Center for Human Capital and Leadership

Our professionals have a broad range of expertise to meet your needs. Contact us at 815-753-6311 or humancapital@niu.edu to learn more about how we can help you.

We work with a variety of for-profit and nonprofit organizations. Our partners include cutting-edge technology and service providers such as Qualtrics 360. Contact us at 815-753-6311 or humancapital@niu.edu to learn more about our services and partnerships.

Some of our analytics and professional developmental projects include:

• Health care organization
  • Conducted team cohesiveness assessments and facilitated team performance
• Regional health care analytics organization
  • Designed and validated staff and client satisfaction surveys
• Large financial institution
  • Linked selection/assessment metrics to business performance
• Large privately held service organization
  • Demonstrated the business value of customer service training programs and secret shopper studies

Our services include access to our published research, articles and blogs. Contact us at 815-753-6311 or humancapital@niu.edu to learn more about our services and areas of expertise.

"High-Impact HR: Challenges and Opportunities Related to Building an Effective, Strategic, and Influential HR Function"

Mahesh Subramony discusses strategic partnership in Human Capital Institute's report on High Impact HR.

Organizations face many challenges in managing their people, such as managing a multi-generational and global workforce within a skills shortage. To stay competitive there is a strong focus on retaining the best talent and keeping employees engaged while managing an increasing virtual workforce. Are HR functions and HR leaders equipped to meet these challenges? The Human Capital Institute (HCI), along with research partner SuccessFactors, explored the current state of HR.

"The Sweet Maker's Tale"

Blog: Mahesh Subramony

While small businesses account for an estimated 49 percent of all private sector jobs in the U.S., most discussions on human capital strategy revolve around the best practices of multi-divisional (e.g., GE) or technology-intensive (e.g., Google) firms. It is true that small business firms do not typically design and implement long-term human capital strategies and usually lack a strategic HR function or a Chief Talent Officer. However, they do struggle with issues related to the attraction, development and retention of talent. This became evident to me, serendipitously, during a recent visit to a sweet shop on Devon Avenue in Chicago.