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bertrandduperrin
Bertrandduperrin bookmarked on 2009-01-09 talent talentmanagement accountability strategy humanresources

First, the good news from a new study from Hewitt Associates and the Human Capital Institute: Most companies now have a talent-management strategy in place.

The bad news? Very few of those companies are executing that strategy successfully.

  • In his work with corporate leaders and companies, Robinson has found several repeating themes as to why talent-management processes are not adhered to and strategies are not executed.

    Among them:

    a) Not enough time.

    b) Compensation systems that do not incent managers to develop people.

    c) CEOs rarely model behavior consistent with talent-management strategies.

    d) Inadequate funding for talent-management execution.
  • For HR leaders aiming to beef up execution of talent-management strategies, Campbell of Hewitt suggests focusing on three steps.

    1. Determine the most critical areas of the business to support. Ask what aspects of talent management are most closely aligned with the company's top business priorities.

    2. Position HR to be the internal experts on talent management. Present the HR department as a professional consulting team, equipped to provide guidance to managers and insights to company leaders.

    3. Measure the results. Use predictive analytics and metrics to determine if talent-management initiatives are being implemented and are effective.

This link has been bookmarked by 1 people . It was first bookmarked on 09 Jan 2009, by Bertrand Duperrin.

  • 09 Jan 09
    bertrandduperrin
    Bertrand Duperrin

    First, the good news from a new study from Hewitt Associates and the Human Capital Institute: Most companies now have a talent-management strategy in place.

    The bad news? Very few of those companies are executing that strategy successfully.

    talent talentmanagement accountability strategy humanresources

    • In his work with corporate leaders and companies, Robinson has found several repeating themes as to why talent-management processes are not adhered to and strategies are not executed.

      Among them:

      a) Not enough time.

      b) Compensation systems that do not incent managers to develop people.

      c) CEOs rarely model behavior consistent with talent-management strategies.

      d) Inadequate funding for talent-management execution.
    • For HR leaders aiming to beef up execution of talent-management strategies, Campbell of Hewitt suggests focusing on three steps.

      1. Determine the most critical areas of the business to support. Ask what aspects of talent management are most closely aligned with the company's top business priorities.

      2. Position HR to be the internal experts on talent management. Present the HR department as a professional consulting team, equipped to provide guidance to managers and insights to company leaders.

      3. Measure the results. Use predictive analytics and metrics to determine if talent-management initiatives are being implemented and are effective.