortium and the Commission for a particular grant”. The PC is far more than simply “the proposal initiator in the submission …

The Chief Hr Officer Role: Results Of The 2020 Hr@Moore Survey Of Chief Human Resources Officers, Patrick M. Wright, Anthony J. Nyberg, Donald J. Schepker, Spenser Essman, Kenneth R. Carrig

Reports

The 2020 HR@Moore Survey of Chief Human Resources Officers (CHROs) was conducted during the COVID crisis, an unusual time for businesses. Because of this, fewer CHROs responded than usual (100), but still provided useful data for exploring the changing nature of the CHRO role. We explored the demographic composition of CHROs based on the past three years of survey data as well as our own gathering of data on S&P 500 companies. Regardless of the data set, women comprised the majority (approximately 60%) of these roles and these roles also were predominantly white (over 80%). Interestingly, black females had greater …

Virtual Board Meetings: Reverberations Resulting From Covid-19, Anthony J. Nyberg, Donald J. Schepker

Reports

The COVID-19 pandemic has driven boards to meeting virtually. Consequently, to better understand the challenges of virtual board meetings, we conducted semi-structured interviews with eight board members. These directors had an average of 14 years of board experience while serving on 27 boards of large, publicly traded, multinational organizations. The directors offered highly consistent responses. Interviews were supplemented with a survey administered to 22 directors that provided support for the core themes identified in the interviews.

Building The High-Performing Executive Leadership Team: Results Of The 2020 Hr@Moore Survey Of Chief Human Resources Officers, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Spenser Essman, Kenneth R. Carrig

Reports

Over the past two years researchers in the Center for Executive Succession have conducted interviews with CEOs, former CEOs, board members, and CHROs regarding how they build their executive leadership teams (ELT) and accelerate those teams to become high-performing. In addition, the 2020 HR@Moore Survey of CHROs assessed a number of relevant characteristics of the CEO and the ELT. This report provides a summary of this multi-method research stream. First, the interviews reveal that CEOs must first build a team whose skill sets match the needs of the strategy and whose motivations prioritize the outcomes of the organization and the …

The Impact Of The Covid-19 Crisis On Executive Succession: Results Of The 2020 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Spenser Essman

Reports

The COVID crisis impacted just about every aspect of how firms do business. We have explored through Zoom meetings and a survey of Chief HR Officers how the crisis has impacted a variety of components of executive succession. We find that the crisis caused many firms to develop business continuity plans separate from their ongoing and emergency succession plans. Going through this process may encourage firms to look more broadly and deeply into the people and roles in their ongoing succession processes. The crisis also revealed more positive than negative characteristics in their leaders. CHROs noted that the crisis has …

Building Diversity Into The Talent Pipeline For Senior Operating Roles: Results Of The 2020 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Anthony J. Nyberg, Donald J. Schepker, Kenneth R. Carrig, Spenser Essman

Reports

Organizations seek to build diverse pipelines of talent comprised of individuals who can rise to attain senior operating roles (i.e., positions running large businesses within the corporation.) The 2020 HR@Moore Survey of Chief HR Officers sought to assess the level of diversity in terms of women and racial minorities in these pipelines, identify the obstacles to increasing the number of diverse candidates and strategies for successfully building diversity in these pipelines. Our results show a lack of diversity in these pipelines with 60% white males, 22% white females and no more than 5% in any other sex/race categories. CHROs primarily …

Leading The Way: Investing In Management Development For Sme Productivity And Growth: Appendices, Expert Group On Future Skills Needs, Deirdre Mcquillan, Thomas Cooney, Ciara Nolan, Osa Godwin Osaghae, Lorraine Sweeney, Wale Rashwan

Reports

No abstract provided.

The Impact Of Regulation On The Property Services Sector In Ireland, Roisin Murphy

Reports

This report was commissioned by the Property Services Regulatory Authority (PSRA) as an independent investigation of the impact of regulation on Property Service Providers (PSPs) in Ireland.

The number of licensees has increased on an annual basis since the establishment of the Authority; however until now the impact of regulation on PSPs in Ireland is unexplored thus prompting this research.

Data was collected from licensees nationwide in two phases; an online survey administered in August 2018 yielding a 25% response rate (1,207 usable responses received) and a number of semi-structured interviews with PSPs representing each category of licence holder. A …

Building The Board: Result Of The 2019 Hr@Moore Survey Of Chief Human Resource Officers, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Kenneth R. Carrig, Spenser Essman

Reports

The 2019 HR@Moore Survey of Chief HR Officers examined a number of aspects of the Board of Directors (BOD). This report describes the results of this survey. We find that 64% of the companies surveyed have an independent Chair of the board with the other 36% having the CEO also hold the Chair title. CHROs do not evaluate boards as being particularly effective regarding the major tasks entailed in CEO succession. We found that responsibility for CEO succession is most often housed with the board chair/ lead director (rather than a committee), both as an ongoing process and as the …

Managing Mergers And Acquisitions: Perspectives From Human Resources, Brian Burgess, Stefan Wuorinen, Patrick M. Wright

Reports

Mergers & acquisitions (M&A) are common means for businesses to increase the scale and scope of their operations. However, research and practice suggest that a large percentage of acquisitions fail to meet their financial targets (Haleblian, Devers, McNamara, Carpenter, & Davison, 2009). While our understanding of when acquisitions are likely to succeed has improved, the lack of insider information has left researchers and practitioners with little insight into how to effectively navigate the most challenging processes in mergers – namely, assuaging potential human efficiency losses as members of the acquired firm lose the brand, leadership, policies, and practices that they …

In Search Of The Perfect Leader: Selecting The Next Ceo, Patrick M. Wright

Reports

Knowing how to choose new people for a company is a challenge that is never finished. Strategies for finding and choosing talent are as diverse as the pool of people available; and approaches to the task range from the primeval ‘gut instinct’, to a battery of personality, reasoning (verbal and numerical), and structured evaluations. When that ‘job’ is the role of CEO in, say, a major Fortune 500 company, the stakes are immense. A square peg in a round hole can quickly break a company; an inspired leader, on the other hand, can breathe new life into a drifting business …

Building The Executive Leadership Team: Results Of The 2019 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Kenneth R. Carrig, Spenser Essman

Reports

The 2019 HR@Moore Survey of Chief HR Officers examined a number of aspects of executive leadership teams (ELTs), including team composition, the frequency with which CEOs meet with the whole team and individual members, team cohesion, and how the CHRO assesses problems that might exist within these teams. In terms of composition, our results showed that the average ELT size was 10.6 members, with 75% of ELT members being male, and only 16% of members from underrepresented groups. Just under half of CEOs tend to meet with the entire ELT on a weekly basis, with 25% meeting every two weeks …

The Chro And Culture: Results Of The 2019 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Kenneth R. Carrig, Spenser Essman

Reports

Given the rash of scandals (Wells Fargo, Uber, etc.) that cast negative light on culture and the recent positive emphasis (e.g., Larry Fink’s letters to BlackRock shareholders), part of the 2019 HR@Moore Survey of examined CHRO perceptions of how the board of directors (BOD) and CEO view culture. This report presents these results. Quantitative results from the CHRO survey indicate that knowledge of culture and its impact on organizational outcomes is highest for CHROs, followed by CEOs and board members. All three groups recognize that culture has a strong impact on engaging and retaining employees, driving performance, branding the organization, …