Management and leadership is changing. Our research is about helping managers understand how – and what they can improve performance and productivity. Our landmark Management 2020 report found that top organisations have a clear social purpose, a focus on their people and develop the potential of the next generation. Our subsequent research builds on those themes.
Scroll down to find our latest report, The Age of Apprenticeships, examining how parents’ attitudes are changing and reflecting on how employers and higher education are working together to roll out the new Chartered Manager Degree Apprenticeship. Plus, you’ll find the latest in our long-running series on The Quality of Working Life, exploring how work is affecting managers’ wellbeing and engagement; our Future Forecast infographic on managers’ expectations for the year ahead; and Learning to Lead, which explores the latest trends in management and leadership development.
Plus, you’ll also find our latest work on management ethics, exploring the effects of employee ownership, our annual data on management pay and the gender pay gap in partnership with XpertHR and much more.
Every CMI member is invited to contribute to our research through periodic surveys. We’re always interested in hearing from organisations with examples of good management and leadership practice. If you’d like to share your story, or if you’re interested in sponsoring CMI research, please contact us. email: email@example.com
One-third of annual reports paint an 'incomplete picture' of business performance, according to the findings of Reporting Human Capital: Illustrating your company's true values.
Degree Apprenticeships were launched in 2015. In February 2016, CMI surveyed over 1,000 parents of 16 to 21 year-olds to find out their opinions on how they value Degree Apprenticeships and chartered status compared to traditional degrees for their children - and what this means for employers
'Always on managers' are now working 29 days extra a year and are suffering rising levels of stress according to the 2016 Quality of Working Life study.
British managers have the gloomiest outlook for their organisations and the economy since 2012, according to the findings of Future Forecast 2015, CMI’s annual look-ahead survey.
The aim of Valuing your Talent is to build a greater understanding and appreciation of how people create and drive value in business. The programme is a collaborative, industry-led movement by 5 partners, of which CMI is one.
This paper presents key findings from a research project, with data from a survey of 1,019 employees - managers and non-managers alike - across 15 employee owned companies. It is unique in providing insights into companies owned through the employee trust model of ownership in particular.
Practical recommendations from SMEs, business schools, professional bodies and government agencies on how to overcome the barriers to improving management and leadership skills in small businesses.
This paper presents interim findings from an ongoing research project, with data from a survey of 829 employees - managers and non-managers alike - across 14 employee owned companies. It is unique in providing insights into companies owned through the employee trust model of ownership in particular.
In December 2014 and January 2015, CMI conducted a survey of 535 Chartered Managers to explore the impact of becoming Chartered on their professional development, on their career progression, and the benefits that it has delivered to their employers.