Not a Member? Get access to HR news and resources that you can trust.
Standing desks and other innovative workstations can help counterbalance the negative health effects of sitting.
Is your employee handbook ready for the New Year? With SHRM’s Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Get the HR education you need without travel expenses or time out of the office.
Elevate Your Talent Strategy. Join us in Chicago, IL – April 24-26, 2017.
Companies must rethink strategy to compete in the global war for talent
Research from advisory firm KPMG suggests that companies that focus on attracting and retaining high-potential employees may lack competitive advantage as the war for talent intensifies. According to a global survey of HR professionals conducted in spring 2014, addressing skills shortages is a higher priority than it was two years ago and employers are taking a more holistic approach to talent management in order to compete worldwide.
Robert Bolton, co-leader of KPMG’s Global HR Centre of Excellence and the lead author of the survey report, explained: “In 2001, the focus was on attracting and retaining high-potential and high-performing employees. It’s an approach that has become deeply ingrained for many companies. In 2014, however, 66 percent of respondents are telling us it’s much more important for organizations to have a holistic approach to talent management that addresses the needs of all employees as well as those in critical roles.”
Eighty percent of the 335 respondents from 47 countries surveyed by KPMG said that skill shortages appear likely to increase as globalization and competitive pressures take hold across sectors, and industries and improving economic conditions spur employees to seek new jobs.
Fifty-nine percent of respondents agreed that the competition for talent is different than in the past and as a result, feel that talent management strategies need to evolve. The study found that just over half of respondents agree or strongly agree that solely pursuing high-potential talent at the team’s expense puts the business at risk.
Respondents also stated that the most-often named root cause of skills shortages is generational. Younger skilled workers seem less interested in traditional roles and see themselves as free agents, while the scarcity of people with skills required for new emerging roles is perceived as the most critical market shortage.
Bolton said these findings are a wake-up call for HR managers, who “may still be clinging to old-fashioned approaches to talent management.” Addressing skill shortages throughout the entire organization, and not just at the most senior levels, should be a top priority in 2014, he said.
According to Bolton, there are a number of actions companies can take to give themselves an edge in filling their talent pipeline. Enlist management to support HR with talent management, and develop clear career paths for employees. “One thing many leading companies are doing is putting powerful new data analysis capabilities to work to help gauge their performance and fine-tune their people practices over time,” he said. “Nonfinancial benefits of the sort offered by effective HR functions are difficult to quantify. But new analysis technologies allow HR functions to evaluate and make evidence-based decisions that positively impact the business.”
KPMG further recommended that companies:
Roy Maurer is an online editor/manager for SHRM.
Follow him at @SHRMRoy
SHRM Online Global HR page
Keep up with the latest Global HR news
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Exam Late Application Deadline: April 14
SHRM’s HR Vendor Directory contains over 3,200 companies